## Appendix A User Stories
* To build public-facing relationships around a cohesive, collaborative strategy across political boundaries for incident response, Incident Command approves staff of the National Incident Management Office (NIMO) as part of the USFS to use validated information on the local event with images, location, timestamps, and information on who took it. * To determine how and when to pay out on a claim and how to reorganize capital to handle catastrophic events, a (re-)insurance company in national/international resilience planning relies on information of claim validation in the form of geolocation and photos. * Public Perception User Stories
* To protect lives, property, and the environment through response, prevention, and education made locally across departments, Local Emergency Responders coordinated across jurisdictional boundaries (\"mutual aid) by the State (e.g., CAL FIRE) with federal resources allocated by Geographic Area Coordination Centers (GACC) rely on information of community perceptions of risk based on fire history and awareness. * To protect lives, property, and the environment through response, prevention, and education made locally across departments, Local Emergency Responders coordinated across jurisdictional boundaries (\"mutual aid) by the State (e.g., CAL FIRE) with federal resources allocated by Geographic Area Coordination Centers (GACC) rely on information of public perception with respect to rumor control of misinformation and ability to turn information into intelligence. * To develop resilience plans coordinated with each community locally based on watersheds on for planning evacuation routes, infrastructure improvements, where to conduct fuel hazard reductions, and which homes to defend during active response, Local Emergency Responders rely on information of public perception with respect to rumor control of misinformation about resilience measures (e.g., prescribed fire). * To prioritize the 9-1-1 emergency response dispatch of consolidated resource requests (reducing calls to the right number of resource needs, rather than resources/caller who may call about the same event) to the right local agency, Local Emergency Responders rely on information of public perception of the event. * To set strategic priorities of how to use limited staff to be successful and where to prioritize investments to reduce risks (e.g., construction tailored to threats) in preparation for an upcoming wildfire season, the grant management of State/Regional Emergency Management rely on information of public perception about prioritization of protecting assets based on variable value systems. * To decide where and when to strategically position resources (contracted or in-house) on the ground at the right location when needed and in response to mutual aid requests brokered between the public and local, state and federal agencies, State and Regional Emergency Managers rely on information public perception about prioritization of protecting assets based on variable value systems (e.g., timber vs. homes). * To decide whether to defend a home or not, a local/state/regional firefiter relies on information of public perception about prioritization of protecting assets based on variable value systems (e.g., timber vs. homes). * To decide where, when and what kind of fuel breaks to allocate (prescribe a fire, hand crew, dozer, goats, etc.) during response to active wildfire or in the \"shoulder season\", local/state/regional firefighters rely on information of public perception of fuel treatments and geotagged photos of what is happening; written text needs to be verified in real time (trusted vs. not trusted). * To decide when to alert and warn people of risk and how to educate the public to take mitigation action, a Local Resilience Administrator relies on information of public perception of events in real time as they happen and that is reliable from trusted sources and accurate with photos and geotagging.