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REGISTER NOW FOR THIS HIGHLY ANTICIPATED CONFERENCE PARTNERED WITH THE LOUISIANA FIRE CHIEFS. 2 SHOWS FOR THE PRICE OF 1!
Did you know that we’ve been holding this annual conference & vendor exhibit event for over 40 years? Did you also know that our conference has the most consistent and loyal exhibitors and sponsors of ANY divisional conference? Thanks to our loyal corporate sponsors working with us we have been able to see the birth of new programs and development of higher quality equipment, online and live training programs, access to thousands of relevant training programs and….awareness of the many health issues that firefighters and EMT’s battle long after the job is done.
HATS OFF TO YOU FOR LISTENING, UNDERSTANDING, RESEARCHING AND DELIVERING exactly what we need. But our job isn’t done. And thanks to you for giving us the tools we need to continue to advance the skills our firefighters of tomorrow will need.
Questions? Please contact Lisa Moatts @ (843)330-6615 or connect with our Facebook page https://www.facebook.com/executiveleadershipconference/ and message us. We usually respond within 2 hours.
WITH INCREDIBLE RESPECT AND APPRECIATION FOR WHAT YOU DO FOR OUR COMMUNITY….THANK YOU!
DISCRIMINATORY HARASSMENT TOPS LIST OF
LEXIPOL’S 2018 FIREFIGHTER TRAINING TOPICS
Issues of sexual harassment, bullying and retaliation have received increasing attention in the fire service in recent years. So it’s no surprise that discriminatory harassment was the top training topic represented in Lexipol’s Daily Training Bulletin (DTB) program for fire departments in 2018.
Departments using the DTB program had access to 120 unique firefighter training bulletins last year, providing nearly 4 hours of training. Lexipol strives to keep the training program closely associated with issues making headlines in the fire service.
An end-of-year summary from Lexipol organizes the training topics into 11 main categories and more than 100 subtopics. General Operations accounted for 26% of the DTBs, featuring subtopics such as fireground accountability, emergency driving and hazmat response. Personnel topics accounted for 21% of the DTBs issued. In addition to discriminatory harassment, this category includes subtopics such as modified duty assignments, promotions and transfers, and outside employment. Safety (9%) and Training (8%) were the third- and fourth-highest categories, respectively.
DTBs use a proven system of realistic and verifiable training to expose firefighters to their department’s policies and help them apply policy to real-world situations. The bulletins are authored by Lexipol’s Training Team and use scenarios to bring policy to life and enhance firefighter understanding of their policies.
“Our Training Team members are current and former fire department instructors, so we benefit from a wealth of practical knowledge relating to critical topics such as firefighter safety, technical rescue, and conduct and behavior,” says Don Weaver, Training Director for Lexipol. “We design our training bulletins to focus on a specific aspect of the department’s policy and present them in the form of scenarios because we know this helps enhance learning retention— the firefighters are being asked to consider how their policy works in the real world.” The DTB program also takes into consideration current events and emerging trends.
To access the complete listing of 2018 topics, click here.
Sign up to receive email updates from Lexipol, strategic partner of the Southwestern Division IAFC members.
The Southwestern Division board has been busy with events and state-related activities.
President Shauwn Howell of Pine Bluff Fire Department attended the opening session of the Leadership Academy in Lafayette.
He was joined by IAFC Director Roy Robichaux of Plaquesmines Parish, and Executive Director Moatts to welcome the attendees of the 3rd annual Leadership Academy.
President Howell also attended the LFCA annual spring conference held in Bossier City. The LFCA is a very active organization within the state of Louisiana as well as the Southwestern Division. President Howell is very active in the Southwestern community
Bienvenue en Louisiane
WHAT: 3rd Annual IAFC-SW Division Leadership Academy Symposium
WHERE: Louis F. Babin Institute of Fire Training, 300 N. Dugas Road, Lafayette, LA
WHEN: Tuesday, March 12, thru Thursday, March 14, 2019 at 8:30 a.m.
DETAILS: Lafayette Fire Department will host the International Association of Fire Chief, Southwest Division, Leadership and Coaching Academy this week at our training facility. 1 Smart Career consulting firm partnered with IAFC to bring this cutting edge leadership academy designed for members of the fire service. Twenty-two fire chiefs and officers from the southwest division of IAFC will be in attendance including members from Lafayette Fire. The academy will begin with a 3 day symposium on topics of leadership, coaching, and mentoring. It will be followed by 4 months of online courses.
Fire Chief Robert Benoit is a member of the IAFC. He is also the 1st Vice President of the IAFC’s Southwestern Division. IAFC is a prominent organization in the fire service providing leadership to fire departments throughout the United States and Canada. Chief Benoit welcomed the opportunity to have Lafayette serve as a host site. After reviewing the course programming, he was encouraged with the depth of training and believed the outcome to be very beneficial to his members and the fire service in general.
Fire officers from 5 states; Louisiana, Texas, Arkansas, Oklahoma and Minnesota spent 3 days in Lafayette March 12, 13 & 14 for our 3rd annual Hi-Performance Leadership Academy Symposium. Each year since 2016 the Southwestern Division has partnered 1 Smart Career’s Kelly Walsh and Dan Jones to host a 6 month combined real and virtual classroom to deliver exemplary leadership skills to the officers.
There will be a graduation ceremony held for the officers who complete the course. The ceremony is held in conjunction with the Executive Leadership Academy in October.
“Laissez les bon temps rouler.”
At the conclusion of the academy, there was a special treat for the students and instructors. The officers from Plaquesmines Parish Fire Department worked with the host to show everyone what real cajun food is all about
Super Bowl LIII comes to the south playing in the new Mercedes Benz Stadium February 2, 2019. The players and coaching staff of both teams have been preparing for this important game all year. Atlanta Georgia has been preparing for this as well for the past 2 years. City and county municipalities, first responders, emergency personnel, fire departments along mutual aid from outlying areas have come together to with an incident command playbook that is perhaps just as important as the playbook of either football team. This orchestrated effort to assure safety and security of the players, coaches, fans, visitors etc. is short of phenomenal.
On Sunday, two teams and hundreds of thousands of fans will descend on Atlanta, Georgia for the 53rd Super Bowl. Those players and fans will be protected by some 600 employees of the Homeland Security Department and a host of technology provided by the city and the federal government.
“Our Atlanta-area public safety team has done an outstanding job in developing their plan for this weekend’s activity,” Homeland Security Secretary Kirstjen Nielsen said during a joint press conference Wednesday. “You can rest assured they have thought of every contingency and have worked extraordinarily hard to make this a safe and secure gameday.”
Homeland Security and FBI officials worked with local law enforcement to plan day-of operations and made recommendations to bolster security at the event, including “more than 100 different physical and cybersecurity assessments,” Nielsen said.
“In addition to what the human talent affords us, we also are relying heavily on technology. And everyone that has come to the table has brought some shape or form of that for us to leverage,” Atlanta Police Chief Erika Shields said.
Nick Annan, special agent in charge of the Homeland Security Investigations unit for Immigration and Customs Enforcement in Georgia and the lead federal security coordinator for the Super Bowl, enumerated some of those technologies being employed.
“Numerous DHS agencies involved in Super Bowl LIII have committed in excess of 600 assets, which include: special agents, pilots, K9 dogs, handlers, advanced cargo and vehicle screening technology, special response teams, magnetometer screening trainers, air assets, mobile command centers, anti-human trafficking, counterfeit ticket and merchandise investigative teams, consequence management, bio-watch screening, you get the idea,” Annan said during the press conference.
See more from the DHS secretary Kirtjen Nielsen https://www.cbsnews.com/news/dhs-secretary-kirstjen-nielsen-briefs-on-super-bowl-security/
As part of a partnership with the Gary Sinise Foundation’s First Responder Outreach, Verizon has profiled a dozen different NFL stars, from quarterback AJ McCarron to Green Bay Packers linebacker Clay Matthews — all of whom have been saved by a first responder at some point in their lives. Each story, shared along with many more at AllOurThanks.com, shows support for a community that not only saved 12 athletes’ lives but serves around the country on a daily basis.
Football fans — any any others — who have been helped by first responders or merely want to pay tribute to their service are encouraged to visit AllOurThanks.com to share their stories or contribute to the cause. They’ll also catch a glimpse of Verizon’s full-length, CBS Sports Network-created documentary, “The Team That Wouldn’t Be Here,” set to air Monday, Feb. 4 (the day after the Super Bowl) at 9 p.m., with the touching Super Bowl LIII ad campaign.
Chief Clark selected out of dozens of applicants.
Harold Clark selected into 2019 Fire Service Executive Development Institute!
Please join me in congratulating Battalion Chief Harold Clark in being selected by the International Association of Fire Chiefs to attend the Fire Service Executive Development Institute. This leadership development program will provide new and aspiring chiefs with the
tools they need to have successful and productive tenures.
The International Association of Fire Chiefs (IAFC) announced that Battalion Chief Harold Clark
of Pine Bluff Fire & Emergency Services has been accepted into the Fire Service Executive
Development Institute (FSEDI). Chief Clark competed with new fire chiefs and chief officers from across the country and Canada to become a member of the 2019 cohort program. Along with being accepted into the program Chief Clark has been awarded a scholarship which covers the expenses for attending the program.
Chief Harold Clark Jr’s credentials helped him stand out above the other candidates.
Battalion Fire Chief Harold Clark, Jr., is an Arkansas native that started his fire service career with Pine Bluff Fire & Emergency Services in July of 2000.
Chief Clark started out as a firefighter and was one of the first Emergency Medical Technicians in the department, and has
had increasing rank and responsibilities with the department throughout his career.
Chief Clark is a 1992 graduate of Watson Chapel High School.
MBA degree in Public Administrations from Webster University, and a BA degree in Criminal Justice from the University of Arkansas at Pine Bluff; AAS Degree in Fire Science from Southeast Arkansas College
Chief is a 2010 graduate of Leadership Pine Bluff, a 2015 graduate of the Federal Bureau of Investigations (FBI) Citizen’s Academy, and a 2016 graduate of the Carl Holmes Executive Development Institute (EDI).
Chief Clark has numerous certifications such as:
▪ Emergency Medical Technician
▪ Hazardous Materials Technician
▪ CPR Instructor
▪ EMT Instructor
▪ Certified Training Officer
▪ Certified Fire Instructor
▪ Certified Fire Investigator
▪ Certified Specialized Law Enforcement Officer
▪ Homeland Security Liaison Officer
Chief Clark was PBF&ES’s second Public Information Officer and liaison to the Fire Chief. He currently serves as an adjunct Instructor for the Arkansas Fire Academy, and is a member of the Pine Bluff Chamber of Commerce, Fraternal Order of Firefighters, Arkansas State Firefighters
Association, Alpha Phi Alpha Fraternity Inc., Delta Mu Delta, NAACP, Toastmasters International, Black Chief Officer’s Committee, and the International Association of Black Professional Firefighters.
Also, Chief Clark is a board member of the Jefferson County Drug
Court, Criminal Justice Advisory Board, Pine Bluff Parks & Recreation Advisory Board, and a member of the Chamber of Commerce Chairman’s Club.
This is the seventh year that the Motorola Solutions Foundation has provided the IAFC with a grant to fund the program. “The Motorola Solutions Foundation recognizes the critical role of
fire chiefs at the regional, state and national level,” said Matt Blakely, executive director of the Motorola Solutions Foundation. “We remain committed to supporting the education and development of emerging leaders in fire service to ensure they are successful in protecting the
communities they care about.”
The Fire Service Executive Development Institute is a year-long leadership-development program created and implemented by the IAFC to provide new and aspiring chiefs with the tools they need to have successful and productive tenures. The members of the cohort will meet in January 2019 for their first six-day session in addition to two other sessions scheduled six
months apart. The group will communicate between sessions using an online community.
Pine Bluff Fire Chief Shauwn Howell said “Chief Clark is a dedicated, loyal and invaluable
employee of PBF&ES. I am very proud and supportive of what he has accomplished and continues to achieve in his career. I sincerely admire his desire to obtain professional development opportunities that enhance himself, PBF&ES and the community he loves and has
served for nearly two decades. There is no doubt in my mind that one day he will be selected as a Fire Chief to lead a department of his own.”
“Congratulations to this year’s cohort of emerging fire and emergency service leaders,” said
Chief Dan Eggleston, IAFC president and chairman of the board. “The IAFC’s Fire Service Executive Development Program has become the premier career- and leadership-development
program in our profession thanks to the generous support of the Motorola Solutions Foundation. Many officers from the previous programs have been successful in achieving fire chief positions
and are effectively leading their departments.”
By: Bob Norton, performance management specialist & consultant
Is performance management a pain for your organization or is it a power behind your organization?
When I first started working with fire departments, cities, utility districts and municipalities years ago I noticed common problems that each organization faced. These problems were sometimes intense and severe; other times they were just daily irritants. No matter the size or scope of these common problems, they created for each organization a reminder as to the need to get “serious” about performance management.
What is performance management? It is a combination of individual, team and organization goals moving in the same direction. It ensures that the employees and leaders are empowered to perform at their optimum level. It enhances communication and consistency within the whole organization.
Do any of the following common problems reflect your organization?
- Consistency between shifts, stations, and leaders
- Communication from Leadership does not get all the way to the first level employees
- Employees taking things personally
- No common goals on an ongoing basis
- No clear expectations for each position
- No accountability for lazy leaders
- No consequences for high performers or low performers
- Lack of follow-up and follow-through
- Ineffective Performance Reports/Reviews
If you can relate to any of the above common problems then performance management is essential to your organization.
What I found in each organization was a lack of clear understanding as to what leadership and performance management was all about. Many times individuals were placed in leadership because of tenure or expertise in a certain area, but they lacked proper leadership skills and focus. They tended to be more subjective in their leadership and not objective. They based their leadership on how they felt or what they thought about an employee and they missed the target of what they truly get paid for as a leader.
Every leader gets paid for results. They get the results through the only unlimited resource they have – the people that are a part of their teams. The truth about leadership is that every leader must get the most of each of their employees, and help those employees be the best they can be in their specific positions.
Leadership of these organizations also misunderstood the best motivator for employees in the workforce. They thought money was the best motivator but they found out once they paid the employee a certain amount within a short time the employee wanted more. I ask leaders every week, “What is the number one motivator?” I will get all kinds of responses but the number one motivator for employees is achievement. If we achieve something we are motivated, if we spin our wheels and get nothing done we are dragging by the end of the day. The number two motivator is recognition. Therefore, if a leader is recognizing achievement on an ongoing basis then employees will stay motivated.
Another problem that was very common was a lack of an agreement of expectations. Everyone in the organization had an idea as to what a specific position was to do but they did not have a clear agreement as to expectations. Therefore, performance was up and down continually. If an employee was motivated internally then the performance would be more up then down. However, most employees lacked the internal motivation and the performance was only up when a leader was micromanaging an employee, which created additional problems.
The fact is that most employees want to do a great job. Tension and conflict in the workplace occurs when the leader’s expectation differs from the employees’ expectation.
For example, an employee was trying to do a good job (their expectation) and was upset when they found out that leader wasn’t pleased with the outcome (differing expectation). Whose fault is that? Answer: the organizational leadership.
If the organization requires that everyone agrees on the expectation of each position, the tasks required in that position and how those tasks should be accomplished then there is little reason for conflict. Additionally, as the organization scales, or experiences turnover, the organization need not start from scratch again and again because the organization is not held together by individuals, it is held together by its own structure. Finally, most of the organizations conducted performance reviews once a year because they “had to”, and they were a PAIN! Leaders could not remember what happened 11 months ago, or 6 months ago; therefore, they usually responded to “how they felt” about an employee over the 4-5 weeks before the performance review was due. Also, the organizations would use the same performance review for every position within the organization and therefore specific areas important to specific positions would be missed in the review. Leaders would tell me how they dreaded the reviews and detested having to fill them out. The insecure leaders not wanting to offend an employee would give the employee good scores, but then complain the rest of the year about the employee. The major problem with these performance reviews was the subjectivity of them. They were based on the leader’s feelings and thoughts and not the employee’s actual performance.
Performance management systems and the associated annual performance reports have long been deemed a necessary but cumbersome process. The performance reports often have unnecessary complexity, the time they take and the frequently onerous format and content result in low or ineffective utilization. Most annual performance reports end up formally documenting specific issues from the recent past and vague comments mixed with editorials about the preceding fifty weeks. This questionable content is biased heavily by the mood of the leader and their relationship to the employee at the time of review. The annual performance report often ends up being inaccurate, soft or unnecessarily punitive, rather than an effective motivator. This usually leads to conflict, not improved performance.
What’s the Answer?
Tenzinga Performance Management system is the answer! It is an online active performance management system. It is a system that can be accessed from anywhere there is an internet connection. Each problem mentioned above is addressed through the use and implementation of Tenzinga.
TENZINGA Performance Power™ is the solution to the performance management problem. TENZINGA has developed a revolutionary performance management system that is based on decades of research and carefully addresses the failures of all traditional performance management systems. TENZINGA Performance Power™ offers leaders a simple roadmap to successfully manage both exceptional and underperforming employees. TENZINGA enables leaders and executives alike, to evaluate and recognize achievement of employees on a constant basis in a matter of seconds, turning recognition into results. With TENZINGA’s Follow-up & Follow-thru process, leaders will ensure that problem areas are identified, addressed and corrected.
Employees are invigorated on a consistent basis and challenged to perform at an elevated level throughout the year. Employees on TENZINGA Performance Power™ have clearly defined expectations for their position and know exactly what it will take to meet and exceed those expectations. They have the knowledge, ability and desire to work with leadership to create plans for their future, and then target their efforts to attain it.
Clients of Tenzinga have stated that Tenzinga Performance Management has effected morale in a very positive way:
“TENZINGA Performance Management has contributed greatly to our organization’s morale”
“The TENZINGA Performance Management system has improved our staff morale”
“We have found that the TENZINGA Performance management system has assisted with key employee retention”
“Tenzinga creates an environment for success”
“Tenzinga is a Bachelor’s Degree in a box!”
How Does It Work?
Each position within the organization has tasks, standards and measurements developed and implemented within the Tenzinga Performance Management system. Each leader enters a minimum of once a month a performance log for the employee. This performance log is objective and is focused on what the employee has done and not how the leader “feels” or “think” about the employee’s performance.
The employee always knows up to the minute how they are performing in their specific position. They are alerted as to a performance log has been submitted for them.
Clients respond with comments regarding the ongoing performance logs:
“With the TENZINGA Performance Management system our employees are always up to date with their performance ratings”
“Everyone has been very prompt in completing performance logs every month and the regular feedback is helpful”
“I really believe the system forces (in a good way) managers to be more cognizant of how they communicate and the importance of writing dialog.”
“I personally love the fact that we can document actions immediately so that we can guide staff in the best direction as time passes instead of in arrears.
“I like the system and I think it helps supervisors evaluate subordinates in a timely matter instead of semi-annually.”
Since the employee has received objective feedback from their leader throughout the year, the Annual Performance Reports take only minutes to complete at the end of the year. Performance Reports are saved to each employee’s dashboard for easy access by the employee or the leader.
Users of Tenzinga have endorsed the Performance Reports with the following comments:
“The TENZINGA Performance Management system has greatly reduced the time it takes to produce a professional performance report.”
“The TENZINGA Performance Management system produces a performance report that is fair to all employees, and cuts out the subjective opinions.”
“The TENZINGA Performance Management system has cut our supervisors’ performance report completion times in half”
Tenzinga is known as a “wind-shield” and not a “rear-view mirror” system; meaning, the time that a leader spends with an employee at the end of the year is looking ahead and not behind. The focus is on the Development Plan that is a part of the Tenzinga system. It allows the leader and employee to build an “action plan” for the year on how the employee will improve in the core competencies/values of the organization. It also has a succession planning module in it.
There are also Leadership Forms that assist the Leader in Coaching, Mentoring and Counseling.
Tenzinga Performance Management system builds an Org Chart for your organization that enables employees and leaders to view the organization and employees as a whole team.
The structure of Tenzinga allows the General Manager to see down through the organization. It produces a transparency that exposes lazy leaders and ensures communication is active and effective.
Clients have enjoyed the Org Chart feature by stating:
“I have enjoyed using the org. chart in the TENZINGA system to determine who to call for things. It was an added unexpected bonus.”
“Tenzinga has allowed me as a manager to see that my leaders are doing their job as a leader, and are engaging with their employees continually.”
Performance management does not have to be a pain, but it can be the power behind great success. Leaders and organizations that want to become more than just a mediocre functioning entity realize the importance and vital significance of having an effective ongoing performance management system. The challenge is being open to a culture and organizational change that causes every position within the organization to strive for excellence on a daily basis.
If your organization desires to move to a higher level of performance and achieve greater results then please give us a call at 615.647.8230 or email us at firstname.lastname@example.org for more information.
back row left to right: Bert Norton, David Dayringer, Michael Daniels, Tom Bradley, Dennis Pacheco
front row left to right: Roy Robichaux, Randy Parr, Shauwn Howell, Robert Benoit, James Fullingim
not pictured: Chad Roberson, Gregg Loyd,
The current board of directors took the oath of office during the
2018 Executive Leadership Conference & Expo in Fayetteville, Arkansas
The education was focused on preparing our officers for the next step in their fire service career…..the commanding officer, training chief, division chief, batallion chief or department chief. Fire chiefs around the country are beginning to retire at higher rates than in the past, taking with them years of education, training and experience gained during possibly the most pivotal time in fire and ems history!
We are proud to offer top notch speakers and educators to help our members evolve with the times and changes in the fire service.
The Board of Directors approved the 2019 financial budget prior to the end of 2018. The proposed budget was submitted by secretary/treasurer James Fullingim and executive director Lisa Moatts to the full board December 20th. The budget was unanimously approved by the deadline of December 28, 2018.
Highlights of the new budget include training programs to be made available to the Southwestern membership. The idea of the training program is to deliver to member fire departments within the SW Division a selection of training that best suits their needs. Please stay posted to our website for more information The board has selected a team of 5 committee members, 1 from each state to assist the board in site selection, education offerings, speakers etc.
Another aspect of the budget is to provide the means necessary to have 1 of our executive board members travel to one of the state conferences on behalf of the IAFC-SW Division. Your state elected vice president will also be present representing the Division.
Other line-items in the budget include revenue from the Fire-Rescue GPO, Executive Leadership Conference and various rebate programs offered from our sponsors.
October 4, 2018
By unanimous vote, the IAFC-Southwestern Division elected to adopt a new 2-year strategic plan. The previous strategic plan’s final worksheet
was discussed at the BOD meeting in Fayetteville October 2, 2018. The new plan was reduced into 3 main goals: Lead, Educate Serve
Please see the Strategic Plan below. Or you may visit our governance page to download a copy for your files.
Goal # 1: “To LEAD”
To LEAD by being the preeminent voice and advocate for the fire and emergency services on SW regional policy and in government.
- Improve involvement of SWD between IAFC and State Chief’s organizations
- Continue to work with new Division Governance Committee & Division Policy Manual through outreach to the divisions and annual committee meetings
- Assure each state association has representation through a vice president appointed annually to the board of directors as per the existing policy
- State vice presidents should attend all state meetings and provide a report to the membership of the division’s activity
- Fulfill the organizations financial responsibility by creating and developing additional revenue streams to support programs and initiatives.
- Increase IAFC membership.
- Research and implement new programs to increase Division income.
- Maintain fiscal responsibility by monitoring and controlling expenditures.
- Continue to work with new Division Governance Committee & Division Policy Manual through outreach to the divisions and annual committee meetings
- Continue to advocate current legislative priorities/issues.
- Establish updated legislative resource page to the organization website; include periodic updates via media outlets to include IAFC legislative committee and lobbying efforts
Goal # 2: “To EDUCATE”
To EDUCATE current and future fire and emergency services leaders by providing training, education and professional development opportunities.
- Make the knowledge, experience, and resources within the SW Division easily accessible for research and problem solving
- Supplement, develop, enhance, and effectively deliver education, training, and professional development programs relevant to the members
- Facilitate career progression, mentoring, and succession management at all levels.
- Serve as an educational resource for existing state professional development programs.
- Support leadership development throughout the division membership
Goal # 3: “To SERVE”
To SERVE by providing services and products of value to our membership, affiliates and partners.
- To improve Communications with SW Division membership.
- Remain flexible to evolving technology
- Continue to evolve and enhance the association website
- Promote the Fireground Newsletter by monthly and/or quarterly issues delivered electronically via email and social media
- Continued committee appointments to increase member involvement in Division business
- Seeks ways to provide our membership with additional services and resources to enhance the valve of membership.
- Implement mechanisms to continuously seek out, evaluate and respond to feedback from membership.
Various communication platforms are available via the website, social media and board member direct email and links provided on the website
- Increase membership participation in SW Division committees and business.
- Support the IAFC in developing resources to assist fire and emergency leaders who are confronted with challenges that exceed their resources to manage.
- Support membership by facilitating IAFC and Division resources
Please contact President Shauwn Howell for any questions email@example.com