APWA 2016 PWX 8/23/2016

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39 Office of Equity and Diversity 17

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42 Panic Button Response Procedures Alarm Sounds: Determine location bv checking alarm box display at Station 1. Possible locations: 1 RTMC building RTMC receptionist Master CARDKEY 2 -spare- -spare- -spare- 3 WE - 1st floor Receptionist-main lobby Master Key 4 Mens Wellness Bsmt level W of cafeteria Master CARDKEY 5 Womens Wellness Bsmt level W of cafeteria Master CARDKEY 6 HR - 4"' floor Master CARDKEY 7 HR - 4"' floor HR Main Reception Master CARDKEY 8 HR - 4'" floor Master CARDKEY 9 HR - 4'" floor Master CARDKEY Attempt contact: Using the list above, attempt to call the number listed for the applicable location where the panic button has been activated. If possible, ensure you have another coworker there with you to assist as needed. No answer? Treat the call as a valid threat to the person(s) and contact the local Police Dept. immediately.(provide # here) Answer? Once the caller is contacted: 1. Inform the party you reach that you received a panic alarm in dispatch for their location, and that you are going to ask them some questions requiring 'yes' or 'no' answers only, so they can answer discreetly without a perp knowing you are getting some help. Questions: 1. Is there a problem please answer 'yes' or 'no'? If the answer is 'YES' to any of the questions, indicate to your coworker to call the local Police Dept. while you continue to stay on the phone with the party you called. If you are alone, place the party on hold and call local Police. After contact with the police has been made, return to the line on hold as soon as possible. Inform the person located at the panic button site that local law enforcement is on there way, while you remain on the line with them and monitor the situation. Advise the police of any relevant changes. During normal hours contact the front desk and have them arrange for a police contact capable of providing access and direction. After hours we will need to provide access and directions to the police. Provide them with the master CARDKEY, and the master key (#10) in the lockbox. Wellness Room Normal Hours: Contact the WE front desk and ask that they send someone to verify the alarm. If the alarm is a confirmed medical emergency, the front desk will page the Medical Emergency Response Team (MERT) and they will contact 911.

43 After Hours: One dispatcher should respond to the Wellness Room to verify the alarm. In the event you are alone, transfer phone and take the handheld with you. Upon verification, call 911 and announce over the P.A. system for any MERT team members in the building to respond to the Wellness Room for a medical emergency. DO NOT FORGET TO ANNOUNCE THE LOCATION OVER THE P.A. Police Contact Procedure

44 Advise the police that our building is equipped with 'Panic Buttons' and what they are for, that one has sounded and we are requesting that a squad respond. Advise them we are trying to confirm the validity and nature of the report, and we will notify them.

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52 Care of People Protocol A range of emotional and behavioral responses is to be expected following a critical incident. Responses can include, but are not limited to symptoms of anxiety and depression, confusion, an inability to concentrate, sleep disturbances, panic disorders, acute stress reactions, and even post-traumatic stress disorder. MnDOT must be adequately prepared to address not only the physical continuation of operations but also the psychological well-being and recovery of employees; however, this is often overlooked by organizations and to some degree, this is currently the case at MnDOT. This can be addressed by adding a chapter to COOP, establishing a Psychological Incident Manager/workplace violence coordinator positon, and documenting and following a clear protocol. Information to be included in this protocol may include: Response and Recovery Procedures: Response procedures include information on what to do and say during an incident, while Recovery procedures address how an organization gets back to normal. Assigning Responsibility: o Establish a Psychological Incident Manager (PIM/WPV Coordinator) who is tasked with assigning duties, serving as a collaborator with the Communications Point of Contact for managing the release of information, answering questions, etc. especially during the response and recovery phases. There should be at least two backups (with some expertise in the behavioral sciences) identified in the case the PIM is unavailable. o Following a Critical Incident, the PIM would assign a family liaison to each injured or deceased employee s family. The liaison should be tasked with reducing the time lag around notification to families, accessing pertinent information (benefits etc.), and creates a centralized repository of information when reported directly to the PIM. The PIM would then inform management/communications with regular updates. D. Curry,

53 o Volunteer Management: Following large-scale or localized critical incidents many people within a community will volunteer to help. Many of these are lay-people and some are volunteering professional services (health, mental health, religious support, etc.). While these gestures are often welcome they can create complex logistical situations for organizations. A designated Volunteer Manager can manage and screen volunteers based on your organization s needs, the volunteers credentials, experience, and reports directly to the Volunteer Manager who reports to the PIM. o Death Notification Team - delivering death notification requires specialized training to reduce secondary traumatic stress, burnout, and causing additional trauma for the families. Careful consideration should be given to designating individuals to the task of notification. When done appropriately and sensitively it can create a positive bond between surviving family members and the organization. When a death notification is carried out in a way that is not helpful or supportive, an element of antagonism and resentment can enter into the relationship between survivors and organization, which can lead to further complications, including liability. The Death Notification Team should have at least one member who has expertise in the behavioral sciences. Mental Health Intervention: If you have internal resources to provide these specialized services, the PIM is often the point of contact. Or, you can choose a vendor for provision of CISM services, including Psychological First Aid. Consideration should be given to the vendor s capacity and experience delivering these types of post-disaster interventions. It is important that these be offered voluntarily vs. mandated. While up to 30% of employees involved might experience more long term psychological consequences related to the crisis situation, 70% or more will be fine after a relatively short time period. The PIM will work to identify and ensure availability of facility where employees can immediately seek safety and be located quickly (this will also aid in the

54 organization s efforts to identify missing employees). The Psychological Incident Manager should appoint a point of contact person for to organize and coordinate services at the identified site. Anticipate that approximately 50% of staff may be unavailable for work in the days following a significant critical incident. Identify minimum staffing levels and determine which positions, if any, may allow for telecommuting. Organize Recovery Meetings as these are a useful tool in assisting people regain a sense of control by allowing them to ask questions and offer feedback on what they need. Coordinating and delivering an organization recovery meeting is not the same as doing a presentation due to the interactive nature of this type of meeting. Be sure to: o Be prepared to answer questions. If you don t know the answer, identify who will follow up with the information and when they can expect an answer. o Give facts and be honest and sincere. If you cannot answer a question because of an ongoing investigation, it is okay to say that. Let employees know you will get them the answers as soon as you are able. o Let people talk and listen well. Encourage participation but set time limits to ensure everyone has an equal voice o Listen first and offer solutions second. Understand that people may need to just think out loud or vent. Your instinct may be to defend the organization and your intent may be to clarify response procedures or decision-making; however, defensiveness is often perceived as a lack of empathy so try to balance correcting any misinformation with understanding people s frustration and anger, which is often easier to express than fear. o Encourage the participants to share what might help them and for them to suggest solutions then acknowledge their input.

55 Low morale is common in the aftermath of a critical incident, especially those requiring temporary relocation. One innovative approach to addressing this is to consider establishing what is called a morale team this team would plan and execute appropriate work-community activities (memorial activities, employee/family events, etc.) and focuses specifically on monitoring/caring about, listening to, and assists with raising employee morale. Transportation needs can be commonly overlooked, which is particularly relevant immediately following a critical incident. For example, an active shooter event, which can likely require immediate loss of access to the building for an undetermined length of time, the PIM and the organization should be prepared to assist employees in getting home and picking up their children from school/daycare if they are unable to access their vehicle or retrieve personal items (wallet, keys, etc.) from the building. Institute Post-Incident Recovery In-Service Education/training events to: o Recognize common reactions faced by survivors; Provide education on stress management; structure for emotional support; and, provide support through death of a co-worker. o Help supervisors and managers to identify behavioral health concerns following a critical incident, and how they can intervene and make referrals to other internal or external services. o Ensure employees know which resources are available to employees for behavioral health resources. o Be prepared to address any financial or other barriers to accessing behavioral health services.

56 Active Shooter Preparedness & Response Program Reference and Discussion Guide 1. PREVENTION Employees need to recognize indicators of violence or behaviors of concern that may be warning signs of potential violence. We all need to take appropriate actions (i.e. informing a supervisor, manager, or contacting HR) and reporting concerns. It is everyone s responsibility to treating every coworker and customer with respect, at all times, with no exceptions, **What are some behaviors of concern that we all need to take note of? 2. SURVIVAL MINDSET Employees at all levels of MnDOT need to take personal responsibility for their own safety and develop a Survival Mindset. A Survival Mindset means: Raising your awareness and having a plan - in any work environment Committing to do whatever it takes to survive Preparing yourself by asking what if questions Preparing yourself both mentally and emotionally to survive be a stakeholder in your own personal security and safety Rehearsing your responses * As we discuss this concept of a survival mindset, how might you put it into practice day-to-day in whatever work locations you enter? Awareness means: Gaining a basic understanding of an active shooter situation Becoming aware of your surroundings and your work environment at any given time **If we had an ASE in this room, what two exits might you identify? Preparation means: Ask yourself the what if questions that will help you develop effective response strategies while you are looking through the lens of survival Prepare yourself mentally and emotionally to do whatever it takes to survive **What are some of the what if questions you might ask yourself? Rehearsal means: Practicing your response (mentally, or through a drill) so you can reduce your response time, increase your confidence, and execute your survival plan. Below aew the run, hide, fight strategies. 3. RESPONSE STRATEGIES RUN: If there is an escape route, attempt to evacuate and get yourself out of harm s way. Try to help others escape, but if they resist, go yourself. Leave your belongings behind. Call 911 when you are safely out. Quiet your electronic devices. February 19, 2015 Awareness. preparation, planning & response rehearsal actually reduce stress, and help us to create a survival mindset = take personal responsibility to increase one s ability to survive an active shooter event. Active Shooters do a lot of planning, practicing and preparing so should we. For More Information Please Contact: DeLorah Curry MnDOT Human Resources or Delorah.curry@state.mn.us (** = Questions for facilitator)

57 HIDE: If you can t get out safely, find a place to hide. Lock or block the door and/or windows. Silence your phone or other electronic devices. Hide behind large objects. Stay out of the shooter s view. Remain very quiet. ** If you decide you can t exit to safety, where in this location might you hide and why? FIGHT: Fight as a last resort and only if your life is in danger. Commit to your actions 100 percent - give it your all. Act with aggression. Attempt to incapacitate the shooter. Improvise weapons. ** As a last resort, if you decide to fight what could you use for a weapon here? 4. INTERACTION WITH LAW ENFORCEMENT When You Can Safely Call 911 for Law Enforcement, Be Sure To: Give your name, work location, and the estimated number of employees at the site. Give the location of active shooter, if you know it. Provide physical description(s) of the active shooter. Give information on the number and description of weapons. ** How many employees would you guess might be here at this site on a normal day? What to Expect When Law Enforcement Arrives: The purpose of law enforcement entering an active shooter scene is to take action to stop the shooter as soon as possible. Law enforcement usually arrives in teams. Law enforcement may be in regular patrol uniforms or SWAT uniforms, and will likely have pistols, rifles, or more sophisticated automatic weapons, including tear gas or pepper spray. Law enforcement may shout commands and push people to the ground for their safety. How to React When Law Enforcement Arrives: Be prepared to calmly, quickly, and accurately tell them what they need to know. Remain calm and follow law enforcement s directions. Put down any items in your hands. Immediately raise your hands and spread your fingers wide open. Keep hands visible at all times. Do not make any sudden movements towards law enforcement. Do not yell or scream at law enforcement officers. Do not expect law enforcement to assist you until the situation is under control. Remember, law enforcement is there to stop the shooter first - you must not present a threat to them they have no way of knowing immediately who is a threat and who isn t. ** What should each of us do, specifically with our hands, when law enforcement arrives? 5. QUESTIONS/COMMENTS?

58 MnDOT Active Shooter Preparedness and Response Program Key Messages 1. Most active shooter situations are over in an average of 12 minutes usually before law enforcement gets there. We need to do whatever we can to recognize indicators of violence = behaviors of concern that tend to escalate to violence. We also need to have the tools to have a Survival Mindset. Perpetrators do a good deal of planning so should we, so we can react with purpose and maximize our chances of survival. 2. Workplace shootings can occur anytime, anywhere, to anyone. If an active shooter enters your work place, it will be unlike any situation you ve ever experienced, and in those heart-stopping moments, it will only involve you, your co-workers, and the shooter. All employees are the eyes and ears of MnDOT. You need to take personal responsibility for your own safety you must develop a Survival Mindset. 3. Usually an active shooter situation does not just happen without warning. Research tells us there are often many signs of behaviors-of-concern that indicate a pending problem. Early intervention is the most desired response. So notice changes in your coworkers (don t talk yourself out of it), and if you see something of concern, say something to whomever may be able to help. If a MnDOT employee can intervene and help diffuse a situation early on, it is the best prevention. 4. If each and every one of us makes a commitment to treat everyone (customers and coworkers alike) with respect at all times, no exceptions, this will go a long way to preventing any type of violence. 5. What does developing a survival mindset mean? It means raising your awareness and having a plan in any work environment, be it an office setting, a truck station, or a work zone. Survivors are committed to doing whatever it takes to survive they ve taken the time to ask themselves those what if questions. They ve prepared themselves both mentally and emotionally to survive, and they are stakeholders in their own safety and security. Employees are often the first line of defense in dealing with an active shooter. Awareness = D. Curry,

59 Means you take the time to gain a basic understanding of an active shooter situation. Means you become aware of your surroundings and the work environment you are in at any given time Preparation = Means you ask yourself the what if questions that will help you develop effective response strategies, while you are looking through the lens of survival. Means you prepare yourself mentally and emotionally to do whatever it takes to survive. Rehearsal= Means you practice your response (in your mind or in a real drill) so you can reduce your response time, increase your confidence, and execute your survival plan. 6. One might thing this could cause employees stress, but it actually reduces one s stress. Research shows there is a real difference between those who have been trained to face life-threatening situations and those who haven t, and these are serious decisions - that s why a survival mindset is so important to develop. Untrained Response = Panic Trained Response = Anxious Disbelief Recall Plan Denial Prepare Helplessness Commit to Act 7. Each employee taking the training will have the opportunity to think about and practice (in an office setting, a truck station, and a work zone) strategies to run, hide, or fight. While each active shooter situation is different, these strategies can be applied: Run- If there is an escape route, attempt to evacuate and get yourself out of harm s way Try to help others escape, but if they resist, go yourself Leave your belongings behind Call 911 when you are safely out Hide- If you can t get out safely, find a place to hide Lock or blockage the door and or windows Silence your electronic devices Hide behind large objects Be out of the shooter s view D. Curry,

60 Remain very quiet Fight- As a last resort and only if your life is in danger Commit to your actions 100% - give it your all Act with aggression Attempt to incapacitate the shooter Improvise weapons 8. What to do when calling 911 for Law Enforcement: Give your name and work location and estimated # of employees at site Give location of active shooter, if you know Provide physical description(s) of active shooter Give information on the # of weapons, and description of weapons 9. What to expect when Law Enforcement Arrives: Remember the purpose of Law Enforcement entering an active shooter scene is to take action to stop the shooter as soon as possible Know that Law Enforcement usually arrive in teams Law Enforcement may be in regular patrol uniforms or swat uniforms, and will likely have pistols, rifles, or more sophisticated automatic weapons, including tear gas or pepper spray Law Enforcement may shout commands and push people to the ground for their safety 10. How to react when Law Enforcement arrives: Be prepared to calmly, quickly, and accurately tell them what they need to know Remain calm and follow Law Enforcements directions Put down any items in your hands Immediately raise your hands and spread fingers open Keep hands visible at all times Do not make any sudden movements towards Law Enforcement Do not yell or scream at Law Enforcement officers Do not expect Law Enforcement to assist you right then Remember, Law Enforcement is there to focus on stopping the shooter first and foremost - you must not present a threat to them they have no way of knowing immediately who is a threat and who isn t 11. A focus on behaviors of concerns/warning signs review. D. Curry,

61 12. Check your understanding. D. Curry,