So, today was my first day at a new job as a senior assistant city attorney with the City and County of Denver.
As usual, as a lawyer, I can't talk about the substance of what I actually do at work, due to attorney-client privilege and confidentiality rules and so on.
But, as in any big organization (the City and County of Denver has at least 11,000 employees), day one at a new job is not mostly about the substance of the work that day. I probably only did about two hours of actual legal work on my first day.
Day one at a new job in a big organization is about getting your employee ID, completing employment related paperwork, getting accounts with various workplace software systems set up, learning where the bathrooms and break rooms are located, figuring out the layout of your part of the building so you don't get lost, introducing yourself to your co-workers while trying to match their names to faces in your memory, watching orientation videos, and reading orientation materials.
This wasn't my first rodeo. I'm a middle aged man and I've been through this drill before in my life. But I haven't done it recently, since I've been self-employed and worked in small offices for a couple of decades.
A couple of things struck me as very different from my prior experiences.
Preparing For Mass Shootings
The last time I went through the "onboarding" drill, in 2004, was five years after Columbine, and three years after 9-11. At the time, we were more concerned about international terrorism in high profile locations, than we were about the era with a never ending wave of school and workplace shootings, even though, in hindsight, that era really began with the Columbine High School shootings in 1991.
On the day of the Columbine shooting, in 1999, I had just recently moved to Denver and lived close to downtown before moving to the Washington Park neighborhood after which this blog is named the next year. I saw the Denver bomb squad's truck rush right by me, sirens blaring. I recall thinking at the time that something really bad must be going down, although I hadn't listened to the news yet that day and didn't know what was going down at the time. The Denver bomb squad truck was headed for Columbine High School. Not much later that day, the news confirmed my suspicions. It was a massacre. Thirteen students and one teacher were killed before the two shooters committed suicide (one died a quarter century later from these injuries, while the others died almost immediately); twenty-three more people were injured (twenty by gunfire) in a spree that lasted 49 minutes, even though a police office had responded within five minutes.
But back in 2004, during my last onboarding to a larger employer, five years after Columbine, our society's response to "active shooter situations" still hadn't really jelled yet.
Before Columbine, police and institutional administrators had doctrines about responding to armed threats that favored the cautious approach appropriate for situations where an armed person had taken multiple people hostage, but wasn't actively shooting anybody.
After the fact recognition that the institutional and law enforcement response to Columbine had been inadequate, crystalized the recognition that a different response was appropriate in an "active shooter" situation. In an "active shooter" situation, the right approach is to minimize harm by denying the shooter targets, and by boldly doing everything possible to neutralize the threat as quickly as possible. But it took years for a consensus to emerge around the best law enforcement and institutional response to an active shooter situation.
"Lockdown" and "active shooter" drills only started when my children were in early elementary school, in the late aughts. None of my onboarding experiences in 2004 or earlier had imagined the possibility.
The mostly small law firms that I worked at over the years devised skeletal security plans on an ad hoc basis when there were specific security threats (usually from a client's ex-spouse, or soon to be ex-spouse), like keeping shades drawn to deny someone with a rifle a target in our office, or thinking about escape routes out back doors and how to stall threatening people while everyone was trying to flee.
Fast forward to 2025. Onboarding and HR materials still have the old mainstays. A brief history of the institution you're beginning to work for. A review of various nuts and bolts considerations related to sick days, employee benefits, and other employee policies and procedures. Strong cautioning against sexual harassment.
What is new to me is the new, major focus on how to head off violence in the workplace, and how to react in the event of an active shooter, even though it has been a part of my children's lives for as long as they can remember. There was even once a shootout unrelated to their school, that took place just outside their high school, during which their high school was locked down.
For me, this hit hard. Unlike my children, this was not something that I had ever been systemically prepared for before. Even in years in the Boy Scouts, with its "be prepared" motto, all of the way to becoming an Eagle Scout, we'd never considered these scenarios. But, this issue was raised in two or three different sessions in my orientation activities today, consuming almost an hour on my first day of work.
This isn't by any means a criticism, even though it was unsettling. This instruction is necessary in our day and age when these kinds of shootings are weekly, if not daily occurrences. There were two school shootings on the same day on September 10, 2025 last week. And, the instruction works.
At the Evergreen High School shooting in Colorado last week, which involved an active shooter who emptied and reloaded his revolver many times, all over the school, firing dozens if not hundreds of times, and trying to attack students in many different classrooms, only two victims other than the shooter were shot.
One victim was in the school at the time. This victim was a casualty of one of the first shots fired, and was probably one of the intended primary targets of the shooter. He was shot with little or no warning, and until then, no one at the school knew that the shooter had a gun with him that day.
No amount of training about what to do when an active shooting incident starts could have saved this first victim, although someone might have taken action to prevent it from happening in response to the shooter's disturbing social media activity (which his parents appear to have been aware of, at least to some extent, but didn't act upon). The FBI had started investigating the shooter's social media postings in July, but wasn't able to identify who was making them prior to the September 10 shooting.
The other student was shot by the shooter while fleeing, outside the school. This student was probably a target of opportunity after the shooter was thwarted in his attempt to find his other intended targets in the school, and instead shot someone else at random out of frustration, not long before the shooter shot himself. The active shooting episode (as is often the case) was all over before law enforcement could confront the shooter. This second victim was, realistically, the only conceivably preventable casualty that all those drills were not enough to completely save.
Both of the victims who were shot were initially in critical condition, but have survived for more than five days so far (as of early this evening one victim was in critical but stable condition, and the other victim was in serious, but not critical, condition), as a result of extremely rapid and decisive medical responses once the shooting stopped (or maybe even earlier, the details aren't perfectly clear). The two victims were brought to a specialized trauma center, while receiving emergency care en route, well within the "hour of power" when a serious trauma victim can often be saved. While this is speculation on my part, I suspect that the less seriously wounded victim was probably the second one who was shot while fleeing, and that the distance that this victim put between him or herself and the shooter was probably decisive in preventing that shot from killing this victim.
The only life that wasn't saved was the shooter, who died from his self-inflicted, point-blank, gunshot wound which he intended to be suicidal and which ultimately did cost him his life. But even he survived in critical condition for hours due to the rapid medical response, and the quality of care that a Level One trauma center can provide.
There were eight hundred or more people in Evergreen High School school at the time the shooting started. But, the active shooter training and lock down drills paid off. The shooter would almost certainly have killed many more people, as the shooters at Columbine did in 1999 in another affluent part of the same suburban Colorado county, if everyone in the school hadn't done what they had learned in their annual drills.
Evergreen High School's students, teachers, and administrators, almost instantly after the first shots were fired, turned the school into a fortress of locked or barricaded doors. The shooter repeatedly tried to break into classrooms to kill more people, some of whom were probably his intended targets, but he failed. People who couldn't lock themselves into a safe place hid out of sight if they couldn't flee and weren't shot. The rest of the students, including those in a cafeteria near where the shooting started, and some hallways full of high school students, successfully fled to safety purposefully and without hesitation, mostly getting out within a minute or two after the shooting started. They ran far away, beyond the range of the shooter, to safety.
Everyone who wasn't shot was promptly accounted for, to make sure that there were no victims who were shot, but not found, who needed medical attention.
The world has changed. Twenty-five years ago, an active school or workplace shooting of multiple people was shocking and almost unthinkable. Now, while it is still much less common than other kinds of murders and attempted murders, school and workplace shootings are a routine fact of life that we have accepted as a society (even though many of us urgently want policy reforms to address them), and we prepare for them in much the same way that we prepared for tornados when I was a kid in school, and in much the same way as we prepare for plane crashes in advance of every commercial airline takeoff.
Preparing For High Rise Fires
Another change today was more thorough and vivid instruction from HR on what to do if there is a fire in a high rise building than at any place I've worked before now.
This is a direct offshoot of the 9-11 attacks in 2001, as well as the fact that I'm working on the 11th floor of a downtown office building.
I don't recall ever even thinking about fire safety when I worked near the top of a high rise office building in Glendale, Colorado from 1999 until the summer of 2001, a few months before 9-11. No one ever even mentioned the possibility.
My office at the time of 9-11 was a single story steel framed building with a brick facade, multiple exits, and a window that could be opened and escaped from in every room, so escaping a fire wasn't a concern there either. And, nobody was worried that our tiny suburban office building, which was also home to a miniature golf course and a drive though coffee kiosk, was a terrorist target.
This threat wasn't a big deal at the workplace I joined in 2004, the last time I had a thorough onboarding at a new job in a large organization, since our offices were on the second floor of a modern, up to code, sprinkler equipped, three story concrete, steel and glass building in a suburban office park. It also wasn't much of a concern in 2005 when I worked on the first floor of a two story converted Victorian era mansion with a fire escape from the second floor, and many windows in every room from which people inside could safely escape if need be.
I did get a little fire emergency training from 2010 until 2019, when I worked on the 20th floor of a high rise office building in downtown Denver (on the same block as downtown Denver's signature "cash register building"). Within a year of starting to work there, I was appointed to the unpaid position of fire marshal for our little office suite with a peak occupancy of about six people that took up about half a floor of the building. We went through annual drills where we walked down twenty flights of stairs and assembled at our office's appointed regrouping site in front of the Warwick hotel a couple of blocks away. But my duties were communicated to me in a low key manner, face to face, from our previous office fire marshal to me. I served in this role until the office suite's lease ended, and so I never had to pass that hat to anyone else. My subsequent offices were also small and low rise.
But, now I work on the 11th floor of a downtown office building for a large, bureaucratic organization that employs everyone in the building. And, the horrors of people trying to escape the World Trade Center still seem almost as fresh as they did twenty-four years ago, even though the threat of foreign terrorism has slipped to the back of our consciousness. So, this was, rightfully, a significant focus in our orientation, even though it was also unsettling.
