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What started as a project on how to detect unwanted drones during University of Colorado Boulder football games has turned into a programme providing live aerial coverage of campus events. The use of drones (or unmanned aircraft systems) has improved situational awareness for event command and control, enabling adjustments to tactics and strategies during events. This paper will detail the humble start-up of a drone programme, describing the need for partnerships, the basics of flying, the essentials of a drone programme, and examples of drone use during incidents and/or events. The reader will walk away with an understanding of the benefits of their agency having an 'eye in the sky' during incidents or events.Humans are social creatures that learn from observing others. Until this century, the reach of social learning was confined to small groups or locales. However, the pervasive adoption of social media platforms has provided the means to augment social learning and empower virtual groups by transcending geographic and time boundaries. The broad adoption of social media across all demographic groups gives augmented social learning potentially broad applications, including within the realm of incident response. This article will discuss how augmented social learning can be a powerful tool to manage communications during high-impact 'black swan' events that require speed and agility when disseminating information, and for which no standard incident response 'playbook' is available.Traditionally, the response to mass casualty incidents has focused on the front line. However, effective management of these incidents relies on the seamless coordination of emergency, municipal and community services activities. The coordinated, complex planning required for response and recovery requires a holistic planning perspective, extensive engagement and collaborative problem-solving approach. This case study looks at the challenges, opportunities and solutions encountered by the Calgary Emergency Management and Calgary Police Service in its collective planning process for mass casualty incidents. The intent of Calgary's mass casualty incident plan is to provide an overarching framework to outline how all of the individual organisational plans come into effect to provide comprehensive response and recovery efforts. It does not provide an in-depth look at the frontline emergency services response, but rather looks at how these critical efforts can work in conjunction with a range of additional municipal, private and non-governmental agencies to provide for the full spectrum of needs victims, families and the community will have during and following a mass casualty incident.The delivery of high-quality academic programmes is central to the mission of any university. For this reason, maintaining academic continuity must be a key aspect of their response to a major disruptive event. A previously described model for ensuring academic continuity in universities presented four phases pre-planning, approaching crisis, crisis and post-crisis. COVID-19, however, has created unique challenges thanks to its global reach, impact on all aspects of societal operations and continuously evolving nature. This article describes the implementation of a model for managing academic continuity in the initial stages of COVID-19, and the continued adaptation of the model as the crisis has continued and work towards recovery has occurred without a clear end in sight. Reflections are offered with respect to using established policies and processes; grounding decisions in core values; implementing broad and frequent communication; acknowledging and addressing exhaustion; and taking the time mid-COVID-19 to consider lessons learned.As unpredictable major-impact events are on the rise, many organisations have adopted an organisational resilience (OR) approach for dealing with these so-called 'black swan events. What OR comprises is subject to ambiguity and multiple interpretations. This article presents a perspective that makes a distinction between predictable risks and unpredictable major-impact events. https://www.selleckchem.com/ The article argues that predictable risks would benefit from an adaptive and efficient business continuity management (BCM) capability. Using several cases, the article demonstrates how the adaptability and efficiency of BCM can be improved in practice. For unpredictable events, this article calls for a strategy of anticipated improvisation. Both strategies necessitate executives and regulators to accept less planning and to put more trust in the expertise of specialists and managers.In 1719, Antonio Menzani di Cuna from the Saint Savior monastery published an alcoholic extract formula made from plant and herb resins under the name Jerusalem Balsam. The Balsam gained high popularity due to its remedial benefits. At the end of the 19 th century, Jerusalem Balsam produced by the hermit Johannes Treutler was found to be particularly popular. We analysed a sample of a valuable find coming from the last decade of the 19 th century, making it probably the oldest surviving Jerusalem Balsam in the world. The purpose of this work was to investigate the composition of the historical sample and to try to determine the origin of its components. This was achieved by comparing the profile of volatile compounds extracted from the balsam using HS-SPME technique with the profile characteristic for plant resins as classic ingredients of the Johannes Treutler formula. The use of two chromatographic columns of different polarity, as well as the transformation of the polar components of the sample into TMS derivatives, allowed to obtain new information on the historical composition of the Balsam. Also, it can be stated with high probability that plant resins were indeed used in the production of the Balsam as referred to in the original recipe of Johannes Treutler. We also discuss challenges in determining the original composition of the Balsam.The study covers the period of World War II after shift of occupational powers in Latvia when Soviet occupation was replaced by the occupation regime of Nazi Germany in the summer of 1941 and retained until first half of 1945. Due to this shift gradually Latvia, Lithuania, Estonia and Belarus were merged into a single administrative area and designated as "Ostland". Soviet officials left the pharmaceutical industry, which they had tried to apply to the communist ideology from June 1940 to June 1941 creating confusion and chaos. The renewed Pharmacy Board of Latvia had to deal with the restoration of supervision and a partial return from the communist to the capitalist regime. The research provides an insight to adaptation and development of the pharmaceutical industry in Latvia during Nazi Germany occupation regime, highlighting as essential indicators the administrative operation of Pharmacy Board of Latvia and its cooperation with German authorities, the availability of medicines, process of reprivatisation of pharmacies and changes in the number of pharmaceutical employees.