1. Social Media & Mobile Communication As mobile devices become more powerful, communication technology can help show the needs oforganizations, as well as individuals, wherever there is a Wi-Fi or phone signal. Together, Apple and Googleoffer more than 1.5 million inexpensive or free applications (Adler, Rodman, & de Pre, 2014). These are just afew:Physical NeedsGlobal SOS: Look up telephone emergencynumbers in more than 150 countries.iTriage: Research symptoms, find doctors, andlocate emergency facilities.Social NeedsLoopt Mix: Connect with nearby strangers whoseinterests match yours.Friend Mapper: Display the geographic location ofnearby friends.Practical NeedsTranslate: Translate words and phrases betweenmany popular languages.Mint: Balance your budget, track expenses, andcheck balances in multiple accounts

2. What can social media do for emergency practitioners? It could be an excellent way forsharing and coordinatinginformation in the event of anemergency. Video upload for first aid data inan emergency situation. Makes the important video andfiles available to upload to a socialnetwork, so that everyone canlook at files in common andanalyze them. If properly controlled, it could be very beneficial, especially as a research database, ifimportant response and recovery information is lost. It can be used as a collaborative problem solving tool essential to emergency managersand first responders. 3. What is Gamification? Gamification is the process of making nongame activities more fun and engaging. Learning technologyspecialist Karl Kapp defines gamification as a careful and considered application of game thinking tosolving problems and encourages learning using all the elements of games that are appropriate (Leaman,2014, p. 35). Gamed learning is also very strong when helping to improve the retention of learning throughtechniques such as repetition, association, elaboration, and stories. Gamification is equally as strong as inboosting behavior-based learning, where the goal is to shift employee attitudes, values, and beliefs (Leaman,2014, p. 36).These are a few techniques for improvingknowledge retention, which includes: (Leaman,2014, p. 36-37).1) Elaborating-linking new information withprior information.2) Organizing, sorting, and matchinginformation, all of which help learnersimprove conceptual knowledge.3) Associating-linking a word, term, orimage to its definition.4) Repeating content, which is proved toimprove knowledge retained over the longterm. 4. Why Games?Element 1: Mystery- This exists when there is a gap between known an unknown information and the personexperiencing the gap realizes information exists to fill that gap but they know they need to find it (Kapp, 2014).Element 2: Action- Good games start with action. Right from the beginning the player must do something; runtowards a shelter, find a map, or begin collecting pieces of the Triforce (Kapp, 2014).Element 3: Being at risk-In a game, a player could lose a life, be required to start over, or lose all the gold coinscollected because of a wrong move. When people feel at risk, they pay closer attention, focus their energy, and areengaged at the task at hand (Kapp, 2014).Element 4: Uncertainty of outcome- This is similar to risk, which puts the learner in a situation in which they cantpredict the outcome. When playing a game, an individual doesnt know the outcome in advance (Kapp, 2014).Element 5: Opportunity for mastery- games allow learners to become more proficient at their jobs, and become moreproficient as well. More importantly, a player can conquer a level, display their prowess at solving a puzzle, or shoe how wellthey know the game board by collecting hidden treasures (Kapp, 2014). 5. Gamification for Emergency Managers A new entrant in gamification is called Zero Hour, which simulates a mass anthrax attack. Player must createcritical operational decisions and respond to questions from array of fictional characters who report to aninoculation center, all while fielding simulated phone calls and requests for added equipment. Zero Hour wasdesigned through a cohort of associations, including, the Chicago Health Department, the U.S. Centers for DiseaseControl and Prevention, and the University of Illinois (Straw, 2014). Similar to pieces on a chalk board, the player deploys first responders, staying mindful of their capabilities andequipment relative to hazards. The player can order personnel to close or contra-flow streets for evacuation,evacuate civilians by area, and even temporarily shelter-in-place, which depends on the risk of exposure (Straw,2014).Security educator and American Public UniversityProfessor Valerie Davis, defines gamification as thedynamic use of game-play mechanics andtechniques to enhance learning outcomes. Problemsolving, critical thinking and group analyticalthinking are valuable attributes in the intelligencefield. Theyre also important factors to any teenagerwho has played a strategy game on Xbox, especiallyin todays live-gaming environment (2013). 6. Gamification for Emergency Managers (continued) The boot camp will teach how intelligence analysts make vital decisions that could have serious national andpersonal security consequences. Instructors will make false personas on social media outlets such as Facebook andTwitter to teach methods for finding out whether an individual is real of made-up. By using popular socialnetworks, students will be immersed in a familiar environment that leads to unexpected outcomes (Davis, 2013).Just about every teen has used Facebook and Twitter, but how many have analyzed and assessed false personas(Davis, 2013)?Geographic Information Systems inEmergency ManagementGIS layers streets, schools, parcels, cityfacilities, fire stations, police stations,banks, hospitals, commercial buildings,industrial buildings, and parks. A citysGIS division designs and maintains thelayers. The system permits staff todesign additional operational layers ifthey are needed during an emergencysituation. Additionally, contactinformation of key people and standardprotocols are available with the touch ofa button (ARCNews, Winter, 2010/2011).http://www.esri.com/news/arcuser/0112/answering-emergency-management-information-needs.html 7. Web 2.0 TechnologySocial media analytics solutions give a constant stream of information. By balancing this highlyunstructured data in real time using streaming social media analytics, officers are able to identifyand locate potential threats and evolving events, find evidence through photos or track downwitnesses (IBM, 2014, p. 8). Moreover, Police and emergency managers need a display that includessuch search results as organization, location, vehicle, weapon, property, phone, event, media anddocument (IBM, 2014, p. 5).(IBM, 2014, p. 3)Social media analytics is an emerging technologybeing used by many larger agencies to providereal-time intelligence to law enforcement officers.The New York City Police Department (NYPD)has put together a social media unit within itsintelligence division. Most posts on social mediagive no useful information to public safetyofficials, as well as obscure the posts that couldenhance emergency responders situationalawareness. Although, the NYPD has been makingstrides using social media by accessing valuableinformation from social media posts acrossvarious online platforms using data aggregationand decision support tools (IBM, 2014, p. 7). 8. Components of a communication strategy Does your company have a procedure for issuing instructions to workers at home? Are there ways for the key decision maker to communicate with your workforce? Are therebackup methods in the primary ways, such as phone connections? Do members of your workforce have a way to reach someone in charge to inquire about thesituation an provide an update of their own situations and availability? Have you prepared communication templates, with agreed upon language that can be configuredto the actual crisis? Have you prepared key authorization messages in advance?In an unexpected disaster, theability of your workforce tomaintain business operationscan hinge on your ability toaccount for their safety(IBM, 2011, p. 8). 9. IBM Smarter Cities Plan 10. Key Competencies for Policing by IBMLaw enforcement is increasingly an information management business. Getting theright information into the right hands at the right time can prevent and save lives. To getthe most out of the new tools available to fight crime, law enforcement agencies need anintegrated, end-to-end technology strategyone that delivers the capabilities they need toprotect and serve the public in a cost-effective manner (IBM, 2014, p. 2).Getting ahead of the incidentGood mission effectivenessdemands proactive planning anddecision making. That takesmore accessing, organizing andintegrating information. Toenable action, that informationmust be understood and sharedappropriately (IBM, 2014, p. 9).(IBM, 2012, p. 3) 11. Californias Metcalf Substation AttackJust a day after the Boston Bombings, which happened on April 15,2013, another act of terrorism hit American soil on April 16, 2013.Californias Metcalf Substation was attacked by armed shooters, whichshowed the public that our grid facilities are not safe, and highlyvulnerable to an organized attack from terrorists and extremists.According to authorities, one or more individuals were able to gainaccess to critical areas of the Metcalf Substation and open fire usinghigh-powered firearms to destroy at least 17 transformers, causing morethan $15M in damages. It is believed that the attacks duration exceeded19 minutes and those responsible were able to flee the scene well beforethe arrival of first responders (SST, 2014).Substation Attack Surveillance Photo Officials believe that this attack could have been a dress rehearsalfor a larger attack at multiple locations, which could potentiallydisrupt services for months. While the Metcalf Substation attack didnot cause a serious disruption in electrical service, it raises questionson how to balance the requirements for other physical and cybersecurity that could happen to the nations critical infrastructurefacilities (SST, 2014). Was the Metcalf Substation attack a test runfor a much larger and coordinated attack at multiple power gridlocations?How well are emergency response plans coordinated between public safetyagencies and power providers? If a large scale, well-coordinated, multi-locationattack were to occur, would security mechanisms in place sufficiencymitigate such an attack with minimal disruption to the grid (SST, 2014)? 12. Californias Metcalf Substation Attack Timelinehttp://online.wsj.com/news/articles/SB10001424052702304851104579359141941621778Critical Finding of the Metcalf Substation Attack(SST,2014) Motion Sensors did not detect the attack untilapproximately 10 minutes after the attack wasinitiated The attackers used high-powered weapons firingprojectiles that had the capability of penetratingthick steel Over 100 7.62mm rounds were fired during theattack well before the arrival of responding police The attack appears to have been well planned andwas most likely scouted in advance of the assault A similar, coordinated attack on multiplesubstations could disrupt power to a large area forweeks or months 13. The Case Study (Zero Hour: Situation Critical) On a beautiful sunny Monday morning at 0930 hours, a man driving a stolen armored truck blowspast a security checkpoint at a South Florida power plant. The man, dressed in black, and wearingheavy body armor, and armed with a 12 gauge auto loader, two 45 caliber handguns, a tech 9, twoAR 15 assault rifles, an AK-47, as well as a stock-pile of homemade pipe bombs. Once the armedassailant made it through the security checkpoint, he stopped the truck, got out, and opened up fireon security officers. While security, which is also heavily armed shot back, the man was trained inmilitary-style combatants and expert shooting techniques. While no security officers were injured inthe initial shooting with the assailant, the assailant still out numbered security forces with his intensefirepower, and combatant tactics.The shooter got back in the stolen truck, and crashedthrough the power plant, where many scientists are workingon vital and sensitive research projects. At the same time theman crashed through the power plant, outside securityforces were communicating inside with security inside thebuilding. From there, security forces inside the power planttook charge, however, they too were outnumbered. Whatthey did have was Shot Spotter and Geographic InformationSystem (GIS) technology, that helped them find out wherethe shooter was going to in the power plant. From there,security forces were able to use their SWAT tactics to goafter the shooter. http://nuclearsecurity.wordpress.com/about/ 14. The Case Study (Continued)http://www.whisprwave.com/markets/energy/nuclear-reactor-security/While this armed assailant was carrying heavy firepower, securityforces had a plan together , in case something like an activeshooter event would happen. All security officers carried mobilephones, equipt with GIS and Shot Spotter technology. Using thesemobile devices, security forces were able to detect gunfire withinthe power plant, as well as track the shooters movements throughtGhIeS u csaen o hf eGlpIS s eteccuhrintyo laongdy. law enforcement: Understand events and dynamics in a neighborhood includingpersons, events, and crime hazards. Identify risk factors including businesses, buildings, or otherlocations that draw crime. Rapidly reconfigure beats and reallocates resources after afteranalyzing crime trends over time. Develop plans for special crime abatement teams to addressregional or seasonal hot spot locations. Capture repeat call-for service locations to apply additional helpand resources.Next, you get a chance to finish the scenario ofwhat happened at that power plant, and drawyour own conclusions. After you draw yourconclusions, I will show you what I thought up. 15. Zero Hour: Situation Critical Once security officers were able to detect the gunfire with ShotSpotter technology, it was up to them, and theirtactics training to neutralize he shooter. However, security officers did not how well trained the shooter was. Afterthrowing many pipe bombs through many of the halls and research labs, the shooter was spotted by securityforces. Both security forces and the shooter opened up fire at each other, eventually causing the shooter backoutside into the armored truck. Security forces were still firing on the truck with heavy gunfire. After unloadingtheir ammunition on the truck, they had to reload. In the meantime, police officers and federal agents were enroute, including Coast Guard forces that were coming in as backup, because of the Shot Spotter and GIStechnology they had on their government issued smart phones. Suddenly, the quite in the air broke as the shooteropened the back door of the armored truck, threw a handful of pipe bombs at the security officers, and closed thedoor in a hurry. The officers scurried to take cover, while the pipe bombs exploded. None of the officers wereinjured, but were relived to hear the sound of sirens coming their way. It was local police, followed by a slough offederal agents in SUVs and SWAT vehicles; all very heavily armed. The sound of orange helicopters flew abovethe security officers; the Coast Guard was here. It was time to take this shooter down. 16. Zero Hour: Situation Critical Just as back-up was starting to arrive, the roof of the armored truck opened up, and a rounded protective platepopped up. It was the shooter, and to the surprise of law enforcement, the shooter had a 50 Cal Machine gun. Theshooter started firing at law enforcement officer, federal agents, Coast Guard forces, and security officers. Theshooter destroyed the federal agents SUVs, damaged Coast Guard helicopters, and tore up security vehicles. ShotSpotter technology was going off at every agency that was in a 50 mile radius. State troopers were getting up to dateinformation via Twitter, GIS, and Shot Spotter; they were blazing to the scene at a rapid speed as well. While CoastGuard forces were trying to get back on their feet, security forces were able to muster enough strength andcombative tactics to take down the shooter, just as he ran out of 50 Cal ammo. The shooter blazingly jumped out ofthe armored truck, armed with an AK-47. The security officers surrounded the shooter with 9mm handguns. Theshooter seeing he was outnumbered slowly dropped to ground, but not before stripping off a sac from his tacticalvest to reveal a handful of grenades, in which he was able to strip the pins off before the security officers even got achance to grasp what happened. GOTTCHA! Those words echoed from the shooters mouth. The officers stoodthere and laughed. Just as state troopers rolled up on scene, one of the security officers said, He got us! Thefederal agents, police officers, and Coast Guard forces rose from the debris in shock that the assailant defeatedthem. The shooter stood up, and said, Gentlemen, I used your own technology against you. The shooter, whosereal name is John Marks, and one of the officers said, With 27 years of military experience, I saw all of your weakspots. If this were a real attack, and the shooter were as well trained as I am, especially with mobile technology, youwould all be dead. Training is everything, and we have a lot of work to do! The officers, federal agents, and CoastGuard forces agreed. It was time to reload!If we could get all the agencies that have a responsibility of public safety onto the samepage, with a common operating picture and doing a few simple things systematicallytogether, the impact would be huge, potentially reducing incidents by 15-20 percent.Advisor to UK city police department 17. Recovery, Response, and Command Before any organization can recover from an emergency situation, team members have to know whattasks, either logistical, operational, or technical to perform, what tools are necessary to perform themconsistently (Molinari, 2014).Collective action in an emergency situation can work Work from points of mutual interest Work through existing forms or institutions Plug into existing plans and organizations Error on the side of too much in terms of information. Advance information helpsquell issue and makes people confident about the action. Prior planning helps make things go easier. Victory goes to the prepared! (MaGee, 2013)A system of standards and practices in emergency recovery situations shouldinclude the following (Molinari, 2014): Federal Emergency Management Agency (ex. incident command) International Standards Organization (ex. risk, security, and servicemanagement National Institute of Standards and Technology (ex. safety, security,science) Project Management Institute (ex. scope, schedule, budget,communications) Lean/Six Sigma (ex. gap analysis, continuous improvement, control) 18. Complementary TechnologiesSensing/Network Security and alarm networks Existing technology networks, such as WIFI Video Video Surveillance Video Management Systems (VMS)Infrastructure Physical Security Information Management (PSIM) Site Security and building management technologies Physical security (bollards, locks, shields)Organizational Computer-Aided Dispatch (CAD) Common Operating Picture (COP) systemsAlerting First responder notification and alertingtechnologies SMS and other electronic broadcast techniques Public Address (PA) and other alerts sirensAround the world,public safety applicationsare calling on citizens touse mobile technology toinform law enforcementagents of crimes andaccidents(West and Valentini, 2013, P. 12). 19. Ask Yourself Are video recordings available to provideevidence? Does my organizations technology helpdetect false alarms, assess situations andrespond accordingly? How automated is our reporting? Can responders on the ground accessvaried media and tactical information? Do we use interactive training for newsystems, equipment and procedures? Does my organization have a complete,real-time view of incidents? Can we dispatch the right equipment andresources based on information based oninformation coming from the scene? Do we have real-time visibility ofoperations at the command center? (IBM,2014, pp. 6-10)We live in the midst of alarms, anxiety beclouds thefuture; we expect some new disaster with each newspaperwe read. Abraham Lincoln 20. ReferencesDavis, V. (2013, July 19). From xbox to the cia: How gamification boosts learning. Received: 31 August. 2014.ESRI. (2010/2011 Winter). A better way to protect schools). ARCNEWS. Received: 1 September. 2014.ESRI. (2008). Crime analysis: GIS solutions for intelligence-led policing. pp. 1-6. Received: 17 August. 2014IBM. (2011, November). Business continuity: How to increase workforce resiliency during disasters. IBM Global Technology Services. pp.1-12.IBM. (2014, May). High-performance law enforcement. Smarter Cities. pp. 1-12.IBM. (2011). Memphis pd: Keeping ahead of criminals by finding the hot spots. Smarter Planet Leadership Series. pp. 1-5.IBM. (2012, February). The value of smarter public safety and security. Corporate Marketing. pp. 1-16.Kapp, C. (2014, March 12). Eight game elements to make learning more intriguing. Received: 17 August. 2014.Leaman, C. (2014, July). Boost basic job training. TD Magazine. pp. 35-39.Magee, T. (2013, June 25). Kansas city planners band together in exercise. Disaster Recovery Journal. 26,(3). Received 31 August. 2014.Molinari, S. (2014, June 23). Managing command, control, and communication risks during disaster recovery operations. Disaster RecoveryJournal. 27,(3). Received: 31 August. 2014.SST. (2014, March). Mitigating active shooting incidents and sniper attacks on the bulk power grid. Received: 31 August. 2014.Straw, J. (n.d). Games aid in emergency management. Security Management. 21. Photo Sourceshttp://www.turiblog.com/jardin-antioquia (Google Apps)www.virginmobileusa.com/shop/cell-phones/iPhone4S-16GB-white-phone-pre-owned/reviews/(Iphone Photo)http://www.convergencepartners.com/2013/11/new-wi-fi-industry-body-for-sa-launched-at-africacom/ (Wi-Fi Logohttp://www.betaout.com/blog/gamification-for-publishers/ (Gamification logo)http://www.theblaze.com/stories/2013/12/28/was-mysterious-attack-on-calif-power-station-a-dress-rehearsal-for-much-larger-assault-on-u-s-electrical-grid/(The Blaze)http://online.wsj.com/news/articles/SB10001424052702304680904579365412479185116 (Wall Street Journal)http://talknuclear.ca/2011/10/bruce-power-team-wins-u-s-national-swat-championship/ (PowerPlant security)http://www.cleveland.com/business/index.ssf/2011/08/nuclear_security_911_firstener.html (Security officer shooting automatic weapon)http://www.murdoconline.net/archives/7071.html (Coast Guard Helicopter)http://www.fl5dmat.com/ (SERT logo)http://www.practiceyourplan.com/2014/06/15/swat-one-ready-to-roll-how-critically-evaluating-an-exercise-led-to-securing-a-police-tactical-response-vehicle/(SWAT Vehicle)http://www.free-police-games.com/ (Police car)http://www.trainingfordisastermanagement.com/applications/incident-command-training-for-police-and-law-enforcement/ (Law enforcement simulation)http://electronicdesign.com/4g/street-ready-smart-phone-enhances-first-responder-communications (Phone) 22. The Future of Law EnforcementNobody knowsa ward betterthan thepatrolman whorides as manyas six or sevendays a week foreight to 10hours a day.Showing our willingness to learn from their knowledge andexperience is the best way to get them to take ownership.Larry Godwin Director of Police Services Memphis PD