Interviews with USFA Leadership

Oh, thank you so much. This is very exciting.

Oh, that's exciting.

Well, that's a great question and I have to say that I think that our 4 stars are not widely known on the outside. We at USFA know our 4 stars, but I think as a whole for the fire service and our allied professionals, they don't know our 4 stars. Let's break down the 4 stars for a moment.

So, when you look at our emblem, as you know, that we affectionately call it “Hotfoot,” there are 4 stars above the eagle's head. Those 4 stars mean something, and they come right out of our legislation, or right out of the public law that establishes the USFA. One star stands for fire data collection. So I'm just going to say data collection, because we collect so much more data than just fire, because fire and EMS do so much more than just fire. We do EMS, we do all hazards, all incidents; you call, we haul, that's all.

One of the stars represents public fire education. Again, let's move away from the fire and talk about public education, because we provide that education not just in fire prevention and safety, but also in other hazards, other disasters, other situations. We do research, fire research. We are actively engaged and involved with many partners that are doing fire research for operations, for training, and then also for messaging for the public.

We also are responsible, and this is probably the star that most people are familiar with is our fire service training and education. Many, many people are familiar with the National Fire Academy. When I say many people are familiar with National Fire Academy, unfortunately we'd like more people to be familiar with the National Fire Academy. But what a lot of folks may miss with that is the National Fire Academy is one division among 3 divisions of the USFA.

Absolutely. When folks talk about the National Fire Academy, I've heard a lot of folks say the United States Fire Administration and the National Fire Academy. Well, the National Fire Academy is the USFA, and it is one of those essential 4 stars. So, we are engaged in many, many, many aspects of what fire, EMS — and again, EMS is a critical piece and part of what we do at USFA. It's in our public law. We do training and education. We provide public information on that. We collect data concerning EMS. But we want folks to understand that we have a broad role, a broad responsibility, a broad connection to fire, EMS and allied professionals; architects, engineers, other researchers, et cetera.

Absolutely. I'm a big code development person. I believe in current codes and standards and how they can work for communities. Again, how do we get there? We get there through data collection, we get there through education, we get there through research and we get there through training. So every aspect of what we do really ties into those 4 stars.

Absolutely. I am thrilled to have Dr. Lori, as we affectionately call her here, on board as our fire administrator. She hit the ground running. We are all running. It's a great pace and tempo, and it's very exciting. I think for the fire and EMS, as well as our allied professionals, they too should be very excited about what's happening at the USFA, what Dr. Moore also brings to the USFA and how they can engage with the USFA.

The future is bright. There is so much going on here. When I came to the USFA as the superintendent of the NFA, I didn't realize how much was going on. What's unfortunate is that folks at that local and state level don't have the opportunity to really engage with what's going on here. So I want to encourage folks: call, email, write letters, stay engaged.

There is an incredible amount of information here. We know that so much happens beyond the walls of the USFA. I want folks to feel better about reaching out and contacting us and having this relationship with the USFA. I want folks to see the USFA as being a strong partner with the work that they're doing in their communities and in their states.

Absolutely. In the past, maybe we were a little behind the curve on some things. We've made up for that. Folks are running. We're not walking anymore with different topic areas. Everyone knows when you get further into government, the bigger government gets, sometimes the more difficult it is to pivot within that environment.

What I like to say is it's an opportunity to use more relationships or to engage at other relationships. What Dr. Moore-Merrell brings to the table is those relationships and those connections. Over the next few months, over the next year, we'll see some different things taking place, and I encourage folks to be engaged in those.

I know there's a lot going on here, and I'm really excited about these podcasts and the opportunities to connect.

Well, good morning. I am thrilled to be here. This is an exciting venture. USFA is really stepping out and I'm thrilled.

Oh my, that's making me go back for a bit of time. Actually, I grew up just outside of Nashville and I stayed in Tennessee for college. During my undergrad, I decided to go to paramedic school at night. Well, just after I graduated from my undergrad there in Memphis and was heading, as I said, to medical school, the Memphis Fire Department was hiring. I did apply and was hired as one of the first women actually in Memphis; the sixth woman hired there back in 1987. I went on the job there. So it was just happenstance. Things line up for a reason I think sometimes, and timing is everything.

I spent 7 years on the job there as a fire paramedic and then was recruited to the IAFF, where I spent the next 26 years doing a lot of things at the IAFF. I was hired as the EMS specialist. I really stayed in that EMS venue for a long time, building up resources at the IAFF in the EMS arena, and really maintained that. And then going into research, finishing my masters in epidemiology, learning to do systematic study of populations, that sort of thing, and then finished my doctorate there in performance metrics, and mainly performance metrics of systems, which is what we have, right, that's what the fire service is.

That's a bit of my background, how I got to where I am right now. Again, I think things line up for a reason. You have things put in your path I believe; people, events, circumstances that sort of lead you where you're supposed to be. I'm thrilled to be where I'm sitting right now with the opportunity and hope to make it better than I found it.

The first day I come in and I find out there's 120 employees at USFA. Some of the things that I think are most relevant are, of course, the people and the effort that is made here. There are some very passionate people here who want to make a difference and they are, but nobody knows about it. And I think that's important. The capability we have here. Who knew we had a recording studio for podcasts, and a whole entire video capability for shooting webcasts and for shooting videos? So the capability that's here and the talent of the people, I think is something I want everybody to know is we want to attract people who want to do these sorts of things to campus.

Certainly it's a great place for those who want to be involved in training the next generation. As I said, there's constant generation change, and those who want to participate in that. One of the most noble things I believe that anybody can do is to teach someone else what you know, to pass on your knowledge and capability. Those who learn from you are indebted to you. You've given them something of value. That's what I want people to know is this is an opportunity. For those in the fire service, who want to give back, this is a place that you can do that.

One of the most noble things I believe that anybody can do is to teach someone else what you know, to pass on your knowledge and capability. Those who learn from you are indebted to you. You've given them something of value. That's what I want people to know is this is an opportunity. For those in the fire service, who want to give back, this is a place that you can do that.

Those are just a few. There's so many more right, but a few of the things I want people to know.

Wow. Okay. The role of USFA, I always go back to the mission. From day 1, when I was sworn in, I cited the mission and that we were going to be a mission-driven organization under my leadership. I tell the crew every day, regardless who I'm talking with, whether we're talking about budget, whether we're talking about a new program or continuing program, or having an evaluation, the question is, is it mission-driven? Is it related to the mission? If it isn't, then we're going to likely stop doing it. If we need to do more, because we are not doing something related to the mission, then we're going to have something new.

For me, it is about being mission-driven and it is about being relevant and making sure that we are helping the fire service have its capability and the capacity they need to serve. One of the things I see in the mission of the USFA is to strengthen and support, which those 2 words are in our mission, our stakeholders, which is the fire service, fire and EMS. And given that, if we help assure that they have the capability to respond, and they have the training they need, the people they need, the capacity of resources, if we can help them with that, then it may be that FEMA never has to respond because our local emergency responders handled the situation.

Now, the level of disasters that we're having today, obviously climate change, all of those things that are really driving like we just saw with these massive tornadoes in December, we have to have FEMA respond often because it is so far beyond the capability of the local responders to handle it. But if we can make sure that they can have that first response, do as much rescue as possible in these moments to curtail the bad events that are happening, so that there's a much more viable situation when FEMA resources arrive, that's our role. That's what USFA is to do. So that's my perspective, that we have to be mission-driven, we have to be assertive and we have to lead.

Vision is something I hope that everyone at USFA takes a moment to quietly reflect, because in order to have vision, you've got to know where you've been, and what we have and where we need to go. What we need to do, I believe, is to certainly respect the traditions that we've had here at USFA, but it is time to innovate, it is time to modernize, it is time to enhance our capability, and for me, status quo is not acceptable.

Exactly. Yes, absolutely. You're spot on. Could not have said that better. That is exactly what we have to do. So looking at our training, modernizing what we're doing. We've done some of that, COVID-driven by the way. COVID really put us in a place where we had no choice but to go online. So we've got a new learning management system that was in progress before I arrived.

I've already elevated one of our wildland experts so that he is reporting directly to me. I already have a policy expert on wildland. She is a rock star. She is reporting directly to me. So we are engaging wildland directly a lot from the data perspective, but also from community risk reduction, research, delivering a knowledge-based and fact-based science, working with NIST for example, to our standards and codes.

So data is something we're going to do better here. We are going to modernize and innovate this data system. This legacy data system, God bless it, but we're going to have a memorial service very soon. We are going to maintain it for the next little bit, until we can stand up a new system. We are going to stand up a new cloud-based system with a much more streamlined data set. So that means we're going to be rewriting what is today is NFIRS 5. That's going to no longer exist. We will be building a new, relevant data standard with data elements that are streamlined, that are must have, not the superfluous or nice-to-know information. What that does is allow us to get quality and quantity data.

About 82%¹ of fire departments today even contribute data. Well, I want 100%. So we're going to streamline. We're going to leverage technology where we can to capture data rather than collect it. And I hope those 2 words are resonating, because if I can get data from another data system, why do I have a firefighter entering it?

The other thing is our campus. Kudos to our maintenance and support crew because they have been on a mission for a while to make sure this campus goes green, and it is impressive. We already have at least one building that's completely off the electrical grid. We're solar. This is exciting. USFA is one of the largest contributors in the entire federal government to the green initiative that can help with climate change. I want us to be a player in that realm. That's part of the Biden administration. I want us to be recognized and to understand that we are a player. We are trying to make a difference.

Those are things that will continue to be part of my vision during my tenure here.

So how do we make this happen? I'm asking every program manager. We're going to be evaluating every program. I want to evaluate every position here, because honestly, I see a lot of position titles, but I have no idea what they do. Like I said, there's 119, 120 people who work here. I don't know what they do. That's a problem. So we're going to address that problem.

I want to make sure that people are where they can be effective and efficient. If you are not effective in your position, we are going to help that. We are going to either get training, or we're going to realign. We need people firing on all cylinders if we're going to make this happen. We're part of a team, and I want everybody to be part of that team. So embracing and making sure that everybody is in their own hearts being fulfilled.

There's a lot of passionate people here. They want to make a difference, and I want them to have a real opportunity to do that. And so opening those doors, making sure people are where they are with their skill set, their talents, or where they want to be. If they want training, like I said, we're going to figure out how to get it. Those are the kinds of things that I think will help this vision along.

One of the other things that we're doing right now, as you know, it's budget-building time. Now the unfortunate part of that is that we're working on the 2024 budget, which shocked me when I came in. I said, “Excuse me. I'm doing what?”

So this is a little bit of a problem. Long-term planning; we have to present our budget proposals, but some of the budget proposals, for example, we're bringing up an EMS section. Now we've got EMS curriculum here on campus; that's not the same thing. A true EMS section here under National Fire Programs. We have to understand the fire service's role in EMS much better from the national level. The fire service is the national fire and EMS service, honestly. We are going to propose some changes there.

We're also going to look at certainly DEI situations, so diversity, equity and inclusion. I think the fire service is just on the tipping point of really making some change culturally. And so as we as fire service leaders who want to change the culture. One of the things that I always say is to change culture, we've got to first change behavior. So having no tolerance for psychologically unsafe workplaces. We worry a lot about our safety when we are at work. We've got to begin as fire service leaders to talk about psychological safety as well. I want to have classes for those leaders who want to have that opportunity to learn “how do I do this?” How do I actually begin with the right soft skills to change culture?

I think that we are just on the tipping point and I want USFA to have a role in that. Our superintendent, Eriks Gabliks is all over this. He is ready for this. So we'll be putting in certainly budget proposals. This is also an initiative under the FEMA administrator and President Biden. I'm excited about the opportunities for long-range planning and vision to follow through.

Well, yeah, we have a lot to do. I will say that knowing the fire service, as we talked about early on, you have to stay focused. Sometimes it's repetitive what you have to do, but we have to stay the course. We have to be in lockstep with our national fire service organizations, and they with us so that we can accomplish things that we need to accomplish during this administration.

I really want to pay a great compliment to our FEMA administrator, Deanne Criswell. She has opened every door we need. She, from a fire service background herself, is a rock star leader, and she gets it. She said to me many times, “Lori, this is a partnership, and so tell me what you need.” Just like me, she wants to address those things that matter, where we can make change. We certainly want to leave FEMA and the USFA better than we found it. I think that is the overall mission.

Thank you so much. Thanks for having me and let's get started, right?

Thank you.