Dean Skidmore

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Dean Skidmore
Name Dean Skidmore
Company IoT+LTE Consulting Group
Company Position Principal Consultant
City, State Chapel Hill, NC
Country United States
Sectors Utility
Consulting: {{{skill}}}


Ems-fb.jpg COVID-19 Checklist for EMS Agencies by NASEMSO and NPSTC
This checklist represents an ongoing analysis of COVID-19 preparation actions by the Joint Working Group on EMS Communications and Technology which is sponsored by NASEMSO and NPSTC. It is designed to provide guidance to EMS agencies as they plan their response to the COVID-19 pandemic.
COVID Image.jpg GCTC CPAC COVID-19 eResourceKit
This eResouceKit is your guide to Working, Learning, and Living from Home, with your security and privacy defended. It will be a long and challenging road for us all, but we can and will get there, together by taking informed actions to gain control and risk prioritization during and after the pandemic - Cities and Communities, Businesses, First Responders, and Self-Employed/Gig Workers
First Responders Square.jpg Information Resource Toolkit for First Responders
Tools and resources for First Responders guidance during the epidemic.

PrivacyChapter.jpg Benefits and Cybersecurity and Privacy Risks
Cities and communities stand to harvest unprecedented benefits from advances in information and communications technologies (ICT), in general, and Internet of Things (IoT) and Artificial Intelligence (AI), in particular. Smart cities inevitably introduce new or heighten existing cyber risks, which demand proper consideration in design to ensure the optimal realization of intended Smart City outcomes.
SmartPublicSafety.jpg Designing and Implementing a Resilient Smart Public Safety Program
To be successful, a smart city technology solution mus t mature from a pilot that meets research and development goals, to a sustainable system that can be replicated or scaled to provide key capabilities that respond to operational requirements, while driving further innovation in a broader, more responsive ecosystem. The ability for projects to provide expanding impact into multiple areas (with primary and secondary benefits) is a key consideration for technology applications to support S&CC.
ResilientInfrastructure.jpg Disaster Recovery
This Focus Area of the Smart Public Safety initiative describes planning considerations for research and development (R&D) to enhance the ability of Smart & Connected Communities to efficiently manage the recovery of community functions and restoration of economic and social stability following regional or large-scale disasters and civil emergencies.
PortlandBEECN.jpg Emergency Preparedness
This section addresses the integration of traditional public safety and response into the broader scope of overall community preparedness, planning, and response. It deals with the development and coordination of multi-team systems of emergency response agencies with supporting and secondary organizations that interface directly with front-line responders during a disaster or civil emergency. Collectively, these organizations occupy the inner and second circles of Figure 2, and constitute the combined response capability of a community, jurisdiction, or region , and may be augmented by additional resources deployed through Emergency Management Assistance Compacts (EMAC) with adjacent states or jurisdictions or from federal sources, such as FEMA and other agencies.
EmergencySupportFunctions.jpg Emergency Support Functions
FEMA Emergency Support Functions (ESFs) may be selectively activated for both Stafford Act and non-Stafford Act incidents. Not all incidents requiring Federal support result in the activation of ESFs. For Stafford Act incidents, the National Response Coordination Center (NRCC) or Regional Response Coordination Center (RRCC) may activate specific ESFs or other Federal agencies (OFAs) by directing appropriate departments and agencies to initiate the actions delineated in the ESF Annexes.
Glossary.jpg Glossary
ConsiderationsChapter.jpg Key Smart City Risk Management Considerations
Operationalizing and standardizing risk management across the organization is critical for minimizing cybersecurity and privacy risks during the development and operation of Smart City capabilities and solutions. It will be up to cities and their partners to determine the appropriate risk management policies and processes to adopt and implement based on their current risk management practices, risk posture, and their risk management strategy. While aspects of risk management may seem daunting and challenging, there are certainly opportunities that cities can leverage to their advantage.
FirstResponderChapter.jpg Public Safety and Response
This chapter addresses technology requirements definition, development, and deployment among traditional emergency services and first responder agencies—police and fire, EMS, search and rescue, and emergency management, particularly as employed in EOCs.
Risk-management.jpg Trustworthy Smart Cities through Risk Management
Organizations participating in the Smart City environment – whether as municipalities, critical infrastructure operators, product or service providers, or citizens – already consider at least some aspects of risk (e.g., business risk, reputational risk) in the development and deployment of Smart City capabilities and solutions. And one growing area of risk is cybersecurity and privacy risk.