Reposted from ESS-CFS

Emergency Services Sector and Commercial Facilities Sector Hybrid Event

Please join us as Cybersecurity and Infrastructure Security Agency’s Emergency Services Sector (ESS) and Commercial Facilities Sector (CFS) deliver a special edition
hybrid event, featuring presentations to keep you informed, prepared, and ready to celebrate America’s 250th Anniversary.
Celebrating and Safeguarding America’s 250th Anniversary
From Public Venues to First Response
Virtual and In-Person Webinar
June 25, 2026, 1:00 p.m. – 2:30 p.m. EDT

America’s 250th Anniversary virtual and in-person event will feature experts from across CISA and DHS. Celebrations surrounding America’s 250th Anniversary will draw
significant crowds and increase demands on public safety, emergency response, and facility security. This session highlights strategies for safeguarding public venues,
managing large crowds, and ensuring bomb safety, offering practical insights to strengthen preparedness and first‑response efforts.
Key Topics Covered:
Joint Special Event Threat Assessments (JSETA)
Be Air Aware ™ Security Considerations for Larger Public Gatherings
America 250-Bombing Prevention
Enhancing Security Through Informed Vigilance

The in-person portion of the webinar will be held in Arlington, VA and is limited to 70 participants. Critical infrastructure owners and operators, security planners, and
organizations engaged in America’s 250th Anniversary activities are encouraged to participate.
EMAIL US BELOW TO REQUEST IN-PERSON ATTENDANCE
EmergencyServicesSector@cisa.dhs.gov

Reposted from HENTF

A reminder about an upcoming webinar shared from the Smithsonian Institution for your awareness:
 
June 24 - 2:00pm-3:00pm - Managing Mental Health in Cultural Heritage Emergency Response Webinar - Before 6/23 - ARCS members $25, Non-member $50 
 
Description:
Mental health plays a critical role in how museum and cultural heritage professionals function at work, make decisions, and care for collections.  In unstable and challenging times, as well as in normal operations,  mental health care is recognized as a core component of a holistic approach to museum operations and stewardship. Looking at resources and honest case studies, this talk will address how mental health of individuals compromises group dynamics and response efforts in emergency situations. 
 
The participants will learn how acknowledging, recognizing and sharing information about stress and signs of mental health challenges and inclusion of safe practices among museum staff, are tools for recovery. Proactive attention to mental well-being not only benefits individual employees but also strengthens institutional resilience, helping museums respond more effectively to stress, crisis, and long-term professional demands.
 
Speakers - Nora Lockshin (SLA) and Becca Kennedy

See Original Post

Reposted from MAAM

In one month, join the Mid-Atlantic Association of Museums (MAAM) for the next session in our MAAM Encores virtual learning series. We’re excited to feature the Dubuque Museum of Art (DuMA), a Smithsonian affiliate with a long history rooted in American Regionalism and a bold new vision for the future.

Founded in 1874, DuMA is now developing a new indoor-outdoor campus shaped by extensive community input. The project prioritizes children’s spaces, local representation, and shared community use—challenging traditional museum models while strengthening Dubuque’s cultural and economic future. With construction underway and a temporary space testing new ideas, this session explores how community voices and institutional goals are being translated into a flexible, future-focused museum design.

Session Details:

MAAM Encores: The Dubuque Museum of Art, Tuesday, July 14 at 12 pm ET
Virtual | Presentation + Q&A
Free for MAAM members | Non-members: $25
Free for 2026 Building Museums Symposium attendees (registration code required).

Whether you attended the Symposium session or are joining for the first time, this is an opportunity to go deeper into a timely case study in museum design and community engagement.

Register now and save your spot.
Questions? Need 2026 attendee code? Contact info@midatlanticmuseums.org.
Register for Encore

See Original Post

Reposted from Abigail Manning

Resilience is often described as the ability to bounce back. I think that's only part of it. I believe it begins in the moment we recognize what our mind is telling us, what our body is carrying, and what old belief may be trying to take the lead. Coming from many hardships in my life, including childhood abuse, trauma, raising two kids alone, and building two S-Corporations from scratch, I learned something important about myself: my resilience comes from mental and physical strength that I've built time and time again, over a lifetime of challenges and choices. That strength did not appear by accident.

Last month, I promised to share how I got started running races, which eventually turned into marathons and triathlons. The short version is this: I was with friends who were runners, and I caught myself saying, "I could never be a good runner." I said it once. Then again. Then a third time. That was enough. I knew it was time to remind myself that I am strong, I like being strong, and I was not going to let that belief run the show. At the time, I did not know how big the challenge would become. I just knew I wanted to prove to myself I could meet my challenges and exceed my own expectations.

To me, being able to call myself a "real" runner meant running a marathon. All 26.2 miles of it. And in my normal fashion, I wanted to raise the bar. My friends said they could not break the four-hour mark. So what do you think I did?! I created a plan. I stuck to my plan. I trained when I did not feel like it and when I did not have any "extra" time. I trained mostly by myself, often on a treadmill while helping my kids with their homework, and occasionally with a running group. I backed off when I was hurt or injured, and I pushed forward when I had more gas in the tank. I did not train with music. I trained with my own thoughts, and I heard them loud and clear. Those Purple Threads told me to quit. They told me I was not a real runner. They told me this was too much work. They told me this challenge was too big for me to achieve. They told me I was a "bad" parent for taking time from my kids to go for a run. So I rewired them into new mantras, new self-beliefs, and new reminders of my mental and physical strength. Because the truth is ... strength builds resilience and resilience builds confidence. It's a cycle, and when we meet our next life challenge (there will always be more), our well earned track record of confidence will tell us we are strong and resilient. Consistently getting after my goals mattered to building my life-long confidence and also, being a good role model for my kids to teach them to do the same. What was the outcome? I ran the Chicago Marathon in 3 hours and 55 minutes ... without music. Only my own thoughts and the energy of the crowd spurred me along. What I learned is simple: Think big, and then think bigger. Don't play small with your life goals. You can do more than you think!

This Month's Thought: Resilience is Awareness in Action ... turn self-doubt into your super-power strength. Make a plan and then get after it!

See Original Post

Reposted from NSCC

Pest Risks: Environmental Causes

By Helen Alten

A curator returns on Saturday from a donor’s house with a collection of wool textiles. He is in a hurry and places three suitcases in his office, bypassing the IPM procedures. His office is adjacent to a collection processing room that doubles as overflow storage, again bypassing the IPM procedures. The museum is in the middle of an installation project, and he forgets to inform collections management or conservation of the new collection. Weeks go by, until the conservator notices small, pale moths fluttering out of the office.

Define the problem.

You know you have a pest problem. You have seen them, or you have seen suspected pest damage. Do you know why they are there? Do you know the extent of the problem? Do you know what the pests are? Are the insects you are seeing actually damaging the collections, or are they simply a nuisance pest? Do they indicate some other problem?

These are all valid questions.

 Why are they there?

Pest species, like the rest of us, require certain conditions to live. They need food, harborage (a place to live) and water (or moisture). (They also need oxygen, but control of oxygen will be discussed in Section 5 under treatment.) The pest species is in conflict with us because we are providing them with one or more of these basic needs. By eliminating access to just one of these elements, then you can begin to manage the pest. Depending on the species this may mean different sources. If you can identify what the pest is there for, and you can come up with a strategy. The building itself is the first line of defense. The walls, windows and doors are there to prevent all sorts of unwanted elements, including pests from entering. However, buildings also provide excellent harborage to many species. In cold climates, mice often take up residence when cold weather begins. Once in, why move out? To be effective in eliminating pests from the building, all unwanted holes should be blocked. (Mice can slip through a hole that is one-quarter inch, about two mm, in diameter.) Windows should have screens. Specific mitigation strategies will be expanded on in Section 4. This can be challenging. Your building contains people in addition to your collections. Where there are people, there is food. And food is a primary attractant for rodents and many insects. So, too, is garbage. Clutter provides harborage. Food is moist and can be a water source. Thus strict housekeeping and food policies are vital in an IPM plan. Good housekeeping is an on-going requirement in any IPM plan. Insects are small and require very little food. They can exist on dust and crumbs. Some mice get the majority of their water through food, rather than water itself. Debris becomes a food source for pests. And the more dirt, debris and disorder, the harder it is to see the pests. You won’t be able to distinguish the dirt from the bugs.

See Original Post

Reposted from CISA/DHS

On May 6, 2026, the FAA published the Notice of Proposed Rulemaking (NPRM) titled Designation, Restrict the Operation of Unmanned Aircraft in Close Proximity to a Fixed Site Facility in the Federal Register, opening a 60‑day public comment period. This comment period gives the public, including the critical infrastructure community, an opportunity to voice concerns, share sector-specific feedback, and highlight potential implementation challenges that will help shape the Final Rule. Written comments may be submitted at any time during the 60‑day window, which closes on July 6, 2026.

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.

See Original Post

Reposted from Tim Richardson

Housekeeping Should be Everyone’s Job

Years ago, when I served as Director of Training for a Five Diamond hotel -the Ponte Vedra Inn & Club, one of the policies I brought to the organization was this mantra.

I explained to the leadership team and managers that when an employee sees a manager or department head bend down to pick up trash, it normalizes that behavior. It sends a clear message that no one is above doing the right thing. When guests visit a luxury resort, they expect it to be spotless. That standard should not belong to one department. It should belong to everyone and every organization. Even if you work at home. If the restroom counter is a mess, wipe it down. If someone leaves trash in the break room, throw it away. If there is litter in the parking lot, pick it up. Recently, I was inspired by stories of Japanese soccer fans and players who cleaned up locker rooms and stadiums after matches. Their culture reinforces personal responsibility and respect for shared spaces.

I was also struck by a photo of NFL quarterback Jameis Winston in the stands after a game, holding a trash bag and helping clean up. No spotlight. Just action. Maybe it is catching on.

Just this week, I attended a baseball game with my son and noticed employees moving through the stands with trash bags. Midway through the game, an announcement encouraged fans to help keep the space clean. By the time we left, the stands were practically spotless. It elevated the entire experience. What if we applied that same mindset beyond physical spaces? What if housekeeping was everyone’s job in our relationships, both personal and professional?

Housekeeping might look like:

• Apologizing after unintentionally belittling an idea in a meeting
• Following up to elevate the guest or customer experience when you did not meet a customer’s expectations
• Owning a comment made in frustration that impacted a colleague

So when should you do housekeeping? Immediately after an infraction.

People leave organizations because of ill-timed or inappropriate words. Customers stop doing business because they felt disrespected. The cost of leaving a mess behind is real.

The lesson is simple: do not leave a mess for someone else to clean up. Whether it is a physical space, a conversation, or a relationship, take responsibility, make it right, and move on with integrity.

See Original Post

Reposted from Tim Richardson

Power Without Character: The Leadership Test We All Face

Leadership has a way of revealing who we really are. Sometimes it brings out our best. Other times, it exposes habits and tendencies we didn’t realize we had. This week, I’ve been reflecting on how power - big or small - can subtly change people, and what it takes to lead without losing ourselves in the process.

If you’ve ever read J.R.R. Tolkien’s work, you’re likely familiar with Frodo and the One Ring. The ring doesn’t just give power, it distorts character. The longer it’s worn, the more it amplifies fear, control, and isolation. What makes Frodo compelling isn’t just that he carries the ring, but how hard he fights to remain himself under its influence.

Leadership can work the same way.

Most of us won’t carry a mythical ring, but we will, at some point, be handed authority, a title, a role, or responsibility over others. And just like the ring, that authority can quietly change us if we’re not careful. It can create a false sense of importance, a need to assert control, or a belief that position equals superiority.

I recently experienced this firsthand. At an event my wife and I were working, someone I’ll call Mary was put in charge for the evening. Almost immediately, her demeanor shifted. Her communication became sharp and forceful. She used intimidation and negativity to assert control, correcting people publicly and speaking in ways that diminished others.

I found myself on the receiving end of that behavior. In one interaction, she addressed me in a belittling way in front of others. It was frustrating, and if I’m honest, I didn’t handle it as well as I could have. I reacted instead of pausing, which only escalated the tension.

Two leadership failures happened in that moment, hers and mine.

That experience reminded me of something simple but difficult. If stepping into leadership changes your character, then leadership is revealing a problem, not creating strength. A title should not transform you into someone less kind, less patient, or less respectful. If it does, it’s not leadership, it’s insecurity wearing authority as a mask.

Strong leaders don’t get their identity from their position. They bring their identity into their position.

This idea extends beyond one interaction. Consider the recent situation involving veteran journalist Scott Pelley. While I’m not privy to all the details, reports suggest he faced consequences after openly criticizing leadership and refusing to walk back his comments. Whether you agree with him or not, it highlights another side of leadership, how we respond when we believe we’re right.

It’s difficult to stay humble in those moments. Most of us believe we’re right most of the time. But leadership, whether formal or informal, requires the ability to pause, reflect, and sometimes admit when we’ve crossed a line.

That’s where both stories connect.

Mary’s mistake was allowing authority to inflate her behavior. Pelley’s situation, at least from the outside, raises questions about how we handle conviction without losing humility. And my mistake was responding emotionally instead of thoughtfully.

All three point to the same truth. Leadership is less about control and more about character.

Whether you’re leading others or responding to someone in authority, the challenge is the same. Pause before reacting. Choose respect over reaction. Choose humility over being right.

I’ve learned that even when someone else is clearly in the wrong, you still have control over how you respond. In my case, I could have de-escalated the situation by taking a breath, collecting my thoughts, and responding with calm, even offering an apology to defuse the moment.

That’s not weakness. That’s leadership.

Because in the end, titles fade, roles change, and authority comes and goes. But character, how you treat people, how you respond under pressure, how you handle power, that’s what people remember.

And more often than not, humility wins.

See Original Post

Reposted from Tim Richardson

A Lesson in Passion-Filled Longevity

Not every job or every show is easy, but the best work has something deeper behind it - purpose. Chicago’s performance was a reminder of what sustained passion can look like over time. That contrast became even clearer when I thought about the people I have spoken with recently who are feeling disconnected from their work.

Last night, my wife and I had the pleasure of seeing the band, not the show, Chicago, perform for the second time. They were different from most performances we have seen in the last decade or so. They made the experience exceptional in a number of ways: The band played for nearly two and a half hours and returned for two encore songs. They encouraged people to stand up and dance in the aisles. They tossed branded Chicago items into the audience. They offered a pre-show experience for their biggest fans. They stayed afterward to sign items people had left on the stage. They allowed fans to video and audio record without limitation, which is almost unheard of today. Some performers do some of these things, but it’s rare that today’s performers do all of these things, and do it while demonstrating how much they love their fans. Perhaps the most amazing thing I learned about Chicago is that they have averaged about 100 shows a year for nearly 60 years. Even more remarkable, until recently, three original members – Robert Lamm, Lee Loughnane, and James Pankow – were still performing. Let that sink in: more than 55 years on the road, traveling from city to city across North America and the world. That kind of longevity does not happen by accident. It comes from passion, discipline, and a deep connection to purpose.

In the last week, I have spoken with a couple of people in the professional world who are burned out. Just this morning, I talked with a blue-collar worker who has used a lot of vacation and personal days because his work feels empty and unsatisfying.

That is not unusual. That is where the pause matters. A pause gives us time to ask: Do I still care? Do I still believe in what I am doing? Am I simply enduring, or am I engaged in something that gives me energy? The band Chicago seems to have answered that question for nearly six decades. The great news? So can you and I. But it has to start with love. Work is easier when you love it. And while every job has its difficult moments, at some level you need to love what you do – or at least connect deeply enough to its purpose to keep going with intention. Maybe it’s time to fall in love with what you do and to share that love with your colleagues and customers. Or maybe you need a dose of Chicago to remind you that passion matters.

See Original Post