A Prepared and Resilient Fire and

Emergency Medical Services

Strategic Plan Fiscal Years 2024-2027

January 2024

Mission Statement

We support and strengthen fi re and emergency medical 

services and stakeholders to prepare for, prevent, mitigate 

and respond to all hazards.

Table of Contents

i

Table of Contents

Letter From the U.S. Fire Administrator........................................................................................ 1

About the U.S. Fire Administration................................................................................................ 2

U.S. Fire Administration Mission.................................................................................................... 3

U.S. Fire Administration Landscape............................................................................................... 4

Stakeholder Engagement ................................................................................................................ 6

Strategic Plan Elements................................................................................................................... 7

Goals: Executive-Level Summaries ................................................................................................ 8

Goals and Objectives........................................................................................................................ 9

Measuring and Achieving Results .................................................................................................. 11

U.S. Fire Administration Actions Beyond the Strategic Plan...................................................... 11

Wildfire .............................................................................................................................................. 12

Data Modernization ......................................................................................................................... 13

The National Strategy...................................................................................................................... 15

The International Strategy.............................................................................................................. 17

Conclusion ......................................................................................................................................... 18

Acronyms........................................................................................................................................... 19
In 2021, fires killed 3,800 and injured 14,700 people nationwide. 

Property damage due to fire reached $16 billion for the year. 

Additionally, firefighters paid a high price with 141 firefighters killed in 

the line of duty. 

In 2022, there were more than 1.2 million structure fires across the 

country, not to mention the 69,000 wildfires that scorched more than 

7.5 million acres. In the last year, nearly 2,500 lives were lost to fire, 

including 276 children and 96 firefighters. 

In 2023, the climate crisis continues to fuel more frequent, destructive 

and deadly wildfire. We have all seen the devastating effects of wildfire 

on our nation — from the wildfire tragedy in Maui killing 115 to the farreaching impacts on air quality in many U.S. states from the wildfires 

in Canada. In addition to the growing burdens of wildfire, the demands 

on our nation’s local fire departments continue to increase, further 

exacerbating daily fire impacts on all our communities.
Letter From the U.S. Fire Administrator

1

Letter From the U.S. Fire Administrator

Across our nation, fire is a threat to individuals, and it is a threat to 

our homeland security. Fire continues to be a leading cause of death 

and injury in the United States. In fact, if a fire occurs in a home today, 

occupants are more likely to die in that fire than they were 40 years ago. 

Additionally, fire departments are reporting challenges with insufficient 

resources to respond to increasing call volume and emerging threats. 

It is the role of the U.S. Fire Administration (USFA) to highlight the 

relevant issues facing our nation and the fire service ... and to identify 

solutions to address the devastating fire problem in America. 

Every year, tens of thousands of individuals are seriously injured by 

fires. While fire can impact anyone, unfortunately, time and again it 

disproportionately impacts our most vulnerable populations — the 

elderly, our children, the disabled, and low-income families. 

Inspired by tragic fires in 2022, Congress passed, and President Biden signed, legislation to give the 

USFA new investigative authority for major fires. This authority enables USFA to identify fire safety 

factors that contributed to fire growth or spread and led to large-scale loss and multiple fatalities. 

President Biden also enacted legislation mandating long-life encased smoke alarms in public housing 

not equipped with hard-wired smoke alarms. This law will help ensure that life-saving smoke alarms 

cannot be disabled in public housing. 

While these laws will help, unfortunately, the changes in our construction practices using lightweight 

building materials and the evolution of technology using lithium-ion energy and robotics pose new 

fire threats. Therefore, we must continue to research and develop solutions to curtail these threats.

The scourge of fire is not limited to our urban and suburban jurisdictions. Today, 99 million people or 

a third of the U.S. population live in the wildland urban interface (WUI) environment, yet most have 

no idea what the interface is or the dangers that it poses. The USFA, along with our federal, state, and 

local partners, is working to address the fire challenges in the interface, educate those who live and 

work in the WUI, and ensure that firefighters responding to a fire in the area are trained and equipped 

to respond safely, efficiently, and effectively. 

Along with national fire organization partners, the USFA has launched a Fire Service National Strategy 

(“U.S. Fire Administrator’s Summit on Fire Prevention and Control Proceedings” (fema.gov)) to address 

the threat of fire to our communities and the ramifications of fire on our nation’s firefighters.

While the fire problem in America remains difficult, I feel confident that with our continued partnership 

at the federal, state, and local level, we can prevent future fires, reduce suffering, and ensure that more 

people across the nation have the tools to protect themselves and their families when disaster strikes. 

We are stronger together, 
U.S. Fire Administration Strategic Plan Fiscal Years 2024-2027

2

About the U.S. Fire Administration

On May 4, 1973, the National Commission on Fire Prevention and Control 

issued a report, “America Burning,” which focused its attention on the 

nation’s fire problem and the needs of the fire services and allied professions. 

USFA was established by Public Law 93-498, the Federal Fire Prevention 

and Control Act of 1974, which called for the establishment of a National 

Fire Academy (NFA) to advance the professional development of the fire 

service personnel and of other people engaged in fire prevention and control 

activities; a technology program of development, testing and evaluation of 

equipment for use by the nation’s fire, rescue and civil defense services; 

the operation of a National Fire Data Center (NFDC) for the selection, 

analysis, publication and dissemination of information related to the prevention, occurrence, control 

and results of fires of all types; and to take all necessary steps to educate the public and to overcome 

public indifference to fire and fire prevention.

From its beginning, USFA focused on supplementing, not duplicating, existing programs of training, 

technology and research, data collection and analysis, and public education. Today, the focus of 

the 4 stars in the USFA logo has been adjusted to include fire and emergency medical services 

(EMS) training, research, the NFDC, and community risk reduction. We consider these core 

components the crux of everything we do. With the recent reorganization, our work has expanded 

to include coordination of EMS programs and is focused on and related to local fire departments and 

the firefighters and paramedics who respond across the nation every day. This direct interaction at 

the local level translates into our capability to reduce the fire and EMS challenges across the nation. 

The USFA will continue to adjust as new developments and challenges facing the fire and EMS community 

evolve, always with the intention of providing leadership and support in the shared responsibilities 

for public safety. As dangers and risks increase in nature, complexity and severity in the areas of 

hazardous material, pandemic disease, acts of terrorism, natural disasters, violent or hostile events, 

civil disorder, wildfire in the urban interface, and emerging technology, USFA will adapt as necessary 

to deliver on its mission.
U.S. Fire Administration Mission

3

U.S. Fire Administration Mission

Vision

A prepared and resilient fire and emergency medical services. This vision statement is the focus of 

the USFA. It is intended to reflect the overall status and wellbeing of the nation’s emergency response 

systems, as well as the nation’s career and volunteer first responders.

Mission

We support and strengthen fire and emergency medical services and stakeholders to prepare 

for, prevent, mitigate and respond to all hazards. Our mission statement describes who we are 

and why we exist. Ultimately, our stakeholders determine the programs we deliver. Our employees 

are committed to providing management and specialty training, leading the country’s fire prevention 

efforts, providing research, and data collection and analysis. We are obligated and committed to deliver 

programs at the highest level possible in the most professional, efficient and cost-effective manner.

Core values

The character of USFA is determined by the credibility, influence and engagement we have with 

our stakeholders. Our collective obligation to our core values builds and sustains the momentum 

necessary to be a high-performing organization. Fully involved participation is expected from all 

USFA employees and requires a personal commitment to the core values. We have a culture where 

employees demonstrate the behavior and performance for the organization with integrity, honesty, 

excellence, accountability, respect, trust and communication.

Approachable Responsible Sincere Straight-forward Transparent Accessible Empathy

Empowering

Protective Sharing

Collaborative Connected

Conversant Enlightening Insightful

Bright Curious Flexible Inspiring Interesting

Reliable

Honest

Accountable Committed

Focused

Helpful

Engaging Expert Informative

Anticipative

Proactive

Resourceful

Trustworthy

Supportive

Knowledgeable

Innovative

USFA
U.S. Fire Administration Strategic Plan Fiscal Years 2024-2027

4

U.S. Fire Administration Landscape

The United States continues to have the highest per capita death rate and property loss of 

all major industrialized nations. It is a congressional obligation for the USFA to track and report 

deaths and injuries from fire. It is likewise an obligation to try to prevent them. To meet the required 

legislative mandates and deliver on our mission, a reorganization of the USFA was planned, approved 

by consensus at the highest levels of leadership and implemented in January 2023. The organizational 

chart below reflects the current operational landscape. 

Reorganization

Fire administrator/deputy fire administrator’s office

The mission of the fire administrator’s office is to lead the whole of the USFA. By doing so, the fire 

administrator’s office establishes and strengthens the organization to in turn lead the nation’s fire 

service. The role of the fire administrator is to envision, develop and implement programs that 

reduce the loss of life and economic impact from fire and related emergencies. This office provides 

leadership, advocacy, coordination and support to the USFA divisions, fire service organizations and 

first responders at large. 

National Fire Academy

The mission of the NFA is to promote the professional development of the fire and emergency response 

community and its allied professionals. The NFA supports state and local training organizations to 

fulfill their obligation to the career and volunteer fire and EMS. In addition, the NFA develops, delivers 

and manages educational and training programs that have a national focus outside state and local 

training missions or exceed state and local capabilities because of cost or audience. The programs 

are designed to support the Department of Homeland Security (DHS) and the Federal Emergency 

Management Agency (FEMA) goals to help state and local response agencies prevent, mitigate, prepare 

for and respond to local, regional and national emergencies. The NFA serves as the USFA’s national focal 

point for advancing the professional development of fire service and emergency response personnel 

and allied professionals engaged in fire prevention and control, risk reduction, and life safety activities.

National Fire and Emergency Medical Services Program Division

The mission of the National Fire and Emergency Medical Services Program (NFEMSP) Division is to 

lead the USFA’s EMS, prevention, special operations, public awareness, outreach and communication 

efforts. The NFEMSP serves as the nexus for fire prevention and community risk reduction, EMS system 

advancement, and industry-wide collaboration for fire safety public education and communication. 

The NFEMSP leverages relationships with state, local, tribal and territorial (SLTT) partners, as well 

as private sector stakeholders who focus on data-informed solutions to the American fire problem, 

providing particular attention to at-risk vulnerable populations.

National Fire Data and Research Center Division

The mission of the National Fire Data and Research Center (NFDRC) Division is to lead the nation 

in aggregation, assembly, mining and analysis of data from various sources to identify and track 

contributing factors to the fire problem in the U.S. by distinguishing major problem areas, assisting 

in setting priorities, determining solutions, and monitoring and reporting the progress of programs 

to reduce fire loss. The NFDRC leads the USFA research programs in fire life safety and firefighter and 

EMS responder health, safety and operational effectiveness. The NFDRC collaborates with the FEMA 

Grants Program Directorate, the DHS Science and Technology Directorate and other federal partners, 

as well as national fire and EMS organizations, to design and fund research to address pending fire 

service issues. 
U.S. Fire Administration Landscape

5

National Emergency Training Center, Management, Operations and Support 

Services Division

The mission of the Management, Operations and Support Services (MOSS) Division is to manage, 

operate and provide administrative, functional and emergency support services to the National 

Emergency Training Center (NETC), which houses the USFA, NFA, Emergency Management Institute 

(EMI) and FEMA Office of the Chief Financial Officer staff. MOSS oversees and operates the NETC campus 

including campus maintenance, security, mailroom operations, duplicating services, real and personnel 

property management, warehousing, inventory, and all student services for both the NFA and EMI.

U.S. Fire Administration

NETC Management, Operations

and Support Services Division

Public Education and

Communication Branch

Emergency Medical Services

Branch

Prevention and

 Special Operations 

Branch

Training, Administration, 

Planning and Analysis 

Branch

Leadership and

Partnership Branch

Prevention Branch

Facility Management 

Branch

Business Operations

Branch

Response and Special

Operations Branch

Sept. 20, 2023

National Fire Academy National Fire and Emergency Medical 

Services Program Division

National 

Fire Data and Research Center

Student Admissions 

Section

HR and Policy 

Section 

IT Systems Section

Facility

Operations 

Section

Safety and 

Security

Section

National Fire Data Center

Research Branch

Office of Chief Counsel

Attorney Advisor

Fire Administrator

Executive Officer

Deputy Fire Administrator
U.S. Fire Administration Strategic Plan Fiscal Years 2024-2027

6

Stakeholder Engagement

In late 2022, the USFA met with major fire service 

organizations across the country to ensure the mission 

supports the current needs of fire and EMS responders. The 

stakeholder listening sessions revealed several opportunities 

for the USFA to better connect with the fire service at large 

and become more relevant. The opportunities identified are 

incorporated into this strategic plan. The topics deemed 

most important to external stakeholders included the 

following:

ĵ Leadership

ĵ Communication and collaboration

ĵ Relevance — modernize USFA

ĵ Data and research

USFA leadership held a town hall with all staff to ensure internal stakeholder perspectives were 

addressed in the new strategic plan. Staff spent a full day committed to open discussion and smallgroup targeted discussions to arrive at the main drivers for the strategic plan. Many of these topics 

matched the external stakeholder group and included the following:

ĵ Internal communication 

ĵ External communication

ĵ Workforce 

ĵ Research and innovation 

ĵ Business processes/resources 

Based on these internal and external sessions, the USFA Strategic Plan for 2024-2027 was developed. 
Strategic Plan Elements

7

Strategic Plan Elements

Building on FEMA’s 2022-2026 Strategic Plan, the USFA is leading by example and setting the standard 

for fire and EMS throughout the country. 

Federal Emergency Management Agency strategic framework

11 | Page

Strategic plan elements

Building on FEMA’s 2022-2026 Strategic Plan, the USFA is leading by

example and setting the standard for fire and EMS throughout the country.

Federal Emergency Management Agency strategic framework

U.S. Fire Administration strategic framework

This strategic plan creates a platform for the USFA to achieve its vision and

mission. The plan provides both strategic direction and operational focus.

America’s fire and EMS progress is greatly enhanced by the USFA’s efforts 

to take the lead on issues important to the fire service. The strategic goals

are the foundation for our work towards a fire-safe America. 

U.S. Fire Administration strategic framework

This strategic plan creates a platform for the USFA to achieve its vision and mission. The plan provides 

both strategic direction and operational focus.

America’s fire and EMS progress is greatly enhanced by the USFA’s efforts to take the lead on issues 

important to the fire service. The strategic goals are the foundation for our work towards a fire-safe 

America.
U.S. Fire Administration Strategic Plan Fiscal Years 2024-2027

8

Goals: Executive-Level Summaries

Goal 1: Establish USFA as the leader of the nation’s fire and EMS.

Raise the profile and overall relevance of the USFA in the eyes of the nation’s fire and EMS agencies 

and providers. Leverage the USFA strong leader reputation and position to draw the whole fire service 

together to work and speak with 1 voice on issues of importance. 

Goal 2: Prepare the nation’s fire and EMS services to prevent, prepare for, 

respond to and mitigate all hazards.

Leverage all components of the USFA to enable first responders and their agencies to prevent, prepare 

for, respond to and mitigate all-hazards day-to-day emergencies and large-scale disasters through 

data, research, education, training and communications. 

Goal 3: Inspire fire service and EMS research and technology innovation.

Leverage relationships with FEMA/Assistance to Firefighters Grants research grantees, DHS Science and 

Technology Directorate and other federal agency partners, relevant national organizations, research 

labs, and SLTT stakeholders. Lead or collaborate on research and technology innovation relevant to 

the fire and EMS services that can go from theory to practice in the field. 

Goal 4: Establish a prepared, resilient and engaged USFA workforce.

Sustain the organization by hiring and developing highly skilled diverse employees committed to 

quality service. Promote a high-performance culture, maintain a safe and positive work environment, 

and achieve organizational and individual excellence. Encourage and empower active employee 

participation which is essential to the successful pursuit of our described vision and mission.

With an “Employee First” principle, we will establish a 

prepared, resilient and engaged USFA!

— Dr. Lori Moore-Merrell

Photo courtesy of the National Fallen Firefighters Foundation.
Goals and Objectives

9

Goals and Objectives

Goal 1: Establish USFA as the leader of the nation’s fire and EMS. 

1.1 Enhance USFA’s external communication through strategic communications and stakeholder 

engagement. 

1.2 Engage national fire and allied organization leaders regularly, identifying new strategic partners 

and maintaining existing partnerships.

1.3 Lead the whole of the fire service with “One Voice” by branding this initiative with a whole-ofcommunity approach. 

1.4 Educate congressional leaders and the whole of government on the USFA and the American fire 

service’s challenges, needs and accomplishments, with regular congressional listening sessions 

and briefings. 

Goal 2: Prepare the nation’s fire and EMS services to prevent, prepare for, 

respond to and mitigate all hazards. 

2.1 Ensure responder education and training is available to assess community risks and address 

the variety of all-hazards incidents in the nation.

2.2 Engage with federal partners and external stakeholders to perpetuate climate change-driven 

responder education and training.

2.3 Provide continual professional development of fire and EMS personnel.

2.4 Promote diversity, equity and inclusion in fire and EMS.

2.5 Collaborate with federal partners and external stakeholders to promote emergency responder 

safety, health and wellness.

2.6 Engage national leaders to discuss new and emerging threats. 

Goal 3: Inspire fire service and EMS research and technology innovation.

3.1 Establish internal research expertise by recruiting and retaining the best and brightest in the 

state of science.

3.2 Collaborate with DHS Science and Technology, national laboratories, and other partners in the 

public and private arenas to prioritize first responder research initiatives.

3.3 Engage with national and global fire and EMS organization partners and researchers.

3.4 Modernize the National Fire Incident Reporting System (NFIRS) data system for enhanced data 

fusion and analytics.

3.5 Prepare the NFDRC to engage in geospatial and cloud-based environments. 

Goal 4: Establish a prepared, resilient and engaged USFA workforce.

4.1 Establish an employee-centric culture. 

4.2 Promote and sustain a knowledgeable and responsive USFA workforce. 

4.3 Improve USFA internal communication. 

4.4 Simplify and streamline current administrative processes and procedures. 

4.5 Empower USFA workforce to engage collaboratively. 

4.6 Foster a climate of innovative thinking. 
U.S. Fire Administration Strategic Plan Fiscal Years 2024-2027

10

2024-2027 Strategic Plan

A prepared and resilient fi re and emergency medical services

Goal 1:

Establish USFA as the 

leader of the nation’s fi re 

and EMS.

1.1 Enhance USFA’s external communication.

1.2 Engage national fi re and allied organization leaders regularly.

1.3 Lead the whole of the fi re service with “One Voice.” 

1.4 Educate congressional leaders and the whole of government 

on the USFA and the American fi re service’s challenges, needs 

and accomplishments.

#FireServiceOneVoice

Goal 2:

Prepare the nation’s 

fi re and EMS services 

to prevent, prepare for, 

respond to and mitigate 

all hazards.

2.1 Ensure responder education and training is available to 

assess community risks and address the variety of all-hazards 

incidents in the nation.

2.2 Engage with federal partners and external stakeholders to 

perpetuate climate change-driven responder education and 

training.

2.3 Provide continual professional development of fi re and EMS 

personnel.

2.4 Promote diversity, equity and inclusion in fi re and EMS.

2.5 Collaborate with federal partners and external stakeholders to 

promote emergency responder safety, health and wellness.

2.6 Engage national leaders to discuss new and emerging threats. 

Goal 3:

Inspire fi re service 

and EMS research and 

technology innovation.

3.1 Establish internal research expertise.

3.2 Collaborate with DHS Science and Technology, national 

laboratories, and other partners in the public and private 

arenas to prioritize fi rst responder research initiatives.

3.3 Engage with external fi re and allied national organization 

parnters and researchers.

3.4 Modernize NFIRS for enhanced data fusion and analytics.

3.5 Prepare the NFDRC to engage in geospatial and cloud-based 

environments. 

Goal 4:

Establish a prepared, 

resilient and engaged 

USFA workforce.

4.1 Establish an employee-centric culture. 

4.2 Promote and sustain a knowledgeable and responsive USFA 

workforce. 

4.3 Improve USFA internal communication. 

4.4 Simplify and streamline current administrative processes and 

procedures. 

4.5 Empower USFA workforce to engage collaboratively. 

4.6 Foster a climate of innovative thinking. 
Measuring and Achieving Results / U.S. Fire Administration Actions Beyond the Strategic Plan

11

Measuring and Achieving Results

As a part of our strategic implementation plan, each objective is assigned a point of contact (POC) 

responsible for creating actions, initiatives and milestones to accomplish the objective. The POCs 

will record progress toward the accomplishment of each milestone. Meeting the established goals 

and objectives will provide a measure for the overall successful implementation of the strategic plan.

U.S. Fire Administration Actions Beyond the 

Strategic Plan

The USFA is mission ready and involved in several significant programs and projects. These efforts 

include engagement both internally and externally, all to bolster the nation’s fire and EMS responders’ 

capacity, capability and overall operational performance as they respond to all hazards. 
U.S. Fire Administration Strategic Plan Fiscal Years 2024-2027

12

Wildfire

FEMA, USFA, the U.S. Forest Service (USFS), the U.S. Department of the Interior (DOI) and other partners 

are leaning into the national cohesive strategy including resilient landscapes, fire-adapted communities 

and effective response capabilities. Together, we are helping to lead the new Wildland Fire Mitigation 

and Management Commission statutorily required to deliver workable solutions to Congress. 

We must create safer communities by implementing and enforcing codes and standards especially in 

the WUI and for underserved and vulnerable populations by advocating for housing that is affordable 

and fire safe.

The Wildland Fire Mitigation and Management Commission brings together and aligns emergency 

managers, fire protection and public safety officials, planners, scientists, technology experts, and 

whole community resilience stakeholders to work with our partners in natural resources and land 

management. Our collective efforts will reduce wildfire risk and the impacts to communities and 

natural resources.

There are 2 other wildfire work groups addressing the expanding climate-driven wildfire challenge. 

These groups are the Wildland Fire Leadership Council (WFLC) and the Federal Interagency Working 

Group (IWG). 

Wildland Fire Leadership Council

The WFLC membership includes 19 federal, tribal, state and local members. WFLC members act as 

coordinators to implement the National Cohesive Wildland Fire Management Strategy along with 

information sharing and scoping issues. The strategy focuses on action by federal and nonfederal actors. 

Federal Interagency Working Group

The IWG, made of up 17 federal departments and agencies, including FEMA, brings a comprehensive 

and coordinated all-of-federal government approach to wildfire resilience. The group focuses on 

executive agency action.
Data Modernization

13

Data Modernization

The USFA’s NFDC is intended to provide accurate nationwide analysis of the fire problem, identify major 

problem areas, assist in setting priorities, determine possible solutions to problems and monitor the 

progress of programs to reduce fire losses. Due to the extremely outdated legacy data system known 

as NFIRS, antiquated technology, and the indifference of the nation’s fire service toward continued 

contribution to a relatively obsolete system, the USFA is unable to deliver on its charge. 

The USFA mission is hindered by a lack of credible and timely data from the nation’s fire and EMS first 

response services. As a result, the USFA is ill-prepared to support and strengthen responders and 

cannot report on the nation’s fire problem. This applies to first responder preparedness and national 

readiness for initial disaster response. Without sufficient quality data on community risks, capacity 

of our fire and EMS departments suffers. They are unable to report on or make crisis management 

decisions around responder and civilian injuries, fatalities, property saved and causes of fire. 

There are major gaps between the current/legacy system and the requirements for a new, modern 

platform that will readily inform community emergency response capacity and capabilities for 

day-to-day incidents and large-scale disasters. Due to the limitations with the current legacy system, 

the quantity, quality and timeliness of NFIRS data submitted by states and local fire departments is 

inadequate. The current antiquated system’s outdated code is not interoperable with modern systems, 

and regular fixes are costly. The legacy system is hosted with on-premises servers within the FEMA 

infrastructure and mandated to be shut down by 2025. 

Further, the legacy system is not cloud-based, has a minimally acceptable level of security and does 

not have the capability for direct data capture, geolocation, analytics, dashboard reporting or data 

exchange via application programming interfaces (APIs). Gaps in the data standard used by the legacy 

system limit wildland fire data, community risk reduction factors and timeliness of data reporting. In 

addition to the gap in emergency resource capability assessment noted above, the lack of accurate, 

complete and timely all-hazards incident data means the federal government and SLTT agencies are 

ill-informed and unprepared to identify the nation’s fire problem or the risks involving other hazards. 

Finally, the current NFIRS cannot share data with federal, SLTT, private sector or other equities via 

modern and dynamic APIs. 

Data modernization solution

As we look to the future, the USFA is seeking new ways to address our 

evolving challenges. An important element of this progression is the 

USFA’s ability to collect, analyze and report actionable information 

in a timely manner. Working with the DHS Science and Technology 

Directorate, we are developing a new, modern cloud-based data 

and analytics platform, known as the National Emergency Response Information System (NERIS). 

Additionally, we are developing an updated and streamlined core fire data standard that serves as 

the foundation for interoperability and data exchange with the new NERIS platform. Once developed 

and launched, the NERIS platform will replace the legacy NFIRS. 

The goal of NERIS is to empower the local fire and emergency services community by equipping them 

with near real-time information and analytic tools that support data-informed decision-making for 

enhanced preparedness and response to incidents involving all hazards. NERIS will enable rapid 

integration and analysis of the best available and most authoritative data from a multitude of sources, 

now and in the future, including computer-aided dispatch systems, geographic information systems, 

physical and field sensors (e.g., Internet of Things), records management systems, APIs from other 
U.S. Fire Administration Strategic Plan Fiscal Years 2024-2027

14

systems, and data services from entities such as the National Weather Service/National Oceanic and 

Atmospheric Administration, Centers for Disease Control and Prevention, and the Department of 

Agriculture. It will also minimize the burden on emergency responders performing data entry while 

providing them with high-value incentives through user-defined and actionable analytic tools that 

support intelligence-led decision-making at the local level.

NERIS will provide automated analytics to enable self-service dissemination of summary data and 

the decision support tools for the nation’s fire challenges to our SLTT stakeholders, as well as other 

interested persons such as those in academia and the private sector. To support this process, USFA 

staff will ensure the translation and usability of data and complex analyses from the NERIS platform. 

Additionally, data scientists and engineers nationwide will be able to leverage the data from this 

platform to conduct research and disseminate reports to both the fire service and decision-makers 

at all levels of government. 

The vision is that a new National Fire Information and Analytics Platform (the platform) will be the 

premier source of information on the nation’s fire problem and on the SLTT fire services’ capacity and 

capability to handle the problem effectively, efficiently and safely. This approach aligns with and will 

measurably advance FEMA’s Strategic Plan in 3 areas. 

1. Instill equity in access to timely and quality information for fire departments, firefighters and the 

public. 

2. Lead the community in resilience by ensuring the availability of data to inform prevention and 

preparedness efforts and assess overall capability of frontline response agencies. 

3. Support and sustain a prepared nation through data-informed training and measuring readiness 

of frontline agencies and first responders. 

The modernized platform and resulting datasets will empower the fire and emergency services 

community nationwide, along with USFA, FEMA, the Department of Agriculture/USFS, DOI and other 

entities by equipping them with an empirical basis for decision-making. Use of the platform will provide 

the community with new, more reliable predictive analytics to support enhanced preparedness and 

response to all-hazards incidents, WUI events, community risk reduction efforts, climate change 

threats and associated resilience and mitigation efforts, and future pandemic emergency response 

resource preparedness. 

The new platform will be flexible and adaptable to the changing needs of the local fire service and 

first responders nationwide to ensure equity of service availability at the most local level and to 

enable local fire departments and emergency response agencies to access and use their own data 

for data-driven informed decisions.
The National Strategy

15

The National Strategy

The fire problem in America was addressed in 1947 by President Harry S. Truman after several horrific 

fires with tremendous loss of life. 

In 1968, the Fire Research and Safety Act created the National Commission on Fire Prevention and 

Control, with a mandate to examine the nation’s fire problem and formulate recommendations for 

improving fire safety. This led to the 1973 “America Burning” report, which set the course for efforts 

in the latter part of the 20th century to reduce the effects of fire. We are nearly one-quarter of the 

way through the 21st century, and America is still burning.

Driven by an urgency to meet these risks head-on and save lives, the USFA recently held a National 

Summit on Fire Prevention and Control in coordination with the leadership of national fire service 

organizations. Together, we assessed the fire problem including the challenges faced by firefighters 

in the U.S., and we formed a national strategy to address the identified challenges facing our nation’s 

fire service. These strategies include:

Fire

Prevention

and

Control

Impact of 

Climate Change

Prepare firefighters 

and communities 

for climate-driven 

events.

Recruitment

Retention

Invest in 

recruitment and 

retention initiatives.

Firefighter Cancer

Establish a

comprehensive

firefighter cancer

strategy.

Mental Health

Provide mental

health and

well-being resources

to firefighters.

Codes/Standards 

Create safer

communities by

implementing and

enforcing codes and

standards.

Whole of 

Government 

Employ a proactive

approach to 

address threats 

to nation.
U.S. Fire Administration Strategic Plan Fiscal Years 2024-2027

16

National strategy

ĵ Prepare all firefighters for the climate-driven increase in wildfires in the WUI by providing them 

with the proper training and equipment.

ĵ Invest in a national apprenticeship program to address the firefighter shortage and make the fire 

service more diverse and inclusive.

ĵ Establish a comprehensive firefighter cancer strategy that invests in research, provides access to 

screening for firefighters and reduces and eliminates exposure to dangerous contaminates such as 

carcinogens or “forever chemicals,” which have been linked to cancer and other health problems. 

ĵ Provide behavioral health resources and suicide prevention initiatives for all firefighters.

ĵ Create safer communities by implementing and enforcing codes and standards, especially in the 

WUI and for underserved and vulnerable populations by providing affordable and fire-safe housing. 

The summit was the beginning of a comprehensive and strategic approach to addressing these 

challenges. 

Photo courtesy of the National Fallen Firefighters Foundation.
The International Strategy

17

The International Strategy

In support of the USFA mission and 4 strategic goals, the fire administrator’s office established a new 

International Affairs function. Crisis management, first responder challenges and firefighting as a 

discipline pull together a global community — one in which the USFA is pleased to engage and proud 

to have new as well as bolstered relationships. 

2022 and 2023 highlighted for the entire world the urgency of supporting one another, building 

capacity, and working “stronger together.” With global disasters increasing in intensity and frequency 

and climate-driven impacts and energy transfers on the rise, building an International Affairs arm of 

the USFA filled a gap. 

The USFA senior leaders and staff support international engagements at the NETC for classes, exercises 

and leadership dialogues. USFA is engaged around the world to share knowledge, hold technology 

transfers and engage with fire service officials on the global stage.

2023 is the preparatory year for an inaugural World Fire Congress scheduled for 

early 2024. Hosted by the USFA, this engagement is supported by the DHS and 

National Security Council. Fire service leaders from around the world will meet for 

the first time in Washington, D.C., creating a global fire services network. During 

this event, the participants will sign a commitment charter, dedicating themselves 

and their nations to supporting the initiative and meeting every 2 years.

In addition to the World Fire Congress, USFA leaders and experts engage broadly 

with foreign partners in working groups, conferences and visits. The USFA works closely with the 

Department of State as we identify areas of collaboration with different regions around the world. 

World Fire

Congress
U.S. Fire Administration Strategic Plan Fiscal Years 2024-2027

18

Conclusion

Despite our vast technological advances, these truths remain: During a fire today, you have less time 

to safely exit your burning home than at any time in history. Your chance of dying in a fire today is 

higher than 40 years ago.

Fire deaths, injuries and displacement disproportionately affect lower income communities and people 

of color. Safe and affordable housing should not be mutually exclusive. A compounding problem in 

cities across America is that those who survive are displaced long term or become homeless 

due to a lack of personal or local resources. 

Additional fire facts

ĵ Technology including micromobility products powered by lithium-ion batteries are providing a 

new wave of fire causes.

ĵ Automatic fire suppression systems like sprinklers save lives, yet resistance to these devices remains.  

ĵ 99 million people or a third of the U.S. population now live in the WUI environment, yet most have 

no idea what the WUI is or the dangers that it poses. 

ĵ Fire departments across the United States, both career and volunteer, are experiencing dramatic 

personnel shortages. This situation is a national problem and without intervention will continue 

to degrade the ability to meet emergency call volume demand throughout the country. We must 

invest in initiatives that encourage individuals to become active in career and volunteer fire service 

organizations in roles ranging from firefighter to emergency medical technician, paramedic, 

inspector, investigator, plans examiner, data analyst and community risk reduction expert. 

Fire is everyone’s fight. The USFA cannot do it alone. We need every national, state and local 

fire service agency to engage. We also need every individual to act to make themselves savable. 

Whether it is a smoke alarm, a fire sprinkler or closing the doors, help firefighters help you. 

Together we can save lives.
Acronyms

19

Acronyms

API application programming interface

DHS U.S. Department of Homeland Security

DOI U.S. Department of the Interior

EMI Emergency Management Institute

EMS emergency medical services

FEMA Federal Emergency Management Agency

IWG Interagency Working Group

MOSS Management, Operations and Support Services

NERIS National Emergency Response Information System

NETC National Emergency Training Center

NFA National Fire Academy

NFDC National Fire Data Center

NFDRC National Fire Data and Research Center

NFEMSP National Fire and Emergency Medical Services Program

NFIRS National Fire Incident Reporting System

POC point of contact

SLTT state, local, tribal and territorial

USFA U.S. Fire Administration

USFS U.S. Forest Service

WFLC Wildland Fire Leadership Council

WUI wildland urban interface
16825 South Seton Ave.

Emmitsburg, MD 21727

usfa.fema.gov

January 2024