IFCPP PROTECTION TIP OF THE MONTH

 Keys & Access Control: Your Keys Are Part of Your Security System

Access control is one of the most fundamental layers of physical security. Every employee, volunteer, contractor, vendor, and security professional plays a role in protecting cultural institutions by ensuring that only authorized individuals have access to sensitive areas.
Every key, access card, PIN, and electronic credential represents trust. While sophisticated security technologies—including electronic access control, surveillance systems, intrusion detection, and alarms—are essential components of a comprehensive security program, even the most advanced systems can be compromised when access credentials are not properly controlled.
A misplaced key, a borrowed access card, a shared PIN, or a door left unsecured can provide unauthorized access to restricted areas, placing staff, visitors, collections, facilities, and operations at unnecessary risk.
For museums, libraries, archives, historic sites, and other cultural institutions, the consequences can be especially significant. A single compromised credential may provide access not only to offices, but also to collections storage, conservation laboratories, archives, mechanical spaces, evidence rooms, or other secure locations housing irreplaceable cultural assets.
Access credentials should always be treated as personally assigned security tools—not items to be shared for convenience. Every credential carries accountability. Promptly reporting missing or stolen keys allows security personnel to respond quickly before a small issue becomes a major security incident.

 Best Practices

•  Never loan or share keys, access cards, PINs, or electronic credentials.
•  Report lost or stolen keys and access cards immediately.
•  Never prop open secured doors—even "just for a minute."
•  Prevent tailgating by ensuring unknown individuals do not follow you through secured entrances without authorization.
•  Verify the identity and authorization of anyone requesting access to restricted areas.
•  Wear identification badges where required and professionally challenge individuals without proper identification.
•  Escort visitors, contractors, researchers, and vendors in restricted areas unless they have been authorized for unescorted access.
•  Ensure temporary staff, interns, volunteers, and contractors receive only the access necessary for their assigned responsibilities—and that access is removed promptly when their work is complete.
•  Keep keys and access cards secure at all times, both on and off duty.
•  Return all keys, credentials, and access cards immediately when changing positions or leaving the organization.

 Cultural Institution Reminder

Cultural institutions often rely on volunteers, seasonal employees, contractors, researchers, visiting specialists, and partner organizations. Applying the principle of least privilege—granting only the minimum level of access necessary for assigned duties—helps reduce risk while maintaining operational efficiency.
Strong access control protects not only buildings, but also collections, staff, visitors, institutional reputation, and public trust.

 Professional Tip

Security isn't just about keeping people out—it's about ensuring that the right people have access to the right places at the right time.
Every key, access card, and credential represents accountability. One unsecured door, one shared credential, or one lost key can undermine an entire security program.
Protect your credentials just as carefully as you protect the collections, facilities, and people entrusted to your care.

Remember: A door is only as secure as the person controlling the key.

Reposted from LandSkyAI

LANDSKI.AI-

Inside This Month at LandSkyAI

LandSkyAI Reaches 70,000 Fully Remote Missions
We Have Increased Our Total Operators, Again!
June 2026 Blog Round-Up
Drone Ecosystem Update

Next Up: Mission Control July Edition!

Haven't caught one yet? This is the one.
We'll walk through what's new at LandSkyAI, show real deployments, and watch the systems work live in the field. Q&A with the team. Straight answers.
Already following us? You'll stay current. Know someone asking about what we do? Bring them. No pitch. Just real drone security. 
Read Full Newsletter

Reposted from Tim Richardson

Why One More Chance Can Change Everything

What does a sitcom that was nearly canceled teach us about life, work, and perseverance? More than you might think. As Seinfeld marks another anniversary, its unlikely rise from rejection to cultural icon offers a powerful reminder that one setback is not the final word. Before you scroll past, take a moment with this story—it might change the way you think about failure, potential, and giving something one more chance.

The first episode aired 37 years ago this week. It wasn’t well received. In fact, NBC initially wanted to cancel it. But NBC executive Rick Ludwin saw potential and funded four more episodes.

That show was Seinfeld.

Created by Jerry Seinfeld and Larry David, the series, often described as a “show about nothing”, followed a fictionalized version of Seinfeld alongside characters like George Costanza, Elaine Benes, and Cosmo Kramer. It debuted on July 5, 1989, as The Seinfeld Chronicles, and the pilot drew poor reviews. Despite that, Ludwin’s decision to give it another shot led to a nine-season run, 180 episodes, and a place as one of the most successful sitcoms in television history.

The finale, which aired in 1998, drew more than 38 million viewers.

Not bad for something that almost didn’t make it past episode one.

There are lines from the show that still show up in everyday conversation:

• “No soup for you!”
• “Yada, yada, yada.”
• “Not that there’s anything wrong with that.”
• “Hello, Newman.”
• “Serenity now!”

It’s 37 years later and we are still repeating this lines. I would say it was a mildly successful. show!

How easy would it have been to quit? To give up?

And some do … after failing once.

But Seinfeld never would have become what it is if someone hadn’t seen the potential beyond the first attempt.

That’s what has me thinking about how easy it is to give up on someone or something when failure shows up.

A new employee.

A new idea.

A new business practice.

A new personal routine.

Most of us have given up on at least one of these. Maybe too soon.

There’s no doubt there are times to walk away. But it’s almost never after just one attempt.

Sometimes what looks like failure is just the first draft of something great.

Before you give up on something or someone new, pause to ask yourself: is this truly the end or just the beginning that needs one more chance?

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Reposted from ALA

Thinking Critically About What Matters

Kevin Klipfel and Lyndsay Klipfel continue: "We are even given a predefined standard—reinforced through societal expectations and corporate messaging—of what it means to be a 'successful' person or to live a “successful” life, seemingly without having had any say of our own in the matter. To remain true to ourselves and the values that reflect our authentic expression in the world is therefore no easy task. But it is an important one.

"The cultural inputs that we internalize construct our conception of reality: our beliefs, values, and the entire data set which defines our sense of what matters in life.

"A person’s ability to exercise their own sense of independent judgment on these issues is therefore an essential life skill: for how can we remain true to ourselves if we haven’t learned to think for ourselves? This practical ability to 'think for yourself' is at the heart of critical thinking."

”A timely, conceptually robust exploration of how libraries can respond to—and actively shape—the impact of generative AI ... The authors strike a balance between promoting AI and acknowledging its pitfalls. While addressing user ethics, equity, and AI’s environmental impact, they also highlight its potential to expand learning and work ... Because this work centers on concepts, frameworks, and instructional models rather than specific tools, it is likely to remain useful despite rapid technological change."

— Library Journal

"Packed full of useful information, charts, figures, and tables on this topic, along with practical information for those who want to lead into this future ... This book is an excellent and positive early guide for AI discussions, directions, and explorations within libraries."

— Public Services Quarterly

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Recognizing Suspicious Behavior: Awareness Is Your First Line of Defense
Security incidents rarely occur without warning. In many cases, individuals display observable behaviors before attempting theft, vandalism, unauthorized access, or other disruptive acts. Developing strong situational awareness helps security personnel and staff identify potential concerns early and respond appropriately.
Watch for behaviors such as:

• Repeatedly testing doors, gates, or restricted access points.
• Spending an unusual amount of time observing security cameras, alarms, or officer routines.
• Entering or attempting to enter staff-only or restricted areas.
• Leaving bags, packages, or personal items unattended.
• Photographing or recording security infrastructure rather than exhibits or collections.
• Exhibiting escalating agitation, confrontational behavior, or unusual nervousness.

Remember, behavior—not appearance—is what matters. The goal is to observe objectively, engage professionally when appropriate, and communicate concerns through established reporting procedures.
 
 Professional Tip: Early observation, clear communication, and timely reporting often prevent incidents before they escalate. Every staff member plays an important role in creating a safe, welcoming environment for visitors while protecting valuable collections and cultural heritage.
IFCPP offers nationally recognized education and certification programs designed specifically for professionals responsible for protecting museums, libraries, archives, historic sites, and other cultural institutions.
Whether you're new to the field or an experienced security leader, our programs provide practical knowledge, proven best practices, and valuable professional credentials.
Current IFCPP Certifications & Training:

• Certified Institutional Protection Specialist (CIPS) – Frontline security officers and staff
• Certified Institutional Protection Manager (CIPM) – Security supervisors and managers
• Certified Institutional Protection Executive (CIPE) – Senior security and organizational leaders
• Certified Visitor Relations Specialist (CVRS) – Visitor experience and front-line engagement (coming soon)

 IFCPP Protection Tip of the Month is a recurring educational feature designed to provide practical security and preparedness insights for professionals responsible for protecting museums, libraries, archives, historic sites, and other cultural institutions.

Reposted from DHS/CISA

The Department of Homeland Security announced the formation of the Alliance of National Councils for Homeland Operational Resilience – Critical Infrastructure (ANCHOR-CI), a new advisory-body framework that will strengthen information sharing and broaden partnerships across government and industry to secure the nation’s critical infrastructure. ANCHOR-CI (https://cisa.gov/ANCHOR-CI) incorporates the best practices and lessons learned from the Critical Infrastructure Partnership Advisory Council (CIPAC) and will expand meaningful, impactful engagement to a wider range of public-private critical infrastructure stakeholders to address threats in real time and elevate the importance of expanded communication.

The ANCHOR-CI framework allows for the establishment of four types of councils – critical infrastructure sector councils, cross-sector councils, critical infrastructure industry councils, and regional coordinating councils. These councils will advise and provide strategic and actionable recommendations to ensure a coordinated national effort to strengthen and secure a more resilient critical infrastructure.  ANCHOR-CI will innovate on the previous structure ensuring more critical infrastructure stakeholders participate in our nation’s critical infrastructure resilience, particularly if their area of expertise extends across critical infrastructure instead of adhering strictly to the sixteen critical infrastructure sectors.

DHS and the Cybersecurity and Infrastructure Security Agency (CISA) will manage the governance of the councils established under ANCHOR-CI, which is designed to facilitate open and candid discussion of sensitive information, strengthening collaboration amongst government and industry.

ANCHOR-CI will initially operate for two years and may be extended by the Secretary pursuant to his Homeland Security Act Section 871 authority.

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Reposted from DHS/CISA

This week, the FAA extended the public comment period for the Notice of Proposed Rulemaking (NPRM) titled Designation: Restrict the Operation of Unmanned Aircraft in Close Proximity to a Fixed Site Facility from 60 to 90-days. The comment period now closes on August 5, 2026.

On May 6, 2026, the FAA published this NPRMin the Federal Register, opening a public comment period for stakeholders, including the critical infrastructure community, to voice concerns, share sector‑specific feedback, and highlight potential implementation challenges that will help shape the Final Rule.

Section 2209 of the Federal Aviation Administration (FAA) Extension, Safety, and Security Act of 2016 (FESSA 2209)directed the FAA to establish a process by which certain critical infrastructure owners and operators may petition the FAA to prohibit or restrict, including temporarily, the operation of an unmanned aircraft in close proximity to a fixed site facility. The NPRM contains the proposed rules to request and maintain these unmanned aircraft flight restrictions.

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Reposted from Tim Richardson

Discipline: The Quiet Force Behind Progress

Milestones can look like isolated moments of achievement, but they are usually the result of something much deeper: discipline. As I reflect on reaching my 200th weekly post and other personal milestones, I’m reminded that real progress is built not on motivation alone, but on consistent action, especially when it’s hardest to keep going. This post explores how discipline shapes growth, leadership, and ultimately the people we become.

Milestones are moments we pause to acknowledge: birthdays, anniversaries, and goals achieved. They remind us that progress is happening, often in ways we do not fully appreciate day to day. As we also approach the milestone of the USA’s 250th birthday, it is a powerful reminder that endurance, discipline, and shared commitment over time shape something much bigger than any single moment.

This week marks an important milestone for me, my 200th pausitivity post. For nearly four years, I have written almost every week, with very few exceptions. There were many days I did not feel inspired or did not think I had anything meaningful to say. But I sat down and wrote anyway. That is where discipline is formed, not in moments of motivation, but in moments of resistance.

Discipline is built through repetition. It is choosing to act even when you do not feel like it. I have seen this firsthand in my writing, and I have experienced it in other areas of my life as well. When I force myself to run on days I would rather not, I am almost always rewarded. The same principle applies to learning, leadership, and professional growth. Consistent effort compounds over time.
This past year brought another milestone. I completed an 11 mile cycling loop at Cades Cove in the Great Smoky Mountains each month for 12 months in a row. The ride itself is not especially difficult, but the conditions often are. Outside of summer, the loop is open to traffic, which meant early mornings rides to avoid traffic, colder temperatures, and inconvenience. It was not always enjoyable, but it was always worth it. That experience reinforced something important. Discipline prepares us for more than the task at hand. It builds capacity. We see this in the lives of highly disciplined individuals across different fields. Jerry Seinfeld became known for his “do not break the chain” approach to writing daily jokes. Serena Williams trained relentlessly, even when already at the top of her sport and now mounting a comeback. Warren Buffett has maintained decades of disciplined decision making, focusing on long term value over short term noise. Each of them demonstrates that success is less about talent alone and more about sustained, consistent effort. The lesson is clear. Discipline creates freedom. It removes hesitation, reduces procrastination, and builds confidence. When we consistently do hard things, we become people who can handle hard things.

In leadership, this matters even more. Discipline allows us to:

Have difficult conversations when they are needed, not when they are convenient.
Tackle important tasks first rather than avoiding them.
Show up consistently for our teams, regardless of how we feel.
Build trust through reliability and follow through. When we develop discipline in one area, writing, exercise, or learning, it carries over into others. It strengthens our ability to focus, to persist, and to lead with intention.

So the question becomes, what disciplines are shaping your life right now? What are you doing not because you feel like it, but because it matters? Milestones are not just markers of achievement. They are evidence of discipline at work and a reminder that the small, consistent choices we make every day are what ultimately define us.

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Reposted from AMM

Save The Date-We Hold These Truths
Learn something new while you explore the Chicagoland region on pre-conference day

AMM 2026 programming has been designed to help Midwest Museums build capacity, find their peers, gather inspiration, and emerge stronger. Pre-conference tours and workshops are just the beginning - a great way to connect with your peers in a small group setting while you explore, learn, and have a little fun!

Pre-Conference Workshops

Sunday, July 26

Among this year’s peer-to-peer training opportunities are workshops that will help you create and test your emergency plan, learn how volunteer programs can support workforce development, or get expert guidance on NAGPRA. PLUS these programs take place offsite at area museums.

Bridging the Gap: Using Volunteer Programs as Workforce Development (at Jane Addams Hull-House Museum)

Proactive Preservation Part 2: Co-Create and Operationalize Your Museum’s Emergency Plan (at the Chicago Maritime Museum)

Repatriation Strategies for Midwest Museums: NAGPRA and International Approaches (at the Chinese American Museum of Chicago)

What's in store for We Hold These Truths

Join AMM and hundreds of your peers online for Virtual Day on Wednesday, July 22, for a robust day of programming. Virtual Day will feature an opening session titled “Whose Truths?” with a focus on the Chicago Monuments Project. We will virtually visit two Chicagoland museums, chat about hot topics in roundtable discussions, and take part in any of 4 live concurrent virtual sessions - all from the comfort of our homes or offices! In Chicago on July 26-29, you’ll have access to your choice of 50+ sessions, posters and conversation stations presented by your peers, PLUS plenty of time for fellowship and visits to our exhibit hall featuring 40+ providers. This year’s workshops will provide in-depth skill and knowledge building in key areas of need: volunteer workforce development, repatriation, and emergency planning. Central to the experience, of course, is the chance to explore at least a dozen unique Chicagoland museums through virtual tours and in-person programs. You'll see - there's truly a museum to satisfy every interest in Chicago!

See Original Post

by Norris D. Yarbrough, CIPE, LEM

In today's security environment, few topics generate more discussion among museum leaders, security professionals, and governing boards than the question of armed security.

For cultural institutions, the issue extends far beyond firearms. Museums are places of education, remembrance, and public engagement. They welcome school children, international visitors, volunteers, researchers, and families. The presence of armed security personnel can appear to conflict with the welcoming atmosphere these institutions strive to create.

Yet museums now operate within the same threat environment as every other public gathering space. Active assailant incidents, targeted violence, civil unrest, and acts of ideological extremism have forced leaders to reconsider long-held assumptions about security.

As someone who has worked in emergency management, healthcare security, higher education preparedness, and museum security leadership, I have found that organizations often begin with the wrong question. The question is not whether an institution should arm its security officers. The better question is whether the institution possesses the governance, culture, training, oversight, and leadership necessary to responsibly manage an armed security program.

A Changing Threat Landscape
Violence can occur anywhere. Federal law enforcement and security professionals have long recognized that active assailant incidents often unfold rapidly, frequently concluding before outside responders can fully intervene. This reality places significant responsibility on organizations to evaluate their preparedness and response capabilities before an incident occurs.

Museums are public gathering spaces. They host special events, political figures, veterans, school groups, and community gatherings. Some institutions welcome thousands of visitors daily. While the likelihood of a major incident may remain low, the consequences can be catastrophic.

The Traditional Museum Model
Historically, museum security focused on four primary functions: visitor safety, collection protection, emergency response, and customer service. Most security interactions involve giving directions, assisting guests, responding to medical incidents, or helping staff members. For many institutions, an unarmed security model supported by local law enforcement remains entirely appropriate.

However, leaders must honestly assess their risk environment rather than relying solely on tradition.

The Firearm Is Not the Program
One of the most important lessons learned during the development of modern armed security programs is that the firearm itself is not the program. Governance is the program.

This governance-centered approach aligns with museum risk-management standards that emphasize identifying risks to people, facilities, and collections and implementing appropriate mitigation measures. Layered security, formal policies, recurring training, and leadership oversight are more important than any individual piece of equipment.

An armed security program should be built upon:
• Clearly written policies.
• Careful personnel selection.
• Extensive training.
• Accountability systems.
• Leadership oversight.
• Wellness and fitness-for-duty programs.

Without these foundations, a firearm may introduce more risk than it mitigates.

Lessons from Program Development
During the development of armed security programs, leaders often discover that marksmanship is one of the easiest challenges to solve. More difficult questions involve
judgment, emotional maturity, communication skills, and organizational culture.

Successful programs move deliberately. They invest heavily in policy development, scenario-based training, de-escalation, and accountability. They understand that carrying a firearm is not a symbol of authority but a responsibility requiring restraint and professionalism.

In my experience, the most successful armed officers view themselves as guardians first. They recognize that every encounter should begin with communication and de-escalation. The firearm exists for the rare circumstance in which innocent life faces an immediate and unavoidable threat.

Museum-Specific Considerations
Museums differ from many commercial facilities because they are entrusted with preserving history itself. This responsibility can create competing priorities during
emergencies.

One principle should guide every security decision: People first. Collections second. Facilities third.

The purpose of an armed security program is not to protect artifacts at the expense of human life. Rather, it exists to provide an additional capability when human life is
threatened.

Collections can be restored.
Buildings can be rebuilt.
Lives cannot be replaced.

Governance Questions for Boards
Before approving an armed security program, governing boards should ask:
• Have we conducted a formal risk assessment?
• Do we possess the resources to sustain training?
• Do we have legal and HR support?
• Have we developed use-of-force policies?
• How will performance be monitored?
• How will officer wellness be supported?
• How does the program align with our mission?

These questions are often more important than equipment selection.
There Is No Universal Answer

A small regional museum may reasonably conclude that an unarmed model best supports its mission. A large urban institution hosting thousands of visitors each day may reach a different conclusion.

Neither answer is automatically correct.

What matters is that the decision results from thoughtful risk assessment, governance, leadership involvement, and mission alignment.

Final Thoughts
The debate over armed security in cultural institutions will continue, and it should. The stakes are too high for simplistic answers.

Whether a museum chooses to arm its officers or remain unarmed, safety is not created by equipment alone. It is created through preparation, training, accountability, leadership, and culture.

The question is not whether a museum can purchase firearms. The question is whether it is prepared to responsibly manage everything that comes with them.

References
American Alliance of Museums. Facilities and Risk Management Standards.
Cybersecurity and Infrastructure Security Agency (CISA). Active Shooter Preparedness Guidance.

Author Biography
Norris D. Yarbrough, CIPE, LEM, serves as Senior Security Manager – Armed for The National WWII Museum in New Orleans, Louisiana. His professional background includes emergency management, healthcare security, higher education preparedness, incident command, and cultural property protection. He has led large-scale emergency operations, security modernization initiatives, and the development of armed security programs in both public and private sector environments.