Information Entries Spotlight InnovationGP0|#3795b40d-c591-4b06-959c-9e277b38585e;L0|#03795b40d-c591-4b06-959c-9e277b38585e|Security by Industry;GTSet|#8accba12-4830-47cd-9299-2b34a43444652016-09-11T04:00:00ZSM Staff<p>​<span style="line-height:1.5em;">ASIS Accolades, a highly respected awards competition from ASIS International, recognizes new ventures that are destined to become security mainstays. At today's Networking Luncheon, ASIS President Dave Davis, CPP, will announce the ten winners of the Accolades "Security's Best" awards.</span></p><p>​This summer, exhibitors were invited to submit products and services introduced within the past year. In their submissions, companies were asked to describe a problem with existing security technologies, then tell how their new product or service solved the problem or addressed a void. The entries included an analysis of the innovative features of the product or service to help the judges in their deliberations.</p><p>A team of judges represented end users as well as experts in physical and information security evaluated the entries. The judges will also single out at least one product for a Judge's Choice Award. </p><p><strong>People's Choice.</strong> Remember, you have until 4:30 p.m. on Tuesday to make your selection for the People's Choice Award. Just stop by the booth where your top choice is on display and cast your ballot. After all the votes have been tallied, the winner will be announced at the Wednesday's General Session. </p><p>The following list includes the 25 companies that contributed 35 2015 Accolades entries. Each product or service will be featured at the exhibitor's booth and in the Accolades Showcase, booth 3379.</p><p> </p><h4>ALERTENTERPRISE</h4><p><em style="line-height:1.5em;">Booth 1315<br></em><strong style="line-height:1.5em;"><em>bAlert IoT Security Commander</em></strong></p><p>This product is a comprehensive IoT-based security incident management and response platform in the cloud built for the enterprise. The bAlert Mobile Reporter delivers the perfect "see something, say something" companion mobile app, allowing employees to instantly report security and safety issues from their mobile devices.</p><p> </p><h4>AMIKA MOBILE CORPORATION</h4><p><em>Booth 4055<br></em><strong style="line-height:1.5em;"><em>AMS IoT Platform for Enterprise Security with Hybrid Gunshot Detection & Escalation</em></strong></p><p>The AmikaA® Mobility Server (AMS), an intelligent security platform, addresses IoT device discovery, monitoring, auctioning while monitoring and analyzing tracking massive user alert/response location. AMS processes thousands of simultaneous events from disparate sensors, including gunshot detectors or recipients triggering cascading alert or response in real-time to any communication layer, any device leveraging hybrid on-premise or cloud escalation. </p><p> </p><h4>ASSA ABLOY</h4><p><em>Booth 3601<br></em><strong style="line-height:1.5em;"><em>IN100 AperioA® Wireless Lock</em></strong></p><p>From ASSA ABLOY Group brands Corbin Russwin and SARGENT, this wireless lock offers the convenience and flexibility of AperioA wireless technology with the real-time communication of online access control. The next generation lock also provides simultaneous support for multiple credential types, and HID Mobile AccessA® powered by SeosA®. </p><p> </p><h4>AXIS COMMUNICATION</h4><p><em>Booth 3101<br></em><strong style="line-height:1.5em;"><em>Axis A8105-E</em></strong></p><p>This product is a discreet, yet powerful network video door station. It operates as a communication device and full-fledged security camera at the same time, providing HDTV video, audio identification, two-way communication, and remote entry control as an intrinsic part of video surveillance. </p><p><em> </em></p><h4>AXIS COMMUNICATION</h4><p><em>Booth 3101<br></em><strong style="line-height:1.5em;"><em>Axis Companion Line</em></strong></p><p>The AXIS Companion Line is a complete out-of-the-box IP-based video surveillance solution specifically designed to address the unique security needs of small businesses. It delivers enterprise-level quality hardware and software in a solution built around simplicity and reliability, which are critical features for today's small business owner.</p><p> </p><h4>AXIS COMMUNICATION</h4><p><em>Booth 3101<br></em><strong style="line-height:1.5em;"><em>Axis Perimeter Defender</em></strong></p><p>This product is a scalable and flexible video analytics application for intrusion detection in the enterprise market. It provides maximum accuracy, efficiency, and scalability and is capable of detecting multiple events occurring simultaneously, analyzing those events, weeding out non-threatening ones, and notifying security staff of potentially critical situations.</p><p> </p><h4>CYBERLOCK, INC.</h4><p><em>Booth 2573<br></em><strong style="line-height:1.5em;"><em>CyberKey BLE smart key</em></strong></p><p>This Bluetooth Low Energy (BLE) smart key is the newest addition to the Generation II CyberKey family. New low energy Bluetooth technology enables longer battery life and permits wireless updating of schedules, permissions, and access events when the key is paired to a smartphone or tablet</p><p> </p><p><em>Booth 2573<br></em><strong style="line-height:1.5em;"><em>FlashLock</em></strong></p><p>FlashLock uses serial optical communications technology combined with any hand-held device with a web browser to give and gain access to any lock retrofitted with the FlashLock system. Users can grant one-time or multi-use access. There is no app to download and no Bluetooth to pair.</p><p> </p><p><em>Booth 2573<br></em><strong style="line-height:1.5em;"><em>FlashLock padlock</em></strong></p><p>The keyless FlashLock padlock uses serial optical communication technology combined with any hand-held device with a web browser to give and gain access quickly and easily. Users can grant one-time or repeated access with the ease of sending a text message. No app or Bluetooth is necessary.</p><p> </p><p><em>Booth 2573<br></em><strong style="line-height:1.5em;"><em>ValidiKey 2 vault</em></strong></p><p>The ValidiKey 2 vault offers the benefits of a stand-alone server and communicator with secure CyberKey storage. Access is granted with an RFID card or keypad number entered on its LCD touch display, and can be combined with a PIN to ensure the highest security. CyberKey audits are downloaded when the key returns to the vault. </p><p> </p><h4>DAHUA TECHNOLOGY USA</h4><p><em>Booth 2241<br></em><strong style="line-height:1.5em;"><em>HDCVI 3.0: The Analog-to-HD Industry Game Changer</em></strong></p><p>The HDCVI 3/0 is a technology that breathes new life into aging analog video surveillance systems, bringing HD quality video and IP functionality to long distance transmissions over coax cable. Offering each of installation and economical pricing, HDCVI 3/0 offers exceptional value to the security industry by offering broad compatibility with a range of other technologies, higher resolutions including Ultra HD or 4K, and intelligent functions comparable to those available in IP systems. </p><p> </p><h4>GALLAGHER NORTH AMERICA</h4><p><em>Booth 1974<br></em><strong style="line-height:1.5em;"><em>F4 Fence Controllers</em></strong></p><p>The F4 Fence Controllers are equipped with the latest in reactive defense HV plus. The F41 and F42 are both equipped with the ability to elevate the level of deterrent in response to an attack on the perimeter fence while raising an alarm to ensure immediate response.</p><p> </p><h4>GALLAGHER NORTH AMERICA</h4><p><em>Booth 1974<br></em><strong style="line-height:1.5em;"><em>Gallagher Class 5 End of Line Module (ELM)</em></strong></p><p>This product protects the integrity of alarm sensor communications to an alarm panel for high security applications. In compliance with the AS/NZS 2201 intruder alarm standard, the Class 5 ELM surpasses traditional 3 to 4 state analogue monitoring supporting device authentication, encryption, and heart-beat monitoring.</p><p> </p><h4>GALLAGHER NORTH AMERICA</h4><p><em>Booth 1974<br></em><strong style="line-height:1.5em;"><em>Gallagher Mobile Access</em></strong></p><p>This product provides the ability to implement access control anywhere. It could be at a temporary door that doesn't have fixed access control, a construction site that has no infrastructure in place, or a bus transporting staff and contractors to or from a site. It's flexibility expands to the reach of security operations. </p><p> </p><h4>GIBRALTAR</h4><p><em>Booth 4037<br></em><strong style="line-height:1.5em;"><em>Gibraltar M50 P1 Wedge Barrier (G-2000 Series)</em></strong></p><p>This product is a reliable electro-mechanical wedge barrier. The barrier is currently undergoing 247 cycle testing and have more than 400,000 cycles with no parts replacement. Gibralter performed an underwater submersion test of 1,200+ cycles submerged as well.</p><p> </p><h4>HANWHA TECHWIN AMERICA</h4><p><em>Booth 2641<br></em><strong style="line-height:1.5em;"><em>Hanwha Techwin America Samsung XRN-2011</em></strong></p><p>The XRN-2011 NVR provides ultra-high quality 4K recording performance while minimizing storage and network requirements using H.265, H.264, and MJPEG compression. XRN-2011 supports H.265 recording and allows the simultaneous viewing of 32 cameras on a single UHD monitor or 16 cameras on dual monitors.</p><p> </p><h4>HANWHA TECHWIN AMERICA</h4><p><em>Booth 2641<br></em><strong style="line-height:1.5em;"><em>Hanwha Techwin American's PNO-9080R</em></strong></p><p>This camera delivers 4K performance with 12MP resolution. Its numerous features include the superior combination of H.265/H.264/MJPEG triple codec along with Hanwha's WiseStream technology to reduce bandwidth up to 75 percent. Additional features include 1020dVB WDE, simple focusing, defocus detection, on-board analytics, and SD recording.</p><p> </p><h4>HID GLOBAL</h4><p><em>Booth 3901<br></em><strong style="line-height:1.5em;"><em>HID Trusted Tag Services—Guard Tour</em></strong></p><p>HID Trusted Tag Services combine NFC technology and cloud-based authentication with partner IoT applications, enabling secure "proof of presence" for organizations to accurately record security checkpoints. The solution also enables security guards to instantly respond to and report fraudulent activities inside and outside of a building.</p><p> </p><h4>HIKVISION</h4><p> <em>Booth 1811<br></em><strong style="line-height:1.5em;"><em>DS-2DT2235 Series Dual Sensor, Day/Night Thermal Image Camera with Thermography</em></strong></p><p>This camera represents a new level of protection for the most demanding security application. It delivers crisp, clean images in daytime scenes, excellent low-light performance at night, and zero light thermal images for a 24/7 video security solution.</p><p><strong> </strong></p><h4>HONEYWELL BUILDING SOLUTIONS</h4><p><em>Booth 2401<br></em><strong style="line-height:1.5em;"><em>Honeywell Vector Occupant App</em></strong></p><p>This app combines mobile devices with connected building features to enhance security, increase comfort control, and allow users to interact with the building. The app features digital identification, convenient access control, and one-click hot or cold calls. It helps managers deploy higher security mobile credentials and increase convenience at the same time.  </p><p> </p><h4>IRONYUN</h4><p><em>Booth 2878<br></em><strong style="line-height:1.5em;"><em>CityEyes</em></strong></p><p>CityEyes is a hyper-converged, all-in-one cloud and big data intelligent video surveillance solution. The key benefits are that it is easy to use and deploy, is a high-performance software platform that integrates many real-time video analytics, and has a low cost of ownership.</p><p> </p><h4>IRONYUN, INC.</h4><p><em>Booth 2878<br></em><strong style="line-height:1.5em;"><em>IronYun Video Search</em></strong></p><p>IronYun intelligent video search is based on machine learning technologies. The intelligence video search leverages advanced computer vision engines and emerging advanced deep learning algorithms to deliver a video search engine with unprecedented features and performance. IronYun is the first deep learning video search system for the video surveillance industry. </p><p> </p><h4>LOGIC SUPPLY</h4><p><em>Booth 3869<br></em><strong style="line-height:1.5em;"><em>Modular Compact Rugged NVR</em></strong></p><p>THE DA-1000 is a highly versatile, energy-efficient and economical system that provides application flexibility and reliability in an ultra-compact and durable package that boasts an array of connectivity. A wide temperature rating, vibration resistance, and secure wide-input power capabilities also make the DA-10000 a great candidate for use in mobile or remote installations. </p><p> </p><h4>MEDECO SECURITY LOCKS</h4><p><em>Booth 3601<br></em><strong style="line-height:1.5em;"><em>Medeco XT Data Analytics</em></strong></p><p>A game changer in audit trails analysis, the Medeco XT Data Analytics is a powerful tool build into XT Web Manager software. Easy-to-read graphics allow security administrators to quickly see access trends and spot potential problems within their facility. This time-saving feature eliminates searching through thousands of audit records. </p><p> </p><h4>NVT PHYBRIDGE</h4><p><em>Booth 2522<br></em><strong style="line-height:1.5em;"><em>FLEX Switch</em></strong></p><p>The FLEX24 is an enterprise-grade, long-reach-managed switch that delivers fast Ethernet and PoE++ over 1, 2, or 4 pair UTP with 1,640ft reach. FLEX supports long- and short-reach requirements, making IP migration simple, cost effective, and less disruptive.</p><p> </p><h4>PIVOT3</h4><p><em>Booth 1522<br></em><strong style="line-height:1.5em;"><em>Pivot3 Edge Protect</em></strong></p><p>Edge Protect is a hyper-converged SAN storage solution for mid-sized and remotely distributed surveillance applications. Edge Protect delivers enterprise-class capabilities in off-the-shelf x86 server hardware, enabling users to realize the benefits of highly efficient shared storage and built-in failover without the complexity or cost typically associated with infrastructure based on separate servers and SAN storage. </p><p> </p><h4>RIGHTCROWD SOFTWARE</h4><p><em>Booth 1357<br></em><strong style="line-height:1.5em;"><em>RightCrowd Essentials</em></strong></p><p>RightCrowd Essentials is software that enhances physical access control systems, delivering powerful enterprise-class workflow and compliance features. Designed specifically for SME businesses, Essentials "out-of-the-box" feature means remarkably quick implementation at very low cost. Modeled from RightCrowd's enterprise solutions, Essentials enables real-time continuous workflow assurance for safety, security, and compliance solutions.</p><p> </p><h4>SPILLMAN TECHNOLOGIES</h4><p><em>Booth 1831<br></em><strong style="line-height:1.5em;"><em>Spillman Ally</em></strong></p><p>Spillman Ally draws on the company's more than 30 years of experience as a leading law enforcement software vendor and delivers to the security industry an integrated cloud-based software package with policing dispatch, workflow, and analytics capabilities. </p><p> </p><h4>SPOTTERRF, LLC</h4><p><em>Booth 943<br></em><strong style="line-height:1.5em;"><em>A2000 Counter Drone Radar</em></strong></p><p>Small drones present a new, hard to detect threat to critical infrastructure. The affordable A2000 radar brings to market technology that detects drones and other airborne targets far beyond any other commercially available technology in its class and works reliably during rain, fog, snow, or dust. </p><p> </p><h4>STRATFOR</h4><p><em>Booth 850<br></em><strong style="line-height:1.5em;"><em>Stratfor Threat Lens</em></strong></p><p>Threat Lens is a premium threat intelligence platform offering that cuts through the noise and gives security leaders the ability to identify, anticipate, measure, and mitigate risks to their people, assets, and interests around the world. The multilayered analytical framework evaluates both the immediate significance and future implications of evolving security events so that clients can anticipate threats and implement protective measures. </p><p> </p><h4>SUREID, INC.</h4><p><em>Booth 3719<br></em><strong style="line-height:1.5em;"><em>SureID PIV-1</em></strong></p><p>SureID PIV-1 is an end-to-end identity management solution that helps organizations verify who they can trust. The turnkey solution integrates with multiple business systems such as physical access control systems, logical control systems, and human resources information systems, and is interoperable with Web (SSL), OS (Windows), and enterprise standards.</p><p> </p><h4>VERINT</h4><p><em>Booth 2119<br></em><strong style="line-height:1.5em;"><em>Verint Video Tracker</em></strong></p><p>The Verint Video Tracker streamlines proactive video monitoring and allows users to realize increased efficiencies by making it easier and faster to monitor, identity, and take action against suspicious activities. The intelligent video tool helps users identify the most relevant data to elevate the effectiveness of a facility's organizational monitoring and response. The solution, which leverages advanced analytics to automate the tracking of an individual though a large number of camera views within a location or across sites, can be used in real-time or forensically to identify, evaluate, and respond to a security event. </p><p> </p><h4>VISMO</h4><p><em>Booth 1768<br></em><strong style="line-height:1.5em;"><em>Vismo-Alert</em></strong></p><p>The Vismo-Alert wearable panic button is a personal alarm system that connects to smartphone devices over Bluetooth. The Vismo Alert overcomes that need for the user to unlock their device when activating the panic button, providing companies with a fast way to alert employees in the event of an emergency. </p><p> </p><h4>WIRELESS CCTV, LLC</h4><p><em>Booth 3819<br></em><strong style="line-height:1.5em;"><em>WCCTV Body Worn Camera (Connect)</em></strong></p><p>This camera delivers live transmission of video and audio on the move. The unit uses cellular technology (4G LTE with automatic fallback) to transmit live video and GPS location information from the wearer to control rooms and mobile devices, drastically improving situational awareness and safety. </p><p> </p><h4>YALE LOCKS and HARDWARE</h4><p><em>Booth 3601<br></em><strong style="line-height:1.5em;"><em>Yale Multifamily Solution</em></strong></p><p>This solution is a single system for securing multi-family facilities. Featuring Yale Accentra cloud-based software and industry-leading locking hardware, it offers and easy, affordable solution for managing access for residents, guests, and staff, which helps increase security, convenience, and peace of mind. </p>

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 You May Also Like... the Alarm at Lone Star<p>In our interconnected world, the vast majority of people within a college campus community think little of an emergency and how the institution will communicate with them—until it happens. Then, they want timely information on what is occurring, what to do, and where they can learn more.  </p><p>There is an assumption that if anything happens, everyone will receive a text message instantly, the faculty and staff will know what to do, and there will be an announcement over a public address system. Expectations are set. </p><p>Recent events, like the shooting at Oregon’s Umpqua Community College in October 2015, have students, faculty, parents, and guests inquiring about the notification equipment and procedures in place on their campus. They want assurances that the emergency systems will work when needed. </p><p>Many institutions have opt-in text messaging solutions and public address systems used for a broad range of services, including special events. In an emergency, speakers, sirens, and horns are often the first warnings received that danger is present or imminent.  </p><p>To meet the expectation of the campus community, schools must understand what emergency communications are necessary, what the law requires, and what the school can afford.  </p><p>This was the challenge facing Lone Star College (LSC) in 2010. The largest higher education institution in the Houston area, with six colleges, eight centers, two university centers, and LSC-Online, LSC provides high-quality academic transfer, workforce education, and career training programs to more than 83,000 credit students each semester, and a total enrollment of 95,000 students. It would need a robust emergency communication system to support its diverse campus community. ​</p><h4>Crafting a Solution </h4><p>When LSC decided to create its notification system, LoneStarAlert, in 2010, it used a team approach, crafting a selection committee and choosing a sponsor who could move the project forward. An LSC vice chancellor responsible for safety and security was chosen as the sponsor—an indicator of the project’s importance within LSC. </p><p>LSC then began selecting its committee members, including a cross section of the organization: administrative, college relations, compliance, emergency management, facilities, IT, law enforcement, procurement, student services, and tenants. </p><p>The committee also included individuals who preferred the status quo system at LSC, which had six colleges and six alert systems with their own name, workflow, vendor, and contracts. Having individuals on the committee who represented each of these systems made them realize that one solution with one name was a better overall system for LSC. Because of this, these individuals felt they had a voice and were being heard, making them great ambassadors for the new system. </p><p>Once the committee was assembled, LSC began assessing its environment. It knew it had different systems and various levels of sophistication because the campus had buildings that ranged from 40 to less than five years old. The buildings were also geographically dispersed among the city of Houston and Harris and Montgomery Counties in Texas, each of which has its own building and fire codes.  </p><p>To tackle this service area—approximately the size of Rhode Island—LSC first targeted the LSC-Greenspoint Center, a mid-rise atrium building with the most stringent fire ordinances of all the buildings on LSC campuses.  </p><p>LSC also targeted buildings within two colleges: LSC-North Harris and LSC-Kingwood. LSC-North Harris was chosen because it is close to a major airport and runway. LSC-Kingwood was chosen because it falls under three jur­isdictions—half the campus sits in Montgomery County, the remaining half is in Harris County, and the entire campus is annexed by the City of Houston.  </p><p>Then, over a five-year period, LSC created a mass notification system (MNS) with multiple levels of redundancy. ​</p><h4>the lone star system </h4><p>LSC implemented LoneStarAlert in 2011, consolidating its various emergency campus text messaging services under one solution. LoneStarAlert is a Web-based warning system that can send voice and text alerts to registered individuals when an emergency occurs. </p><p>The system works by issuing an alert over speakers, via a prerecorded or live message, and through e-mail messages in English and Spanish. For example, for a lockdown the prerecorded message says: “Attention. Lockdown now. There is an emergency on campus. Go into the nearest room or closet and lock the door.” Messages also instruct the campus community to wait for further instructions while they remain in a safe place. </p><p>LoneStarAlert also uses text messages of 90 characters or less—in English and Spanish. For an active shooter situation, messages say “Lockdown now. Emergency on campus. Go to nearest safe place, stay calm, and wait for further instructions.”  </p><p>More than 100,000 users are registered for the alert system, and it is only used for emergency messaging and testing of the system. Users are added through an automated system at the beginning of the semester, and users also have the option to self-register.  </p><p>This information is collected in compliance with the State of Texas Education Code Section 51.218 Emergency Alert System. The code requires institutions of higher education to gather a student’s personal e-mail, cell phone, or telephone number to deliver emergency communiques; using only LSC’s e-mail and voice mail system does not satisfy the requirement. </p><p>This information must be added to LSC’s LoneStarAlert system once provided, typically during registration. This process is repeated at the start of each semester.  </p><p>The system is also designed as an opt-out system, rather than an opt-in (choosing to participate) system, in compliance with the code. LSC does not allow this data to be used for any other purpose.  </p><p>Some users are still reluctant to regist­er for LoneStarAlert for fear that their information will be sold to third-party marketers. Ensuring this personal information is only used for emergency use not only keeps LSC in compliance with state regulations, it also shows that the institution is committed to protecting users’ privacy.  </p><p>LSC has made a commitment to closely manage this information and grant access to it only on a need-to-know basis and as authorized.  ​</p><h4>targeting the lsc population </h4><p>For an MNS to work, the institution has to think of the recipients it wants to target and ensure the system is capable of sending alert messages to those target groups. </p><p>LSC identified its target groups as employees, distribution lists (internal and external response teams), dynamic groups (created as needed), geographical locations, networked equipment, students, contractors, tenants, and guests. </p><p>LSC also needed to consider its unique status as a commuter college without campus housing. Some students, employees, and guests visit different campus locations more than once throughout the semester. Sending an emergency communication to just one given area would limit the reach of the MNS, and might miss some individuals who are en route and others who want to know what is occurring on any LSC campus.  </p><p>Instead, the system would need to be structured to send emergency messages to all registered users, regardless of their location. This system would be easier for LSC to administer and more desirable for the LSC community. </p><p>LSC also knew that accessibility and inclusion would be key to the success of its MNS. The system would need to be accessible to individuals with physical, sensory, mental health, and cognitive or intellectual disabilities that affect their ability to function independently. </p><p>The system would also need to be inclusive of seniors, those with limited English proficiency, and unaccompanied minors on campus. LSC has dual education programs for high-school students, Discovery College for children during the summer, full- and part-time day care centers, high schools, and public libraries that all provide opportunities for underage guests on campus.  </p><p>To reach these individuals, LSC would need to design its MNS to provide information online and to enroll them through LoneStarAlert. Because minors cannot be asked directly for personal contact information, LSC would have to work with leaders of these various groups to contact parents and guardians—who would then provide the information that then allowed their child to be enrolled in the system. </p><p>LSC also knew that its system would need to reach the public libraries, four-year educational partners, school systems, executive conference centers, and commercial tenants that are a part of its campus. To reach these stakeholders, LSC would have to provide instructions and a means for individuals to self-register in LoneStarAlert. ​</p><h4>choosing the right integrator </h4><p>LSC awarded its initial MNS contract to a local system integrator, Convergint Technologies. They worked together to create LSC’s wide-area MNS, which is used for any hazard or threat that poses an imminent or present danger and requires immediate action. This includes an evacuation, shelter-in-place, or lockdown scenario. Advisories and alerts that do not pose an imminent or present danger are sent out via LSC e-mail. </p><p>LSC’s MNS is deployed using Windows and Microsoft SQL Servers in a secured and high availability environment. The servers are clustered into a shared pool of monitored resources, so if a host fails, the system immediately responds by restarting each affected host from a different host. </p><p>The MNS encodes and decodes audible signals and live-voice messages transmitted across a TCP/IP local area network using voice over Internet protocol (VoIP). LoneStarAlert text, voice mail, and e-mail are delivered using a Web-based application hosted by the provider. </p><p>LSC’s wide-area MNS command system is located at the main administrative offices and is interconnected with each campus’ central control station, comprising the total system.  </p><p>Each campus is classified as a zone, and each building within a zone is considered a sub-zone. Most campuses have sub-zones that are interconnected. This configuration enables activation of prerecorded, live voice, or tone signals that can be sent to a sub-zone, zones, or the total system, providing redundancy throughout the system. </p><p>LSC police dispatch is responsible for immediately distributing voice messages or alert signals. It is authorized—and empowered—to send emergency messages to the affected populations using either prerecorded messages or live messaging via the wide-area MNS and LoneStarAlert.  </p><p>Dispatchers will send an alert when requested by an officer on the scene, or when requested by senior leadership. They will also issue an alert if there is credible information coming to the dispatch center that warrants sending a message. </p><p>As part of its initial installation, LSC included speakers for common areas with signals adjusted so the message could be heard through a closed door. However, the level of noise in the area impacts the level of intelligible voice or tone that can be heard.  </p><p>Additionally, LSC has video displays at all of its campuses where emergency messages are displayed using a digital management system. This ensures that individuals who cannot hear the emergency alerts do not miss them. </p><p>LSC also uses a buddy system where a buddy will help ensure a person with functional needs is supported, and first responders are aware of their last known positions and conditions. This information is then captured—when provided—in each campus fire safety plan. </p><p>As an additional measure, most LSC campus community members have cell phones. This enables those who are deaf or have other hearing impairments to receive emergency text messages and, where available, two-way communications using the Telecommunications Relay Service (TRS).  </p><p>The TRS bridges the communication gap between voice telephone users and people with hearing impairments by allowing users anywhere in the United States to dial 711 to be connected to a TRS operator. The operator then serves as a link for the call, relaying the text of the calling party in voice to the called party, and converting to text what the called party voices back to the calling party. </p><p>Following the initial setup, in-house resources assumed most of the responsibility for supporting the system over a five-year period. However, the system integrator supplements LSC resources.  </p><p>Additional system integrators are also used to provide support for the MNS. Sharing the service responsibilities among multiple vendors provides redundancy in the event a vendor is unable to provide services to one or more of LSC’s locations. ​</p><h4>testing </h4><p>Whether a fire exit drill or a lockdown drill, testing of emergency communications processes and systems is a base requirement. LSC has a rolling three-year sustainability and exercise program that’s part of the LSC Emergency Management Plan, which tests the LoneStarAlert and its MNS. </p><p>In the beginning, some questioned the approach and anticipated backlash from disrupting operations by testing the systems. However, LSC quickly learned that the process built confidence within the community that the school is doing its part to keep its campus safe. </p><p>Testing also gave users who were registered incorrectly and did not receive text message alerts a chance to inform LSC. Users who did receive texts and e-mail alerts could also report how long it took to receive them. </p><p>This helped LSC determine that, on average, more than 95 percent of regis­tered users received text and e-mail alerts within two to three minutes of activation. </p><p>On one occasion when LoneStarAlert was not tested during a larger emergency management drill, LSC received negative feedback, debunking the myth that testing the system during normal operations is viewed negatively. This approach has helped LSC align its MNS with its brand.   </p><p>-- </p><p><em>Denise Walker is chief emergency management officer at Lone Star College System, responsible for policy and direction on emergency management; safety and security audits; fire safety; environment, public health, and safety; and victim advocacy. She serves as the chair of the Greater Houston Local Emergency Planning Committee and is executive member of the Texas Emergency Management Advisory Committee. She is the author of several books, including Mass Notification and Crisis Communications: Planning, Preparedness, and Systems.   ​</em></p>GP0|#cd529cb2-129a-4422-a2d3-73680b0014d8;L0|#0cd529cb2-129a-4422-a2d3-73680b0014d8|Physical Security;GTSet|#8accba12-4830-47cd-9299-2b34a4344465 Becoming Less of a Luxury<p><span style="font-size:small;">There’s a well-known Monty Python sketch in which four successful Yorkshiremen compete to prove that they suffered the most humble upbringing. When one of the four boasts of growing up in a tiny tumbledown house with holes in the roof, another counters that his whole family lived packed in a single room. The four men keep one-upping each other by claiming to live in increasingly improbable locations: a corridor, an old water tank, a hole in the ground, a lake, a shoebox, and a paper bag in a septic tank. Even upon hearing the ludicrous extreme of living in a septic tank, one of the men shouts “Luxury!”</span></p><p>Sometimes it seems that security directors are in the same situation, competing to see who can craft the best program given meager resources. After a brief post–9-11 surge, security budgets suffered, taking a big hit during the Great Recession from 2007 to 2009. In those years, corporate boards, CEOs, and CFOs, looking to cut costs and create efficiencies, often viewed security as a drag on the bottom line. One can almost imagine a CSO telling a fellow CSO how he shrank the security budget, only to hear in response, “You have security beyond compliance? Luxury!”</p><p>To be sure, security budgets still face serious pressure, but since 2011, security spending is again on the increase. Healthy growth is projected in both operational and IT security through 2017. (Operational security includes physical security, intelligence, antifraud, investigations, and other elements that don’t fall under IT or cyber.)</p><p>This forecast comes from an upcoming 2014 survey and report prepared by ASIS International and the Institute of Finance and Management (IOFM) called The United States Security Industry: Size and Scope, Insights, Trends, and Data, 2014-2017. The document updates the original 2012 ASIS/IOFM survey, which projected spending only to 2013.</p><p>The most recent data shows a surge of spending on security goods and services from 2013 to 2014: private-sector spending jumped from $282 million in 2012 to $319 billion in 2013 to a projected $341 billion in 2014, a 20 percent increase over two years. Including federal homeland security budget items, total spending on security goods and services in 2014 tops $400 billion. By way of contrast, in 2013 the Bureau of Economic Analysis estimated that U.S. educational services generated $324 billion, utilities accounted for $401 billion, and arts, entertainment, and recreation—including gaming—generated $277 billion in revenue. That puts the security industry in powerful company.</p><p>And there’s reason for optimism looking forward. The data, which derives from surveys completed by 479 security end users, manufacturers, and service providers, augurs $377 billion in private sector security spending in 2015, another 10 percent year-over-year increase.<br><br> So where is this growth coming from? Not from very large, publicly traded companies, whose operational security budgets will edge up only 2.5 percent from 2013 to 2015, and whose IT security budgets will grow by 6.7 percent in the same period. Nor from large or mid-sized companies. Rather, the spending engine will be small companies, with revenues in the $1 million to $10 million range, which are devouring security services and goods as never before. Operational security budgets for these organizations will increase 17 percent from 2013 to 2015, with IT security almost matching that figure—15 percent—during the same period.</p><p><strong>Goods and Services</strong></p><p>The budgetary largesse will extend to various products and services, with video surveillance, access control/identity management, IT security software, consulting services, employee screening, training, and systems maintenance leading the way.</p><p>Aaron Olaoghaire-Sannes, director of safety and security at Legacy Health in Portland, Oregon, says he is witnessing an “explosion” of spending on access control, CCTV, and supporting systems, such as CCTV management software. He says security spending at the large nonprofit hospital system was tight during the Great Recession, but now dollars are becoming available again. “There does seem to be a recognition of a need to invest right now,” says Olaoghaire-Sannes. Legacy Health is “trying to catch up on spending…after some lean years. I’ve seen great growth as far as my budget, both operational and capital.”</p><p><strong>Employee screening</strong></p><p>But budget dollars committed to security vary by industry and company size. As one example, almost one-third of companies plan to bolster spending on employee screening in 2015, by a median increase of 12.7 percent. These numbers are driven by retailers, professional and technical services firms, and small companies.</p><p><strong>Alarm monitoring</strong></p><p>In the alarm monitoring and response sector, healthcare and professional services firms, as well as mid-sized companies in general, are projected to be the big spenders. Legacy Health is a case in point. Alarming remote sites, such as clinics, and outsourcing the monitoring, “is a huge area of growth,” says Olaoghaire-Sannes.</p><p><strong>Video</strong></p><p>Video surveillance, which by 2015 will see an increase in spending by one-third of respondents, by a median increase of 20 percent, owes its strongest growth to information companies, transportation firms, and educational institutions. By contrast, below-average growth in CCTV spending will be seen in very large companies.<br><br> At Switch Communications, which operates expansive, highly secure data centers, CCTV is being increasingly used for compliance purposes, says CSO Joe McDonald, CPP, PSP, who sits on the ASIS International Board of Directors. “There is a requirement to know who is touching your equipment right now,” McDonald says, so anyone with access to a server can be identified. To satisfy requirements of Sarbanes-Oxley, the Health Insurance Portability and Accountability Act, the Payment Card Industry Data Security Standard, and other laws and standards, McDonald says that information companies such as his are using physical and system access controls, as well as CCTV, to identify who has contact with servers. These compliance requirements might explain some of the strong growth currently being seen in information companies’ investment in surveillance.</p><p>In small to medium companies, conversion from analog to digital is still gradual, as dollars become available. At Masonic Homes of Kentucky, an enclosed community for seniors that provides services ranging from independent living to full-time care, the newly formed security department is planning to replace old analog CCTV cameras with new IP cameras. Chief of Security Thomas Candler says that oversight of the updated system will be vested in the IT department, a trend noted in the report.</p><p><strong>Perimeter protection</strong></p><p>In addition, smaller companies, like Masonic Homes, are projected to drive the numbers in the perimeter protection and access control markets. Candler says that his company is looking to add an access control system as well as a guard house and fencing to the perimeter of the property.</p><p>Perimeter protection is also a priority at Desert Highlands, an 840-acre upscale private residential golf community in North Scottsdale, Arizona. Director of Security Nick Ciliento, CPP, is looking to enhance security by placing infrared detection on the four-foot-high wall that encircles the property. Though he says that the community’s board has always been generous with security allocations—security and peace of mind are major selling points for homeowners—he doesn’t get a blank check. “It has to be justified,” he says.</p><p>Switch’s McDonald says that today’s strong growth in access control (and, to an extent, CCTV) might be a function of Microsoft’s withdrawal of support for Windows XP. Many companies use access control systems and DVRs that run on XP, he says, and upgrades will require buying compatible equipment. For example, a new access control operating system will likely require the replacement or overhaul of dozens or even hundreds of access control panels.</p><p><strong>Consulting</strong></p><p>Perhaps nobody faces the justification barrier as much as security executives at the largest companies. But as very large companies cut down on some spending, budgets for consulting services are increasing. Consulting firms should watch for the strongest interest from transportation, warehousing, and utilities firms.<br><br><strong>Personnel</strong></p><p>For decades, when asked about the number of security staff in the United States, researchers have been estimating three private security employees for every public law enforcement officer. These numbers derive from <em>Private Security Trends, 1970-2000: Hallcrest II</em>, which estimated 1.8 million security employees and 600,000 sworn law enforcement personnel in 1990. Almost 25 years later, the three-to-one ratio has held (though the Hallcrest II and ASIS/IOFM estimation methodologies differ). The number of federal, state, and local sworn law enforcement officers in 2008—the latest date for which information is available—totaled about 900,000. The ASIS/IOFM study estimates almost 2.7 million full-time private security employees. Nearly one million of these are IT security specialists, a category that barely existed in 1990. The private security numbers exclude personnel who work in the security industry but not in the capacity of providing security, such as sales or marketing staff.</p><p>Propelling this growth in personnel, as mentioned, is an explosion in information security jobs. Employment of information security analysts alone, for instance, “is projected to grow 37 percent [between now and] 2022, amounting to more than 100,000 new positions.” According to the U.S. Department of Labor, this rate of growth is three times faster than the growth for all occupations and double the rate for all computer-related occupations. And the money is good—an average base salary of $80,000 for analysts and $92,000 for senior analysts, according to the INFOSEC Institute.</p><p>By contrast, operational security hiring is slow. At Legacy Health, for example, Olaoghaire-Sannes reports a growing budget for goods and services, but not for personnel. “I’m not getting anything in personnel, but I have been getting support for people,” he says, including, training on management of aggressive behavior by MOAB Training International, Inc.</p><p>The numbers of both IT and operational security may constitute an underrepresentation, however. Many organizations without security departments task security functions to staff departments such as facilities, finance, human resources, safety, and IT. In IT, especially, “there is often no clear line…between security employees and other IT personnel,” according to the report.</p><p>The report also breaks down operational security staff by function and compares proprietary to outsourced personnel. Sixty-five percent of the 1.7 million operational security workers consist of contract staff. More than half (57 percent) of operational security staff serve as security officers, another 17 percent work as functional staff, 11 percent consist of executives and senior management, 9 percent perform administrative duties, and 5 percent operate as functional managers.</p><p>Given these generally auspicious numbers for security budgets through 2017, Monty Python’s four Yorkshiremen would doubtless talk about the old days when no organization would fund security. The gentleman who could muster an old analog CCTV camera to cover a 100-acre campus would have had it easy compared to his friend, who used twigs around his campus as motion detection devices, or his other friend, who had to protect a nuclear facility with a toothless hamster.</p><p>While security hasn’t yet reached the holy grail of budgets, fewer security budget requests are undergoing the Spanish Inquisition.</p><p> </p>GP0|#28ae3eb9-d865-484b-ac9f-3dfacb4ce997;L0|#028ae3eb9-d865-484b-ac9f-3dfacb4ce997|Strategic Security;GTSet|#8accba12-4830-47cd-9299-2b34a4344465 in Crisis<p>​<span style="line-height:1.5em;">In the days following the derecho that ravaged a path stretching from Illinois to the Maryland-Virginia coast in June 2012, local companies and national aid organizations scrambled to organize and respond to the widespread destruction, death, and power outages across the route. Some 4.2 million citizens were left without power for several days. The storm coincided with one of the deadliest heat waves the region had seen in decades. Victims scoured social media websites for information about relief organizations and aid, and learned that the Federal Emergency Management Agency (FEMA) was deploying generators to provide electricity.</span></p><p>Hopeful citizens began flooding the agency with requests to have generators delivered to their homes. However, there was one problem: The giant, industrial-sized generators FEMA was delivering were intended to power community centers, firehouses, and shelters—not individual houses. </p><p>“We saw those conversations and wanted to help set expectations,” explains Shayne Adamski, senior manager of digital engagement with FEMA. “We wanted folks to know how we were being helpful, so we posted a photo of one of the generators and commented about how it would be used in an impacted area. Once folks saw that, they realized they weren’t individual generators that a person could go pick up at Home Depot and have running in their backyard.”</p><p>Adamski cites this example as a way FEMA leverages social media during a disaster. Indeed, people are increasingly turning to social media during emergency events to gather immediate information, and checking social media websites is becoming an alternative when traditional forms of communication have been less effective. Most of the messages transmitted through social media are from nontraditional media sources, such as FEMA. However, the medium has allowed traditional news agencies to leverage public experiences—every smart-device user in the world has the potential to be an information broadcaster.</p><p>Social media has completely changed the way people engage with one another and, more importantly, how businesses connect with potential clients and customers. Social media has become the one common denominator that the world’s wired citizens understand and use on a daily basis. The preferred online applications may change from country to country, but ability to reach mass numbers of people quickly has been accomplished through social media.       </p><p>The ASIS International Crisis Management and Business Continuity Council conducted a survey on how social media is being used in emergency management. The resulting study, Social Media Is Transforming Crisis Management, concludes that many security professionals around the world are using some aspect of social media for emergency notification, keeping stakeholders engaged, and making critical documents more accessible.</p><p>The study confirms that social media is establishing its place in emergency operations planning and execution. However, emergency operations professionals require additional training to learn how to best create alert messaging; 52 percent of respondents have not used social media for an emergency event and 25 percent have never used social media at all.</p><p>Security professionals realize that additional learning will be required to fully embrace and exploit social media in crisis management situations. More than 75 percent of those surveyed agreed that more knowledge is required to expand social media to a wider audience in emergency operations. </p><p>However, many survey participants said they were reluctant to embrace social media. Several respondents expressed the need to preserve the old ways of doing things to ensure that the widest possible audience, including those people with no access to social media or newer technology, receives critical crisis management information. </p><p>Many federal agencies, such as FEMA, have been developing comprehensive social media strategies to communicate with citizens in emergencies. The U.S. Department of Homeland Security’s (DHS) Science and Technology Directorate has established working groups to provide guidance and best practices to emergency preparedness and the response community. </p><p>However, even with the millions of people who are flocking to social media sites, the government has yet to establish an emergency management platform, and security professionals are struggling to fully embrace social media as well, according to the ASIS study. </p><p>Below are six steps for companies to consider when using social media during a disaster. FEMA’s Adamski notes that security professionals should keep in mind that although social media is not a comprehensive solution—not everyone is on the same channels—taking advantage of multiple outlets helps get information out to a wider audience.​</p><h4>Technology </h4><p>Social media is being used in one of two ways during emergencies: to disseminate information and receive feedback, and as a systematic tool to conduct emergency communications. Although security managers may be reluctant to rely on social media for emergency communication, social media use during disasters is gaining traction.</p><p>However, some hesitancy is prudent because it is taking some communities decades to navigate new technology platforms—adopting Twitter as a communications device, for example. Managers should be mindful of their responsibility for employees during an emergency and ensure that advances in technology are included in procedures and processes. During an emergency in which social media is used to provide announcements and updates, there is an opportunity to include a wider audience than that reached by a simple public address system, but this requires planning.</p><p> For example, if smart devices are expected to act as one of the methods to facilitate a conduit between the company and employees, the details must be established and tested in advance. If specific phone numbers, media accounts, or Web pages are used to send out announcements, it is important that the contact details are identified and the people sending out the messages understand exactly what must be done.</p><p>Adamski explains that security managers should consider their audiences when deciding what platforms to communicate with. To reach employees, for example, a public social media channel may not be the best option. “Look at what tools or channels their customers are on,” Adamski says. “Not everybody is necessarily on one social media channel. If you’re trying to get on every single social media channel, you’re stretched too thin, and your core audience may not even be on that channel.”</p><p>Collaborative techniques are required, and building partnerships between emergency management professionals and individuals involved in the response will require new alliances to be successful. It is desirable to include local and regional governmental resources, nearby companies that may share the risk of an emergency, any organizations involved in a mutual agreement of understanding to provide resources during an emergency, any contractor or vendor relationships, and all of the various internal elements within the company. All of this must take place well before an emergency so that trust is developed and agreements are established among the stakeholders. Within the company, it may be necessary to break out of the silo environment and work collaboratively to establish plans and processes designed to facilitate a stronger response to an emergency.​</p><h4>Devising Strategy</h4><p>Emergency operations professionals may require additional training to learn how to best create alert messages and ensure that communication lines are established with citizens before, during, and after the crisis. A good starting point for developing a social media emergency response strategy is to adhere to the traditional four phases of emergency management: prevention and mitigation, preparedness, response, and recovery. </p><p>Although FEMA has a dedicated staff for crisis communication, Adamski says that businesses can often train an existing staff member to wear multiple hats and manage social media communications, even if it’s something they only work on for 10 percent of their time. </p><p>“Maybe that staff member does a lot of training before disasters, so that person can conduct their day-to-day responsibilities, and wear the emergency hat if necessary,” Adamski explains. “You’ve got to look at the internal organization and operation and skillset and where things can be moved around, and find out what’s best for that individual organization. Sometimes you’d be surprised how you can come up with good, creative solutions.”</p><p>Adamski also stresses the importance of training multiple people to use social media during a crisis, so that there are backup personnel who can be put on shifts during ongoing emergencies.</p><p>Emergency managers will need to create social media platforms they intend to use, and then popularize those sites so the public knows to turn to them in times of crisis. “Practice on those channels and use them before an emergency, so the first time you’re using them is not during an emergency,” Adamski advises.</p><h4>Managing Expectations</h4><p>Adamski refers to the 2012 derecho situation as a time when managing expectations became as important as standard crisis communications. A challenge FEMA often faces is educating people on its role during a disaster, and the organization turns to social media in an emergency to explain to affected communities how it’s helping, Adamski notes.</p><p>Focusing on one unified message will help maintain the ability to manage information. While crisis managers cannot control individual citizens’ input, the messages being relayed from authoritative sources must be consistent, reliable, and trustworthy. Multiple resources are needed to combine data streams that will ultimately improve data management. Creating in-depth feedback protocols will be necessary to understand developments and concerns from residents actively being affected by the crisis.      </p><p>Ron Robbins, who manages FEMA’s National Business Emergency Operations Center (NBEOC), says that another key to maintaining a unified message is engaging with other businesses and agencies that might be affected by the same emergency. Members of the NBEOC, for example, sign agreements to share information when they are faced with situations where the private sector may have operations that could be affected.</p><p>“You have to practice what mechanism you’re going to use and who your touch points are going to be,” Robbins explains. “There’s a lot of different angles you can work at this, and it’s paramount for everybody to understand who and what is needed to communicate, and to practice that.” </p><p>For example, when the NBEOC is activated, Robbins says FEMA starts reaching out to its partners, sharing situational awareness and information to organizations that may not have robust operations center capabilities. </p><p>“We try to be forward-leaning about what’s happening to keep our partners aware so that they can communicate with their employees and make decisions at their levels for what they’re going to do to initiate plans on their end,” Robbins explains.​</p><h4>Engaging the Community</h4><p>It is becoming increasingly common for people to connect with public officials by asking questions or posting information online when an event occurs, and for expecting emergency operation agencies to be just as responsive by replying to feedback or answering a question. </p><p>The ASIS study found that 55 percent of police departments surveyed actively use social media in performance of their duties, and it’s no longer uncommon to see law enforcement officers taking tips and answering questions on their Facebook or Twitter pages. </p><p>Adamski says that he engages in what he calls social listening, which he compares to attending a town hall meeting: he takes a passive role and listens to conversations and concerns from the public, but can also answer questions or point someone in the right direction for accurate information.</p><p>Positive, regular interaction with the public via social media will also encourage people to trust and rely on that organization’s social media presence during a crisis. Adamski says that regardless of what people may ask on FEMA’s social media sites, it’s important that they see someone responding to their questions.</p><p>“Sometimes, we’ll have someone posting on our wall saying, ‘hey, this is what I did this weekend to get myself and my family prepared,’ and we’ll reply back to that person thanking them for sharing,” Adamski says. “It’s so they know they’re not just sharing their information to a hollow account that isn’t monitored.”​</p><h4>Managing Misinformation</h4><p>One of the toughest dilemmas society has is balancing the huge amounts of data available with the trustworthiness of that data. Multiple resources are needed to combine data streams that will ultimately improve data management. </p><p>Rumor control is a regular part of crisis management on social media, Adamski notes. “If we see a rumor, we’ll coordinate with folks at a joint field office that’s open and say, ‘Hey, we saw this online, is it true, is it not, is there some validity to it? Is it a complete blatant rumor or did someone get a part of it wrong?’”</p><p>Whether bad actors are maliciously spreading invalid information or a simple misunderstanding has spiraled out of control, FEMA’s goal is to run the rumor into the ground and make sure only accurate facts are being shared, especially considering how quickly information can travel across the Internet. During bigger emergencies, FEMA may create a subpage on its official website that people on social media can refer to and share. </p><p>During the Texas floods in May and June, FEMA created a subpage dedicated to the disaster to provide accurate, consistent information, Adamski says. It helped regional FEMA employees disseminate up-to-date information right away. For example, right after the worst of the flooding occurred, reports surfaced that people impersonating FEMA employees were trying to collect citizens’ personal information. The subpage helps people know how FEMA is interacting with the community and what steps to take next.</p><p>“We coordinate internally, we make sure we’re all on the same page, and we make sure we put the right information out there,” Adamski says. “Depending on the rumor, we may ask our partners to share the information—one message, multiple channels.” ​</p><h4>Challenges</h4><p>The ASIS study pinpointed three barriers that security professionals encounter when trying to develop a social media presence. These are a lack of personnel or time to work on social media, a lack of policies and guidelines, and concerns about trustworthiness of collected data. </p><p>“Look around and find out what companies are around you that are doing great things in communities and states,” says Robbins. “There’s a lot of activity, a lot of things going on that maybe companies aren’t aware of, that could be available bandwidth for them to piggyback on and could help get at some of those challenges that they are having in an expeditious manner.” He also recommends that private sector organizations apply to become members of FEMA’s NBEOC to take advantage of organization-to-organization emergency communications that can then be passed on to the public.</p><p>Social media is having a positive impact on emergency managers, but a clear reluctance exists to accept social media protocols wholesale. This technology is dependent on professional security managers and leaders who have the technical know-how to enhance operations internally, externally, and with key stakeholders. </p><p>Purposeful education programs are necessary if social media is going to be used wholesale in emergency management. The key to success is to ensure that those involved in presenting the information are experienced and knowledgeable. For example, the ASIS International Crisis Management and Business Continuity Council conducts an annual workshop on crisis management plan and program development. The council integrates social media techniques into the crisis communication phase of the workshop to help participants master the conceptual skills associated with this emerging technology.</p><p>The emergency operations industry should have a responsibility to create new methodologies, applications, and data strategies that will enhance overall contingency operations. Social media is making a positive difference in emergency operations, but has far to go before being completely transformed into common practice as a tool for emergency managers.</p><p>--<br></p><p><em><strong>James J. Leflar, Jr., CPP</strong>, CBCP (Certified Business Continuity Professional), MBCI (Member of the Business Continuity Institute), is a consultant for Zantech IT Services. Leflar is a former chair of the ASIS International Crisis Management and Business Continuity Council. He is also coauthor of Organizational Resilience: Managing the Risks of Disruptive Events—A Practitioner’s Guide. </em></p>GP0|#28ae3eb9-d865-484b-ac9f-3dfacb4ce997;L0|#028ae3eb9-d865-484b-ac9f-3dfacb4ce997|Strategic Security;GTSet|#8accba12-4830-47cd-9299-2b34a4344465