How to prepare and respond before, during, and after a mass shooting

Terrible incidents continue to happen and organizations need to plan for the unthinkable, and prepare prevention and response plans that consider what can be done before, during, and after an incident. 

Here, we will explore ways that organizations should review, evaluate, and improve their deadly weapon incident prevention and response plans and resources. 

What can you do to mitigate risk in advance?

All too often, organizations prepare only for what to do in response to an active shooter, failing to also implement a plan to prevent an incident from happening in the first place. Good risk mitigation practices include both: planning to prevent an event and planning for an event that’s already occurred. Drills and training are important, but so is having a holistic program in place to mitigate exposure. 

A comprehensive violence protection program will incorporate policies, plans, training, and drills. It will include HR policies for screening practices, hiring and firing procedures, weapons policies, and harassment and bullying policies. An emergency response plan and critical incident response plan, as well as a crisis management and communication plan should all be in place. And the last piece of the puzzle is regular training and drills. Having an “in the moment” plan is important, but communicating that plan to employees and practicing it is the biggest part of the mitigation.

Behavioral risk awareness and threat assessment should also be part of the program. This does not just encompass physical threats or verbal threats made by employees and other stakeholders. It’s also about ensuring they know what to do when they see concerning behavior and warning signs. Your people should know how to respond and report if they hear an individual make a disturbing comment or even talk about suicide candidly at work;  a large majority of mass shooters are suicidal or in a state of crisis prior to their act. Those conversations can be key indicators that someone is on a path to violence. Once reported, the organization should know how to assess the threat level related to that particular behavior or warning sign.  

Finally, physical site security will vary from one location to the next but should be addressed as appropriate. This piece is very situational, as what might be needed at a school is going to be very different from what a retail or commercial organization might require. 

If, despite best efforts, an incident does occur, what should you do immediately? 

The minutes and hours immediately following an event can be a chaotic time. Knowing the decisions and actions needed, and how to prioritize them, will define the effectiveness of your response. Providing support to your people and doing everything possible to support your victims and their families should be your top priorities at this point.

Communication should also be a key focus, as how you respond at this time is ultimately what will protect your organization’s employees, reputation, and livelihood. There can be pressure to speak to the media, but your designated spokesperson should take care to avoid placing blame or fault. Messages of support for the victims should take center stage at this time. 

Determining the need for enhanced security is also essential during this period. You may recognize that it’s not yet safe to reopen, or you may want to do so only after bringing on additional security staff. Despite the urge to restore the location and continue with operations, don’t forget how critical it is to preserve evidence. While the police will conduct their own criminal investigation, some type of civil litigation may be in store following this kind of incident. Preserve evidence now in anticipation of a future investigation. 

After the dust settles, how should you handle the aftermath?

When local law enforcement has completed their investigation and the immediate threat no longer exists, it’s time to return to operations. At this point (generally a day to a week after the incident), it’s appropriate to expand your initial focus beyond support to include more attention on your organization itself, including how best to rebound and get through the tragedy as a community.

During this period, continued victim support and family assistance (including travel assistance, funeral costs, and continued medical care) will be important, as will ongoing investigation and legal support. You can also start thinking about memorializing losses and offering psychological first aid and counseling for employees who may not have been physically harmed but may be struggling, nonetheless.

Business continuity planning should be in full swing in this period. This includes preparation for staff turnover after an event occurs, as employees may no longer feel safe. Customer-facing organizations must also prepare for a potential decrease in business. Social media and sentiment monitoring can help you to understand how the community is responding to your organization. Do they feel you handled a challenging situation well or are they placing blame and fault? Do they feel safe returning as a customer? This information will help you understand what to expect from the community and how best to prepare for it.

Security enhancement can also be an important reactive measure at this time. This can include repairing anything damaged, but it is also important to re-evaluate your security program. Are there features like cameras or locks that you can proactively install to increase security in your facility? What worked well and what didn’t? Can additional employee training help prevent future security breaches? 

Prevention and response are key to avoiding larger consequences

Sadly, sometimes all the preparation in the world will not prevent an incident occurring. But planning for a deadly weapon event should not be about living in fear. It’s about knowing that you’ve done everything possible to empower your people, including teaching them what to do to prevent a violent event from occurring and ensuring that they know how to respond if it does. Taking those best-practices steps to protect your people and your organization will enable you to proceed with confidence.

Insurance should certainly be part of that protection. But it’s a lost opportunity if you buy a deadly weapons protection policy without prevention and response services. Do your homework and look at what’s included beyond the basics of how much limit you’re buying. Focus on how the product can protect your people, your stakeholders, your financial assets, and your brand and reputation. 

The information set forth in this document is intended as general risk management information and for preliminary informational purposes only. It is made available with the understanding that Beazley does not render legal services or advice. Beazley has not examined and/ or had access to any particular circumstances, needs, contracts and/or operations of any party having access to this document. Coverages are available in the US only on a surplus lines basis through either Beazley Excess and Surplus Insurance, Inc. or a licensed surplus lines brokers underwritten by Beazley syndicates at Lloyd’s. The exact coverage afforded by the products described herein is subject to and governed by the terms and conditions of each policy issued. The publication and delivery of the information contained herein is not intended as a solicitation for the purchase of insurance on any US risk. Beazley USA Services, Inc. is licensed and regulated by insurance regulatory authorities in the respective states of the US and transacts business in the State of California as Beazley Insurance Services (License#: 0G55497).