FDNY STRATEGIC PLAN Fiscal Year 2003-2004

 

STRATEGIC PLAN

 2004-2005

FIRE DEPARTMENT CITY OF NEW YORK

Michael R. Bloomberg, Mayor 

Nicholas Scoppetta, Fire Commissioner 

Frank P. Cruthers, Chief of Department 
FDNY STRATEGIC PLAN Fiscal Year 2003-2004

FDNY

STRATEGIC PLAN 

2004-2005 

FIRE DEPARTMENT OF THE CITY OF NEW YORK

January 1, 2004 
FDNY STRATEGIC PLAN Fiscal Year 2003-2004

MESSAGE FROM THE FIRE COMMISSIONER 

ince its creation nearly 140 years ago, the New York City Fire Department has 

been committed to protecting lives and property in this great City. Through 

many generations of Firefighters, our techniques have been honed and our tools 

refined. We have always considered ourselves pioneers in our field, with our focus 

constantly trained on the twin ideals of preparedness and prevention. With the 

incorporation of Emergency Medical Service operations in 1996, the Department has 

become one of the most complete and effective networks of first responders in the 

country. 

The World Trade Center attacks on September 11, 2001, however, forced this 

Department to comprehensively reevaluate its mission and procedures. That tragic 

morning highlighted the courage and dedication ingrained in our members as we 

executed the most successful rescue operation in the nation’s history. But the disaster 

also demonstrated the need for us to increase our capabilities in certain areas. Within a 

few hours, the threats to our world had become exponentially more complex. The Fire 

Department, in turn, needed to adapt. 

This Strategic Plan is a landmark document that represents the first attempt by the 

Department to identify and publish its goals for this year and beyond. This Plan is 

centered around six key goal areas: emergency response operations; health and safety; 

management and organizational development; diversity; fire prevention and safety 

education; and technology. Within these areas, 20 priority objectives are identified; 

these objectives include short-term priorities, such as updating our Operations 

Command Center, and longer-term goals, such as enhancing our Marine capabilities. 

 

I thank all of our uniformed members, civilian staff and bureau heads who helped 

create this document. I hope the Strategic Plan will better inform the members of this 

Department and the public about the new set of challenges we face and the initiatives 

the FDNY is undertaking to further enhance its preparedness for the future. Every 

objective contained in this document is a means to this end, which is why I consider 

the Strategic Plan to be one of the most important documents the FDNY has ever 

produced. 

Hon. Nicholas Scoppetta 

 Fire Commissioner 

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FDNY STRATEGIC PLAN Fiscal Year 2003-2004

MESSAGE FROM THE CHIEF OF DEPARTMENT 

 am pleased to present, along with Commissioner Scoppetta, the FDNY Strategic 

Plan for 2004-2005. Since the September 11th attack on the World Trade Center, 

we have been reassessing our mission and strategic goals. The attack has given 

us a new sense of urgency to broaden our response capabilities to include terrorism 

preparedness. 

One of this administration’s primary concerns is to assess how we chart a new 

direction for the future and still maintain our traditional core values of service, 

bravery, safety, honor, dedication and preparedness. During the past year, we 

conducted an in-depth analysis within the Department to determine what the top 

priorities should be for the next two years. The Department’s vision is one of 

partnership between uniformed and civilian members that will build on our core 

competencies to handle all fires, pre-hospital care and emergencies, as well as new 

challenges. 

The Department’s Strategic Plan clearly defines what this agency expects to 

accomplish in the next two years. The goals and objectives detailed here form a 

foundation upon which to build the future of the Department. While some 

initiatives already are underway, others will begin shortly; still others must await 

funding from the Federal Department of Homeland Security. A commitment to 

strategic planning ensures that the FDNY will continue to provide New York City 

with the highest level of service. 

The key to successful implementation of this plan is that everyone is responsible to 

assist in the 20 major projects that are outlined. This is an extremely ambitious 

undertaking, appropriate for these challenging times. The strength of this 

Department has always been its people and we will use the talents of our members 

to develop and implement all of these objectives, which are essential to the future of 

the FDNY. 

Frank P. Cruthers 

Chief of Department 

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The FDNY Strategic Plan identifies the New York City Fire Department’s key goals 

and objectives and articulates the Department’s mission, core values and changing 

responsibilities. Uniformed members, civilian staff and bureau heads collaborated in 

the development of the Strategic Plan after conducting a detailed assessment of the agency’s 

service goals and mission. A newly created Planning Oversight Committee (POC), led by the 

Fire Commissioner and Chief of Department, spearheaded this assessment and identified the key 

goals and objectives described in this document. 

In the aftermath of September 11th, the Department recognized the need for further strategic 

planning in order to fulfill its new, complex responsibilities relating to terrorism, while 

continuing to provide exceptional core services. This Strategic Plan is the FDNY’s first formal 

attempt to present a road map for the future and represents an historic step forward in the 

Department’s planning for new challenges. The Strategic Plan builds on the recommendations of 

the McKinsey & Company report, Increasing FDNY’s Preparedness, published in August 2002. 

In developing and publishing this Strategic Plan, Department leadership seeks to ensure that all 

members of the FDNY, as well as oversight bodies and other stakeholders, have a clear 

understanding of the Department’s priorities. 

Mission Statement, Core Values and Responsibilities 

As first steps in the development of this Strategic Plan, the POC revised the Department’s 

mission statement and adopted a set of core values based on input from uniformed and civilian 

bureau heads. In addition, the POC reflected on the FDNY’s broadened responsibilities, which 

include responding to terrorist incidents, hazardous materials events and, increasingly, medical 

emergencies. 

Mission Statement: As first responders to fires, public safety and medical 

emergencies, disasters and terrorist acts, the FDNY protects the lives and property 

of New York City residents and visitors. The Department advances public safety 

through its fire prevention, investigation and education programs. The timely 

delivery of these services enables the FDNY to make significant contributions to 

the safety of New York City and homeland security efforts. 

Core Values: Service, Bravery, Safety, Honor, Dedication and Preparedness. 

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Key Goals and Objectives 

After clarifying the Department’s expanded mission, the POC identified six priority goals for the 

next two years and beyond: 

1. Improve Emergency Response Operations 

2. Enhance the Health and Safety of FDNY Members 

3. Strengthen Management and Organizational Development 

4. Increase Diversity 

5. Improve Fire Prevention and Safety Education 

6. Advance Technology

For each of these six goals, the Department developed a list of critical initiatives necessary to 

achieve the goal. These key objectives are summarized here and detailed in this Plan. 

1. Improve Emergency Response Operations

The Department’s highest priority is to enhance its ability to respond to fires, emergencies, prehospital care emergencies and terrorist acts. The Department’s strategy to increase operational 

preparedness focuses on investing in the continued enhancement of core capabilities. To improve 

its response operations, the Department will: 

• Continue the integration of the Incident Command System (ICS) and the 

Department’s Incident Management Teams (IMTs): 

- Continue development of two 32-member IMTs, which were trained by the 

U.S. Forestry Service and are ready to respond to any large-scale 

emergency. 

- Conduct a comprehensive ICS training course for all Officers. 

- Establish an evaluation program through the standardization of formal 

critiques and After Action Reports as ICS is more fully integrated. 

• Further develop and automate the Department’s comprehensive recall program to 

ensure efficient mobilization of all or part of its Fire and EMS personnel in the 

event of a large-scale emergency: 

- Train all members on newly revised recall protocols and procedures. 

- Employ a customized communications system to provide flexibility in 

targeting specific personnel for recall. 

• Enhance the Department’s mutual-aid program to more efficiently access resources 

beyond those the FDNY has available: 

- Continue development of mutual-aid agreements that formalize legal and 

operational relationships with surrounding jurisdictions for response to 

large-scale incidents.

- Continue the formalization of EMS agreements with emergency providers 

in the City and throughout the region.

- Conduct meetings and training exercises with mutual-aid partners.
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• Enhance the capabilities of the Special Operations Command (SOC): 

- Increase to 25 the number of SOC Support Ladder Companies that are 

trained and equipped in both technical rescue and haz-mat operations.

- Continue implementation of a rigorous SOC training program and purchase 

of specialized equipment.

- Pursue a program of incentives to increase the number of FDNY members 

recruited into the SOC.

- Increase the number of EMS Haz-Tac ambulances by a total of 25 units.

• Increase Marine capabilities to respond to the heightened threat environment in 

New York City’s harbor and the increase in water-borne traffic: 

- Continue a training program for members to become familiar with 

shipboard firefighting. 

- Develop plans and acquire funding to enhance and/or replace the FDNY’s 

aging marine fleet and improve marine facilities as necessary.

• Enhance preparedness planning to address new threats and complex, long-term 

challenges: 

- Complete an Emergency Response Plan (ERP) for weapons of mass 

destruction for each major threat category, including chemical, biological, 

radiological, nuclear and explosive agents.

- Conduct risk and vulnerability assessments of an initial 65 high-priority risk 

sites in New York City; a database will include approximately 150 sites 

when completed.

- Establish an Exercise Planning Team to design and conduct intra- and interagency tabletops and other exercises. 

- Develop a Terrorism Preparedness Strategic Plan detailing (more 

comprehensively than in this Plan) how the FDNY can best prepare for 

future acts of terrorism or large-scale events.

2. Enhance Health and Safety of FDNY Members

The Department is committed to maintaining the safety and well-being of all personnel and will 

continue to monitor and improve the health and safety of its members through the following 

objectives: 

• Develop an improved Firefighter/EMS injury and fatality prevention and 

investigation program: 

- Train 25 members of the Safety Battalion as Accident Investigators and 

continue revision of new procedures to shorten investigation periods and 

produce recommendations in a timely manner. 

- Develop an Annual Risk Management Plan to evaluate risks in the field and 

recommend interventions. 

- Pilot new programs to systematically review and evaluate Firefighter gear 

and improved Personal Protective Equipment. 
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• Develop an enhanced Fire/EMS apparatus accident prevention and reduction 

program: 

- Develop a Chauffeur Training Refresher course and pilot a fire apparatus 

accident reduction program in selected units, using moderator-led 

discussions to address safety issues.

- Incorporate lessons learned from the Fire Chauffeur program to launch a 

similar program for EMS personnel trained in emergency vehicle operations 

(EVOC) and integrate simulators into both training programs.

• Develop performance standards to address the training needs of Firefighters, 

EMTs/Paramedics, Fire and EMS Officers:

- Determine knowledge and skills necessary to enhance health and safety. 

- Reinstate a team of Field Training Officers who will improve performance 

standards and certification of competencies. 

- Revise training curricula based on new performance standards. 

3. Strengthen Management and Organizational Development

Recently, the Department improved its management capabilities by increasing the number of 

Staff Chiefs. The Department also implemented a Borough Command structure, created a Family 

Assistance Unit and invested in an advanced management-training program for uniformed 

leaders. To continue strengthening management and organizational development, the Department 

will: 

• Determine how EMS and Fire Operations can be more efficiently managed to 

improve overall system performance and service delivery:

- Establish an Executive Task Force, chaired by the Chief of Department and 

comprised of EMS and Fire Staff Chiefs, to evaluate how EMS and Fire can 

be more efficiently managed. 

• Increase the managerial capabilities and expertise of Fire and EMS personnel by 

providing opportunities for advanced leadership development: 

- Continue to develop and refine the curricula of the FDNY Officers 

Management Institute, a management immersion program for Fire and EMS 

Chiefs, administered and presented by Columbia University.

- Partner with the U.S. Military Academy to create a Combating Terrorism 

Leadership Program to build the Department’s capacity for strategic 

decision-making in the new threat environment.

• Provide more comprehensive support services to FDNY families and members:

- Develop the Family Information Call Center to keep families and members 

informed in the event of an incident involving significant casualties. 
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4. Increase Diversity

The Department continues to strive to diversify its uniformed work force through the recruitment, 

retention and promotion of minorities and women. To significantly improve the diversity of the 

Fire Service, the Department will: 

• Develop a comprehensive written plan that incorporates the Department’s ongoing 

and new recruitment initiatives to diversify the uniformed work force of the FDNY: 

- Continue to analyze recent recruitment efforts and underlying issues related 

to diversity and formulate a comprehensive written diversification plan with 

short- and long-term initiatives in collaboration with consultants, non-profit 

organizations and community stakeholders. 

• Develop and expand outreach and mentorship programs to target minority young 

adults and women to become interested in firefighting and pre-hospital emergency 

career opportunities:

- Expand the Fire and Emergency Services Exploring Program for young men 

and women ages 14 to 20. 

- Develop mentoring programs to enlist and retain female candidates for the 

Fire service. 

- Increase retention of viable candidates by using the recruitment tracking 

system database to maintain contact with and offer support to candidates 

who have passed entrance exams. 

- Expand community outreach efforts to build awareness of potential career 

opportunities within the Department. 

5. Improve Fire Prevention and Fire Safety Education 

The Fire Department will continue to develop fire prevention and educational programs to make 

communities stronger and safer. While Fire Prevention resources have remained strong despite 

budgetary constraints, fire safety education programs have been reduced. To improve fire 

prevention and fire safety, the Department will: 

• Develop new safety requirements and evacuation plan procedures for commercial 

high-rise buildings: 

- Complete a thorough internal review of the High-Rise Building Emergency 

Action Plan and evaluate legislative and other processes for Citywide 

implementation.

- Establish a managerial mechanism within the Department to review 

evacuation plans submitted in compliance with the new requirements.

- Explore the need to develop new legislation for residential high-rise 

buildings, as well as other occupancies.
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• Integrate fire prevention and fire safety education projects to ensure that fire 

prevention education messages reach communities most at risk: 

- Assess current activities related to fire prevention, inspections and fire 

safety to maximize the effective utilization of manpower and resources.

- Identify programs to strengthen relationships between local firehouses and 

their communities.

- Support and expand the “Fire Zone on the Road” program in partnership 

with the FDNY Fire Safety Education Fund to bring fire safety education 

and public safety education to targeted communities.

6. Advance Technology 

The Department has undertaken important initiatives to identify current needs, upgrade systems 

and plan for future communication and technology needs. A Technology Oversight Committee 

has been meeting for the past year to develop ways to streamline and manage communications 

and technology initiatives. These include: 

• Complete Upgrade of the Fire Department Operations Command Center (FDOC):

- Develop specifications, with consultant expertise, for a fully integrated 

FDOC, which would provide the communication tools necessary for Senior 

Chiefs to manage and monitor Citywide command and control from 

headquarters. 

- Expand the FDOC into a fully functional off-site Operations Center with 

advanced capabilities. 

• Develop electronic wireless command post boards to safeguard critical deployment 

information and provide the Incident Commander with resource and personnel 

management tools: 

- Continue development of the command post boards for deployment to the 

field, while building on existing designs developed last year. 

- Provide mapping capabilities and the ability to generate site-specific 

historical and hazard data from Department databases. 

• Obtain a computerized unit deployment and tracking model for Fire and EMS 

resources:

- Implement a state-of-the-art computerized unit tracking and deployment 

model that will use dispatch data to reflect real-time response and unit 

positioning to optimize response and coverage of routine and large-scale 

incidents. 

• Implement a second EMS Citywide command channel for large incidents:

- Provide a second EMS Citywide command channel to handle large-scale 

incidents, while permitting other existing channels to handle day-to-day 

communications; current procedures, protocols and staffing will be 

modified as the second channel is implemented. 
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Conclusion

The FDNY’s Strategic Plan for 2004-2005 describes in detail the major challenges confronting 

the Department, recent significant accomplishments and how the Department will achieve its key 

goals. Summary charts of the Plan’s six principal goals, 20 priority objectives and 15 secondary 

objectives are attached as appendices. 

While the effects of 9/11 are still deeply felt, the past two years have been a time of remarkable 

accomplishment for the FDNY. During this period, the Department restored its equipment and 

staffing levels to pre-9/11 capacity and launched important preparedness and safety initiatives in 

the field. As outlined in the Plan, this work will intensify and accelerate during the next two 

years and provide a solid foundation for confronting the challenges of the 21st century. 

The goals and time frames contained in the Strategic Plan demonstrate a commitment to an 

ambitious set of priorities. This approach reflects the Department’s determination to aggressively 

enhance operational preparedness while continuing its tradition of excellent service to the City of 

New York. 
TABLE OF CONTENTS 

FDNY MISSION STATEMENT.................................................................................................. 1 

CORE VALUES OF THE DEPARTMENT............................................................................... 1 

FDNY SCOPE OF RESPONSIBILITIES................................................................................... 2 

FDNY STRATEGIC PLAN: INTRODUCTION ...................................................................... 4 

FDNY KEY GOALS AND OBJECTIVES 2004-2005 ............................................................... 6 

GOAL 1.0 IMPROVE EMERGENCY RESPONSE OPERATIONS ..................................... 7 

Objectives: 

1.1 Continue integration of the Incident Command System and Incident Management Teams. ... 7 

1.2 Further develop and automate the Department’s comprehensive recall program .................... 8 

1.3 Enhance the Department’s mutual-aid program..................................................................... 10 

1.4 Enhance capabilities of Special Operations Command.......................................................... 11 

1.5 Increase Marine capabilities................................................................................................... 12 

1.6 Enhance preparedness planning ............................................................................................. 13 

GOAL 2.0 ENHANCE HEALTH AND SAFETY OF FDNY MEMBERS............................ 17 

Objectives: 

2.1 Develop an improved injury and fatality prevention and investigation program................... 18 

2.2 Develop an enhanced vehicle accident prevention and reduction program............................ 19 

2.3 Develop performance standards to address Fire and EMS training needs ............................. 20 

GOAL 3.0 STRENGTHEN MANAGEMENT AND ORGANIZATIONAL 

DEVELOPMENT................................................................................................... 21 

Objectives: 

3.1 Determine how EMS and Fire Operations can be more efficiently managed ........................ 21 

3.2 Increase the managerial capabilities of personnel through leadership development.............. 22 

3.3 Provide more comprehensive support services to FDNY families and members. ................. 23 

GOAL 4.0 INCREASE DIVERSITY ........................................................................................ 25 

Objectives: 

4.1 Develop a comprehensive plan that incorporates ongoing and new diversity initiatives....... 26 

4.2 Develop and expand programs for minority young adults and women.................................. 27 

GOAL 5.0 IMPROVE FIRE PREVENTION AND FIRE SAFETY EDUCATION............ 29 

Objectives: 

5.1 Develop new safety requirements/evacuation plans for commercial high-rise buildings ...... 29 

5.2 Integrate fire prevention and fire safety education projects to reach at-risk communities..... 30 
GOAL 6.0 ADVANCE TECHNOLOGY ................................................................................. 33 

Objectives: 

6.1 Complete upgrade of Fire Department Operations Command Center ................................... 34 

6.2 Develop electronic wireless command post boards................................................................ 35 

6.3 Obtain a computerized unit deployment and tracking program ............................................. 36 

6.4 Implement a second EMS Citywide channel.......................................................................... 37 

APPENDICES ............................................................................................................................. 39 

A. McKinsey & Company Report Recommendations .................................................................. 39 

B. FDNY Planning Oversight Committee..................................................................................... 41 

C. Primary Objectives ................................................................................................................... 43 

D. Secondary Objectives ............................................................................................................... 53 

E. FDNY Organization Chart........................................................................................................ 61 
NEW YORK CITY FIRE DEPARTMENT 1 OVERVIEW

 

FDNY STRATEGIC PLAN Fiscal Year 2003-2004

FDNY MISSION STATEMENT

s first responders to fires, public safety and medical emergencies, disasters and 

terrorist acts, FDNY protects the lives and property of New York City residents and 

visitors. The Department advances public safety through its fire prevention, 

investigation and education programs. The timely delivery of these services enables the FDNY to 

make significant contributions to the safety of New York City and homeland security efforts. 

CORE VALUES OF THE DEPARTMENT

SERVICE

The Department continues its unwavering call to protect and serve. 

BRAVERY

Bravery is the ability to overcome fear through fortitude, instinct, compassion for others and 

training.

SAFETY

We strive to keep our citizens free from danger, especially deliberate, harmful acts. With the 

best equipment and training, the Department can reduce the risk to the public and its 

members at fires, emergencies and medical incidents. 

HONOR

The enormous commitment necessary to perform the Department’s tasks requires excellence 

of character. We inspire each other through pride in our unit, which is a belief that every 

action reflects on all the members of the unit, both past and present. 

DEDICATION

A commitment to the objectives of our mission is an essential part of our code of conduct. 

The faithful observance of duty calls for us to fulfill our obligations professionally and 

honestly. 

PREPAREDNESS

By combining all of the components of our core values, the FDNY will maintain its constant 

state of readiness to meet all threats and challenges, traditional and new. 

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NEW YORK CITY FIRE DEPARTMENT 2 OVERVIEW

 

FDNY STRATEGIC PLAN Fiscal Year 2003-2004

FDNY SCOPE OF RESPONSIBILITIES

he Department’s responsibilities have evolved from a heavy emphasis on fighting 

traditional structural fires and providing pre-hospital care, to an expanded role in 

handling all types of emergencies, such as hazardous materials incidents, building 

collapses, transportation accidents, utility-related emergencies and acts of terrorism in New 

York City. 

Our critical responsibilities include: 

• Fires – structural and non-structural 

Traditional structural firefighting, car fires, brush fires and rescue related to these fires. 

• Medical Emergencies – natural or terrorist-induced 

With the merger of EMS into the fire service in 1996, the Department increased its 

response to medical emergencies, whether natural or deliberate acts, and now provides a 

complete package of pre-hospital care, mass-casualty trauma care, decontamination and 

hospital transport. The Department is also responsible for the provision and coordination 

of emergency medical services throughout the City. 

• Terrorist Acts – chemical, biological, radiological, nuclear and explosive (CBRNE)

Homeland security issues now necessitate that FDNY members have the ability to 

respond to, and mitigate, all acts of terrorism--chemical, biological, radiological, nuclear 

or explosive. The FDNY has focused on “consequence management” through continuous 

training and simulation exercises. 

• Fire Prevention – inspection, education, enforcement, evacuation 

Fire Prevention activities have continued to emphasize the inspection/enforcement role, 

but now will include a more proactive fire safety education program for the City. 

• Fire Investigation – arson, cause/origin, intelligence, law enforcement, site safety 

The fire investigation arm of the FDNY traditionally dealt with arson investigation and 

the cause and origin of fires. These duties have been expanded to include law 

enforcement agency interaction, intelligence sharing and site safety due to the increase in 

terrorist threats. 

• Structural Collapse – rescue and recovery 

Enhanced training and equipment enable members to perform scene surveys, searches, 

high-angle and confined space rescues at life-threatening incidents involving structural 

collapse. 

• Transportation Incidents – land, air, rail, water

Working in partnership with the Port Authority of New York and New Jersey, the New 

York City Department of Transportation and the many subway and railroad authorities in 

New York City, the FDNY responds to emergencies involving all modes of 

transportation. 

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NEW YORK CITY FIRE DEPARTMENT 3 OVERVIEW

 

FDNY STRATEGIC PLAN Fiscal Year 2003-2004

• Utility Disruption – gas, electric, steam, water, sewer

Utility disruptions involving gas, electric, steam, water and sewer prompt the Department 

to interact with many utility agencies, both public and private. 

• Hazardous Materials – incident management 

The FDNY is New York City’s lead agency at hazardous materials (haz-mat) incidents 

throughout the City. The Department continues to expand its hazardous materials 

capabilities by combining the Hazardous Materials Unit with the “Haz-Mat Group” and 

first responding units in a comprehensive tiered response to mitigate hazardous materials 

incidents of all levels. EMS provides medical decontamination, patient management and 

medical support for haz-mat teams. The threat of biological, chemical and radiological 

terrorism demands that the FDNY further expand this role for the protection of New York 

City. 

• Catastrophic Weather Events – hurricanes, storms, earthquakes, snow, heat 

The Department assists the community in all weather emergencies and natural disasters, 

including storms, floods, blizzards and heat waves. Both Fire and EMS Operations play a 

crucial role in these events as members protect life and property. 

• Special Event and Dignitary Protection – planning and response 

Special event protection now includes planning for and response to events, including the 

World Series, New Year’s Eve and United Nations functions. With the added threat of 

terrorism, these events take on a whole new dimension and no longer are routine. 

AGENCY HIGHLIGHTS 

Personnel Fiscal Year 2004 

 11,098 Uniformed Firefighters and Fire Officers 

 2,756 EMTs, Paramedics and EMS Officers 

 100 Fire Marshals 

 253 Fire Inspectors 

 182 Dispatchers 

 989 Administrative Personnel (mechanics/trades, technologists, professionals, etc.) 

Services Provided to New Yorkers and Visitors Fiscal Year 2003 

 892,017 Fire Apparatus Responses 

 432,969 Fires, Emergencies, Medical Incidents 

 51,145 Extinguished Fires 

1,267,340 EMS Unit Responses (runs) 

1,088,378 Medical Emergencies 

 6,292 Fires Investigated for Potential Arson/Cause and Origin 

 183,403 Fire Code Regulatory Inspections 

 1,834 Fire Safety Events 
NEW YORK CITY FIRE DEPARTMENT 4 OVERVIEW

 

FDNY STRATEGIC PLAN Fiscal Year 2003-2004

FDNY STRATEGIC PLAN: INTRODUCTION

Background 

The September 11, 2001, terrorist attacks demonstrated the Department’s remarkable ability to 

save lives–more than 25,000 people were rescued that day–and its capacity, despite great 

adversity, to provide the highest level of fire and emergency protection and pre-hospital medical 

care for the City of New York. At the same time, the terrorist attacks reshaped expectations 

about the Department’s response to future threats and created an urgency to increase operational 

preparedness. As part of its recovery and rebuilding efforts, the Department recognized new and 

increasingly complex challenges and its vastly expanded role in national, regional and local 

public safety/security efforts. 

In early 2002, the FDNY began to address its mission in the post-9/11 world by examining ways 

to enhance its preparedness for possible future terrorist events. At the Department’s request, the 

international consulting firm, McKinsey & Company, was invited to work closely with 

Department personnel to develop a comprehensive report on the lessons learned from 9/11 and 

the opportunities for improving FDNY’s preparedness. Published in August 2002, the report, 

titled Increasing FDNY’s Preparedness, contains recommendations in several key areas: planning 

and management capabilities, operational preparedness, communications and technology and 

family and member support services. The report’s recommendations are summarized in 

Appendix A. 

Management Enhancement 

During the past year, the Department has undergone several reforms at the most senior levels, 

aimed at enhancing the Department’s management capacity. Most importantly, the Department 

reinstituted the Borough Command structure. This localized management system allows Staff 

Chiefs to become more familiar with operations and particular issues in their boroughs and it 

enables them to more effectively implement Department initiatives throughout their Divisions 

and Battalions. Second, the Department shifted the work chart of Staff Chiefs to a MondayFriday daytime schedule, allowing these top Chiefs to devote more time to planning and policy 

matters in conjunction with the Department’s civilian administrators. To manage the 

Department-wide issues, the Department appointed three Staff Chiefs for Planning and Strategy, 

Logistics and Support, and Staffing and Management. 

The Department also has enhanced the civilian managerial structure. For example, the 

Department created the position of Assistant Commissioner for Family Assistance, in order to 

have a senior manager focus exclusively on support for members and their families. 

The Department also has consolidated technology development under the supervision of one 

Deputy Commissioner. 

Taken together, this important restructuring has greatly facilitated the Department’s capacity to 

manage the changes that are needed in the post-9/11 environment. 
NEW YORK CITY FIRE DEPARTMENT 5 OVERVIEW

 

FDNY STRATEGIC PLAN Fiscal Year 2003-2004

The Planning Oversight Committee Process 

In December 2002, the Department established a senior-level Planning Oversight Committee 

(POC). The POC is responsible for establishing overall goals and objectives for the Department, 

allocating resources, overseeing the implementation of the Department’s Strategic Plan and 

evaluating and prioritizing new initiatives. In addition to the Fire Commissioner and Chief of 

Department, the POC includes the Chief of Fire Operations, Chief of EMS Operations and 

Deputy Commissioners. 

The POC, which began meeting on a monthly basis in January 2003, focused on revising the 

Department’s mission statement to encompass expanded terrorism preparedness responsibilities. 

The POC also reviewed and adopted a set of six core values that reflect the Department’s historic 

and continuing ethic of professionalism and service. 

After this high-level review of the mission statement and core values, the POC began to review 

and prioritize initiatives currently underway in the Department, plus new initiatives. The POC 

heard presentations from all bureau heads on their current priority activities and future plans and 

concluded that the Department’s key initiatives fall into six broad goal areas: 

• Emergency Response Operations 

• Health and Safety of FDNY members 

• Management and Organizational Development 

• Diversity 

• Fire Prevention and Safety Education 

• Technology 

The POC reviewed the current and planned initiatives in each of these areas and determined, in 

light of all considerations (including cost and availability of funding), which objectives were of 

the highest priority for the coming two years. These priority objectives form the body of this 

Strategic Plan and are described in the next section. The POC envisions that some of these 

objectives can be accomplished within the next two years, while others may require a multi-year 

implementation schedule, given the scope and complexity of needed work or, in certain instances, 

significant fiscal challenges. 

A Planning Work Group, consisting of civilian and uniformed managers from Fire Operations, 

EMS Operations and Intergovernmental Affairs, supports the POC. The major responsibilities of 

the Planning Work Group are to serve as the Department’s steering committee for the strategic 

planning process, perform as liaison to Department bureau staffs and provide guidance to the 

POC in executing its duties. The POC monitors progress of these critical objectives and measures 

performance to ensure that these objectives remain on track for timely completion. The POC also 

reviews progress on a group of objectives that, while important, are secondary to the key 

initiatives. New initiatives are reviewed by the POC for acceptance and prioritization. 
NEW YORK CITY FIRE DEPARTMENT 6 OVERVIEW

 

FDNY STRATEGIC PLAN Fiscal Year 2003-2004

FDNY KEY GOALS AND OBJECTIVES 2004-2005 

or each of the six key goal areas, the Strategic Plan maps out the specific objectives for 

achieving that goal. This section describes why each objective is of the highest priority 

and what the FDNY will accomplish during the next two years. It is anticipated that the 

majority of the primary objectives described in detail can be accomplished in 2004-2005. 

Under each objective, the “Background” section describes the context and critical need the 

objective seeks to address. The “Accomplishments” section describes the work already 

completed to meet the objective. The “Next Steps and Time Frames” section describes the 

specific work required during the next two years to complete each objective. The “Lead Bureau” 

section identifies the Department bureau designated to take responsibility for each objective 

related to the six major goals. 

F 
NEW YORK CITY FIRE DEPARTMENT 7 EMERGENCY RESPONSE OPERATIONS

 

FDNY STRATEGIC PLAN Fiscal Year 2003-2004

GOAL 1.0 IMPROVE EMERGENCY RESPONSE OPERATIONS

Enhance the Department’s preparedness to respond to fires, emergencies and acts of terrorism. 

Overview

Enhancing the FDNY’s ability to respond to fires, emergencies, pre-hospital care emergencies 

and terrorist acts is the Department’s highest priority. In this section of the Strategic Plan, FDNY 

identifies six objectives that are vital to Fire and EMS operations in terms of both day-to-day 

operations and responses to terrorist acts. The Plan lays out steps necessary to more fully 

integrate knowledge of the Incident Command System (ICS) within the Chief and Company 

Officer ranks, complete recall and mutual-aid programs, increase Special Operations Command 

(SOC) capacities, including Marine capabilities, and enhance preparedness planning. 

Objective 1.1 Continue the integration of the Incident Command System and the 

Department’s Incident Management Teams. 

Background

The threat of terrorist attacks now facing New York City and the rest of the country demands that 

the FDNY and other emergency responders be prepared for large, long-duration incidents similar 

in scope to the World Trade Center attack. The FDNY uses the ICS on a daily basis, but rarely 

on the scale needed on September 11, 2001. 

Following City, State and Federal mandates, as well as the best practices developed by the fire 

service, emergency medical service and other emergency responders, the FDNY has committed to 

using the ICS as the means of managing incidents and the resources necessary to carry out 

emergency response. 

ICS principles dictate that all Officers be sufficiently trained and capable of effectively 

performing any assigned role at a variety of incidents. However, for complex, large-scale 

incidents, it is also beneficial to deploy personnel who are highly trained and specialized in the 

specific functions required of Incident Management, such as operations, planning and logistics. 

Homeland Security Presidential Directive 5 and the National Response Plan mandate the use of 

the National Incident Management System (NIMS), beginning in Federal Fiscal Year 2005. 

NIMS will be developed to standardize emergency response and ensure coordination at all levels 

of government. NIMS is rooted in the ICS that is currently part of FDNY training manuals and 

its implementation is required for the City to receive Federal preparedness assistance through 

grants, contracts and other sources. 

Accomplishments 

So far, the FDNY has expanded ICS by: 

• Increasing the number of Officers with comprehensive ICS training 

• Integrating ICS into everyday FDNY procedures and practices 

• Training two Incident Management Teams (IMTs) with specialization in various ICS 

functions 
NEW YORK CITY FIRE DEPARTMENT 8 EMERGENCY RESPONSE OPERATIONS

 

FDNY STRATEGIC PLAN Fiscal Year 2003-2004

The Department is also increasing and further formalizing the day-to-day use of ICS. 

The Department has provided approximately 200 Officers from all levels of the Department with 

80 hours of ICS training. This process has included an ongoing review of all FDNY procedures 

to ensure consistency with ICS principles. 

Working with the U.S. Forestry Service, which has extensive experience using ICS at large, longduration incidents, the FDNY developed two 32-member IMTs. Their initial training was 

completed in April 2003. In August 2003, the Department began sending IMT members for 

hands-on training at major incidents in the western United States. Approximately 60 percent of 

the Officers trained have participated in this rotation with the U.S. Forestry Service and 

local/regional firefighters. Members of the FDNY IMTs continue their extensive training with 

Federal instructors. 

Currently, the Department’s IMTs are on-call and ready to respond to any large-scale incident at 

the direction of the Chief of Department. The Department also has in place a fully operational 

incident management system for handling urban terrorist incidents. 

Next Steps and Time Frames 

• The Department is working to secure funding from the U.S. Department of Homeland 

Security (DHS) and outfit both IMTs with required supplies and equipment by November 

30, 2004. 

• The Department will expand ICS training for all Fire/EMS Chiefs and Captains to be 

completed by July 31, 2004. Lieutenants will be trained upon completion of this first 

phase. Firefighters also will be scheduled for training after resources are secured. 

• The Department will evaluate ICS through standardized formal critiques and After 

Action Reports (AAR) at major incidents, drills and exercises by April 15, 2004. 

Lead Bureaus 

• Fire and EMS Operations

Objective 1.2 Further develop and automate the Department’s comprehensive recall 

program. 

Background

The Department has initiated implementation of a flexible recall program in order to efficiently 

mobilize all or part of its Firefighters and EMS personnel in the event of a large-scale emergency 

or an increase in the terrorism threat level. This recall program allows the Department to 

effectively recall members by geographic area and/or type of unit in sufficient numbers to address 

the needs of an Incident Commander at a particular incident, while simultaneously allowing the 

Department to safely and effectively manage recalled members and maintain adequate reserve 

members for later shifts. 
NEW YORK CITY FIRE DEPARTMENT 9 EMERGENCY RESPONSE OPERATIONS

 

FDNY STRATEGIC PLAN Fiscal Year 2003-2004

Accomplishments 

The Department’s Bureaus of Fire and EMS Operations have developed detailed guidelines and 

training materials on its personnel recall procedures. These procedures enable the Department’s 

leadership to mobilize specific, targeted capabilities, such as rescue or hazardous materials units, 

and allows for the recall of large numbers of personnel of all ranks, using clear, straightforward 

instructions and methods. The Department’s Regulations were amended in Spring 2003 to add 

these new procedures and Recall Procedural Guidelines have been drafted. 

The major components of the Department’s draft recall guidelines include: 

• Pre-defined recall packages 

• Clearly defined lines of authority to initiate a personnel recall 

• Pre-defined recall “trigger points” 

• FDOC capacity to determine recall needs, scope and characteristics of personnel and 

skills required 

• Precise and consistent communication of the recall process 

• Establishment of designated mobilization points 

• Recall procedures training curriculum 

• Caches of equipment and supplies located around the City 

In concert with the new recall procedures, the Department also has modified its staging 

procedures to ensure that the Incident Commander can effectively maintain command and control 

of resources as incidents escalate. 

In April 2003, the Department conducted a targeted recall drill with satisfactory results: nearly 50 

percent of FDNY members notified had responded within the first hour of the recall. 

Next Steps and Time Frames 

• The Department will continue to improve its recall program through the use of 

technology and communication enhancements. The Department has selected a vendor to 

develop a customized communications system to increase efficiencies throughout the 

recall process. The new communications system has been purchased and will provide 

flexibility in targeting personnel by specific group, unit, Battalion, Division or rank or 

any combination of these categories. The enhanced recall process will be implemented 

by April 30, 2004. 

• These enhancements will further streamline the process by which all or a designated 

portion of off-duty personnel is expeditiously notified for mobilization and deployment. 

The Department anticipates completing revised protocols and training all Fire and EMS 

members on these updated procedures by July 31, 2004. 

Lead Bureaus: 

• Fire and EMS Operations 

• Communications 
NEW YORK CITY FIRE DEPARTMENT 10 EMERGENCY RESPONSE OPERATIONS

 

FDNY STRATEGIC PLAN Fiscal Year 2003-2004

Objective 1.3 Enhance the Department’s mutual-aid program. 

Background

The Department must be prepared for large-scale and long-duration incidents that may require 

access to a resource pool beyond the FDNY’s internal capacity. Through additional mutual-aid 

agreements and inter-agency training, the Department will enhance its ability to call into service 

significant resources within a short period of time. This system will allow the FDNY to make 

precise and measured responses to a broader variety of incidents and improve coverage of 

New York City and the region on a sustainable basis as required by the U.S. Department of 

Homeland Security. 

Accomplishments

Both Fire and EMS Operations have made significant strides in the further development of their 

mutual-aid agreements with existing New York City emergency services (e.g., other EMS 

providers within the 911 system), as well as emergency services from nearby jurisdictions, both 

inside and outside New York State. These mutual-aid agreements formalize the legal and 

operational relationships with these jurisdictions, leading to better planning and training for joint 

responses to large incidents. 

Mutual-aid partners for fire response currently include New York State, New Jersey and 

Nassau County. Working with the New York City Regional EMS Council (REMSCO), 67 of 86 

EMS agencies (or 78 percent) operating within the New York City region have a Memorandum 

of Understanding that outlines mutual-aid responsibilities and action plans. In addition, the 

Marine Division provides mutual aid to all New Jersey coastal towns, as well as localities along 

New Jersey’s rivers and waterways. Out-of-state requests seeking mutual aid from the Marine 

Division are processed through the Manhattan and/or Staten Island dispatcher and approved by 

the Command Chief. 

Next Steps and Time Frames

• The Department’s Bureau of Legal Affairs and Bureaus of Fire and EMS Operations will 

continue to finalize the legal and operational details of the mutual-aid agreements, 

addressing such issues as notification, deployment, roles, responsibilities and resource 

allocation by June 30, 2004. 

• Working with the New York State Department of Health, FDNY will develop and 

finalize a Statewide Mobilization Plan for EMS agencies and inter-state agreements by 

June 30, 2004. 

• The Bureaus of Fire and EMS Operations will meet with these mutual-aid partners by 

July 31, 2004, to share protocols and determine compatible equipment and schedule joint 

training and exercises in Fall 2004. 

Lead Bureaus 

• Fire and EMS Operations 

• Legal Affairs 
NEW YORK CITY FIRE DEPARTMENT 11 EMERGENCY RESPONSE OPERATIONS

 

FDNY STRATEGIC PLAN Fiscal Year 2003-2004

Objective 1.4 Enhance capabilities of Special Operations Command. 

Background

Expanding the FDNY’s Special Operations Command (SOC) is critical to the Department’s 

efforts to improve its responses to large-scale incidents. Of particular importance is the expansion 

of the Department’s haz-mat-capable units, which are called upon to respond to incidents 

involving chemical, biological, radiological, nuclear and explosive (CBRNE) agents often 

associated with terrorist attacks. Preparing for and responding to such attacks requires special 

operations capabilities well beyond those that the Department possessed on September 11, 2001. 

Accomplishments 

The Department has acquired additional equipment with the assistance of grant funds from the 

Federal government. Chemical Protective Clothing (CPC), radiation detectors, reserve rescue 

apparatus and strategically located caches of equipment and medical supplies have increased the 

Department’s preparedness, while enhancing the safety of the members operating in the field. 

Since September 11, 2001, every uniformed member of the Department has received at least eight 

hours of terrorism awareness training. All new Firefighters are given 40 hours of combined hazmat and terrorism awareness training through programs administered by the International 

Association of Fire Fighters (IAFF) and the U.S. Department of Justice. The Department’s Squad 

and Rescue Companies and EMS Haz-Tac units are trained as haz-mat technicians; the members 

of Haz-Mat Company 1 are trained to the level of haz-mat specialist, the highest level of haz-mat 

training in the City. Radiation detection training has been incorporated into the First Line 

Supervisors Training Program (FLSTP) for new Officers and for members of the EMS Haz-Tac 

Battalion. Hazardous materials refresher training has been provided to all members of Haz-Mat, 

Rescue and Squad Companies; eight Ladder Companies have been trained to use CPC. 

To expand resources for hazardous materials and rescue incidents, the Department has trained 21 

Ladder Companies to serve as SOC Support Ladder Companies. These 21 Companies, 

geographically dispersed throughout the City, have been trained and equipped in both technical 

rescue and haz-mat operations. These units are equipped to quickly respond to incidents 

requiring these special capacities, including the ability to perform scene surveys of collapse and 

confined space incidents. 

These Support Ladder Companies can respond as additional units when Rescue and Squad 

Companies are otherwise unavailable and provide support for SOC units once Rescue, Haz-Mat 

or Squad Companies arrive on-scene. These Ladder Companies have been trained in hazardous 

materials monitoring, operations in CPC and decontamination. All 625 members of these 

Companies received 40 hours of rescue operations training and 40 hours of haz-mat training. 
NEW YORK CITY FIRE DEPARTMENT 12 EMERGENCY RESPONSE OPERATIONS

 

FDNY STRATEGIC PLAN Fiscal Year 2003-2004

Next Steps and Time Frames 

• The Department intends to place the 21 SOC Support Ladder Companies into service by 

February 1, 2004, once operational plans are finalized. 

• Four additional SOC Support Ladder Companies will be trained by August 15, 2004, for 

a total of 25 Companies. 

• The Department will recommend and develop appropriate incentives, to encourage 

increasing numbers of FDNY members to perform these lifesaving functions. 

• The EMS Command will increase its Haz-Tac Ambulance capabilities by 25 units; 10 

additional units by June 30, 2004, and 15 additional units by June 30, 2005. 

Lead Bureau 

• Fire Operations 

SOC 

Objective 1.5 Increase Marine capabilities. 

Background 

Given the increase in commercial, transportation and recreational use of the City’s ports and 

waterways, including plans for private water taxis, an expanding cruise industry and a dramatic 

increase in cargo transportation in New York City, the Department must upgrade the capabilities 

of its Marine Division. Recognizing the increasing obsolescence of the Department’s fireboat 

fleet and the City’s increasing concerns about a potential major marine disaster or terrorist act, the 

Department intends to purchase new state-of-the-art fireboats to replace an aging fleet, as well as 

develop enhanced training for shipboard firefighting. 

Accomplishments 

Because shipboard fires present unique complexities, in Spring 2002, the Department contracted 

with a vendor to provide training in marine firefighting techniques for land-based Fire 

Companies. This train-the-trainer course provided marine firefighting awareness and operationslevel training to 20 carefully selected members of the SOC and Marine Division, which is part of 

SOC. The curriculum included tactical exercises at the U.S. Naval base in Norfolk, Virginia, and 

a review of marine firefighting Incident Command. The Department has begun to enhance its 

shipboard firefighting training and, in September 2003, the first class of Battalion Chiefs received 

shipboard firefighting as part of the FDNY Incident Command course. A class of probationary 

Firefighters received marine firefighting awareness training for the first time in Fall 2003. 

In addition, the Marine Division dry-docked and overhauled fireboats McKean and Fire Fighter, 

updated marine navigation and communications equipment on all boats, assigned 25-foot rescue 

boats to Marine Companies 1 and 9 for rapid response calls and reconstructed floats and ramps at 

Marine Company 4 at Fort Totten, Queens. 
NEW YORK CITY FIRE DEPARTMENT 13 EMERGENCY RESPONSE OPERATIONS

 

FDNY STRATEGIC PLAN Fiscal Year 2003-2004

To further ensure public safety on the City’s waterways at heightened levels of alert, the 

Department activated and manned reserve fireboats Smoke II and Alfred E. Smith. These boats 

will enhance harbor surveillance as a component of the FDNY homeland security effort. 

FDNY secured external grant funding for a new state-of-the-art, 130-foot fireboat. 

Next Steps and Time Frames 

• By January 15, 2004, the Department will begin construction of a new pier at Marine 

Company 1 in Manhattan, to be completed by August 31, 2004. The Department will 

dry-dock and overhaul the Alfred E. Smith, which will be completed by March 15, 2004.

• The Department has purchased a new 27-foot Boston Whaler for Staten Island. 

Construction of the new fireboat will be completed and placed into service by April 1, 

2004.

• The Department has completed its needs assessment and will review engineering 

specifications for the new 130-foot fireboat. FDNY has hired a marine engineering firm 

to review and update its specifications and incorporate current technology into the design. 

These revised specifications will be completed by February 15, 2004. The overall target 

date for completion of this project is 2007.

• By October 31, 2004, the Department will further implement the train-the-trainer 

program, using members who were recently certified as instructors, to train 21 first-due 

units to handle marine emergencies on New York City’s waterways.

Lead Bureau 

• Fire Operations 

SOC Marine Division 

Objective 1.6 Enhance preparedness planning. 

Background 

In prior years, the FDNY Operational Planning Unit was responsible for maintaining the 

Department’s Standard Operating Procedures (SOPs), scheduling medical appointments, 

coordinating special events and maintaining a liaison with the Mayor’s Office of Emergency 

Management (OEM). However, the new threats and long-term challenges facing the Fire 

Department demand a more in-depth and comprehensive planning effort that takes into account 

the need for inter- and intra-departmental coordination, research, strategic and tactical planning, 

development of in-depth response plans for various kinds of incidents, development and 

coordination of drills and exercises and critical analysis of operations. 
NEW YORK CITY FIRE DEPARTMENT 14 EMERGENCY RESPONSE OPERATIONS

 

FDNY STRATEGIC PLAN Fiscal Year 2003-2004

Accomplishments

Under the direction of the Chief of Planning and Strategy, the unit now known as the 

FDNY Planning and Strategy Unit has been significantly expanded to: 

• Develop and prepare training exercises for FDNY, including inter-agency exercises 

• Provide risk assessments of potentially hazardous locations throughout the City 

• Develop FDNY Emergency Response Plans (ERPs) 

• Manage technical information for Fire and EMS Operations 

• Develop the FDNY Strategic Plan 

• Coordinate with bureaus on terrorism preparedness 

• Participate in post-incident critiques 

• Maintain inter-agency relationships at the operational level 

• Oversee the Geographical Information Systems Unit (Phoenix Unit) 

• Manage special events and coordinate dignitary protection 

The Planning and Strategy Unit has drafted a plan for “Fire and EMS Tactics and Procedures for 

Subway Incidents involving Weapons of Mass Destruction (WMD)–Chemical Agents” and a 

bio-terrorism response plan. In addition, the unit has developed a risk and vulnerability 

assessment survey instrument to enable the Department to review and document targeted sites 

throughout the City. 

The Planning and Strategy Unit is also responsible for coordinating the Department’s 

participation in drills and exercises. Lessons learned during these mock incidents, either in 

large-scale drills or tabletop exercises, enable FDNY to better anticipate problems and needs 

associated with specific incidents and locations. In 2003, the Department participated in several 

major inter-agency drills, addressing simulated WMD chemical releases affecting a large number 

of people, as well as several tabletop exercises dealing with bio-terrorism and special events. 

Large-scale exercises were conducted, simulating a chemical release in a passenger terminal and 

a subway station. Tabletop exercises were conducted for incidents at Shea and Yankee Stadiums, 

the U.S. Open in Flushing Meadow Park and John F. Kennedy Airport. 

Next Steps and Time Frames 

• Complete ERPs for WMD. 

To maximize preparedness, the Department has identified major WMD threat categories: 

chemical, biological and radiological, including nuclear and explosive. For each of these 

major threat categories, FDNY is developing a plan that will be integrated into its 

Standard Operating Procedures (SOPs). To accomplish this expeditiously, the 

Department will employ in-house expertise and external sources. These ERPs will be 

completed by November 1, 2004. A training program will be developed and 

implemented once the plans are completed and approved.
NEW YORK CITY FIRE DEPARTMENT 15 EMERGENCY RESPONSE OPERATIONS

 

FDNY STRATEGIC PLAN Fiscal Year 2003-2004

• Conduct vulnerability assessments of 65 designated sites to increase preparedness for 

possible future terrorist acts.

The Department has begun risk and vulnerability assessments of 65 sites Citywide, to be 

completed by June 15, 2004. The Department will further implement the risk assessment 

survey instrument by developing a networked database. Designated Officers and 

Firefighters will be trained to submit, retrieve and update critical risk information for 

approximately 150 potential vulnerable sites Citywide. The newly developed database 

will be easily accessible to all members, Borough Commanders, Staff Chiefs and 

Incident Commanders via the FDNY Intranet.

• Design and conduct intra- and inter-agency tabletops and other exercises. 

In recognition of the increasing need to standardize the preparation, scheduling and 

evaluation of intra- and inter-agency exercises, FDNY will establish an Exercise Design 

Team by June 30, 2004. Team members will focus exclusively on the development and 

coordination of tabletop scenarios and hands-on exercises with internal FDNY units and 

external partners, including the New York Police Department, Mayor’s Office of 

Emergency Management, Port Authority Police Department, U.S. Department of 

Homeland Security and its constituent agencies, utility companies and health care 

providers. The team also will be responsible for standardizing the roles and 

responsibilities of tabletop exercise controllers and evaluators, formatting After Action 

Report (AAR) critiques and interfacing with the Bureau of Training to ensure that lessons 

learned are implemented. The Department intends to conduct intra- and inter-agency 

tabletops and exercises on a monthly basis, with a minimum of 12 exercises per year. 

By June 30, 2005, the Exercise Design Team will have completed the Master Exercise 

Practitioners Certification Program sponsored by the National Fire Academy.

• Develop Terrorism Preparedness Strategic Plan, including funding priorities. 

Following the development of this Strategic Plan, the Department will create a Terrorism 

Preparedness Strategy document by September 15, 2004. The FDNY Strategic Plan sets 

the general direction of the Department as it relates to terrorism. The Terrorism 

Preparedness Strategy will offer a more detailed set of initiatives, describing how FDNY 

can best prepare for future acts of terrorism or large-scale events. The Strategy will focus 

on how FDNY will meet the growing threat of terrorism by augmenting existing 

resources with increased hazardous materials training, equipment upgrades, new 

technologies and innovative command structures. A terrorism management strategy will 

address awareness and prevention, training and preparedness, communications and 

information technology, inter-agency coordination, recovery and funding. 

Lead Bureau 

• Fire Operations 

Planning and Strategy Unit 
NEW YORK CITY FIRE DEPARTMENT 17 HEALTH AND SAFETY

 

FDNY STRATEGIC PLAN Fiscal Year 2003-2004

GOAL 2.0 ENHANCE HEALTH AND SAFETY OF FDNY MEMBERS

Enhance and expand programs to monitor and improve the health and safety of members. 

Overview

The safety and well being of Fire and EMS first responders has always been a core value of the 

Department and remains an ongoing commitment. All bureaus, including Health Services, 

Counseling Services, Safety/Inspection Service Command, Training and Operations, work closely 

to ensure the safety and well being of members in the performance of their duties. 

The Department has made the following significant improvements to protect the safety and health 

of its members: 

• After September 11, 2001, the Department used Federal funding to launch a 

comprehensive health and mental health outreach, evaluation and treatment program for 

members affected by the World Trade Center rescue and recovery efforts. 

• As part of the national smallpox vaccination initiative, the Department successfully 

developed and implemented a smallpox education and vaccination program for first 

responders. 

• Bio-Terror Response Teams have been established to ensure an appropriate response to 

an index (initial) case or outbreak of potential biological events. 

• To address specific incidents involving radiation, nerve agents or other toxins, the 

Department’s Office of Medical Affairs (OMA) has stockpiled antidotes and other 

medications in sufficient quantities to treat all FDNY members and thousands of civilians 

in secured depots in each of the five boroughs. The Bureau of Health Services (BHS) 

also has established policies and distribution plans and secured stockpiles of medications, 

such as ciprofloxin, doxycycline and potassium iodide, to help safeguard the health of 

members in the event of a radiological or biological incident. 

• The Department has provided Firefighters and EMS personnel with access to critical 

lifesaving equipment. The Department has issued the MSA Millennium Model Air 

Purified Respirator (APR) to EMS personnel. The APR is intended to be used as an 

escape mask in the event of an airborne chemical incident. 

• In addition to two Major Emergency Response Vehicles, EMS has equipped five 

Logistical Supply Units to provide medical supplies and support for major incidents. 

To build on the Department’s health and safety commitments, the Department has identified three 

objectives. 
NEW YORK CITY FIRE DEPARTMENT 18 HEALTH AND SAFETY

 

FDNY STRATEGIC PLAN Fiscal Year 2003-2004

Objective 2.1 Develop an improved Firefighter/EMS injury and fatality prevention and 

investigation program. 

Background 

The Department is concerned that the recent unprecedented loss of experienced members may 

lead to an increase in on-the-job injuries. To address this, the Department is taking a proactive 

approach to prevent and reduce Firefighter and EMS personnel injuries and fatalities. 

The Safety/Inspection Service Command will continue its review of current procedures to 

determine adherence to and effectiveness of these protocols. 

Accomplishments 

Every issue of the Department’s official training publication, WNYF (With New York 

Firefighters), includes an article about safety. Recent articles have addressed carbon monoxide 

poisoning, its effects, toxicity and preventive measures, as well as proper operations on fire 

escapes. The Department provides “Pass-It-On” safety bulletins in a form similar to an After 

Action Report to highlight problems and dangerous situations experienced by field units, together 

with recommended actions to prevent injuries. The Safety/Inspection Service Command has 

incorporated an EMS Safety Message as part of the Department’s Intranet. The daily message 

incorporates lessons learned as a result of previous experiences and fosters a dialogue on issues 

between supervision and EMTs/Paramedics. 

Next Steps and Time Frames 

• Twenty-five members have been trained to the next level to perform as accident 

investigators. A new procedure for investigating Firefighter fatalities or serious injuries is 

under development, to be completed by June 30, 2004. Additional safety training in 

evaluation and investigative practices will be provided to the Department’s Safety 

Battalion staff by October 1, 2004. The intent is to shorten investigations and expedite 

recommendations, which will reduce or prevent the recurrence of such fatality or injury. 

• By December 15, 2004, FDNY will develop an Annual Risk Management Plan to 

evaluate and quantify risks in the field and recommend interventions that will enhance 

safety, both in the short and long term. 

• The Department will undertake pilot programs to systematically review and evaluate 

Firefighters’ bunker gear and improved Personal Protective Equipment (PPE), including 

a protective clothing ensemble for skin protection for EMS personnel by December 15, 

2005. 

Lead Bureau 

• Safety/Inspection Service Command 
NEW YORK CITY FIRE DEPARTMENT 19 HEALTH AND SAFETY

 

FDNY STRATEGIC PLAN Fiscal Year 2003-2004

Objective 2.2 Develop an enhanced apparatus vehicle accident prevention and reduction 

program for both Fire and EMS. 

Background

Last year, FDNY fire units were dispatched approximately 892,000 times and 1,268,000 EMS 

units responded to medical calls Citywide. In light of these extraordinary demands, the 

Department is refocusing its efforts to improve driver safety through skills assessment and 

additional training. 

Accomplishments

The Department’s Safety/Inspection Service Command developed an apparatus accident database 

for use by the Borough Command Staff Chiefs and their Divisions, as well as EMS Operations 

and their Divisions. This database highlights trends, facilitates a comparison among boroughs 

and Divisions against aggregated accident data Citywide, identifies specific kinds of accidents 

and enables Officers to determine units and/or chauffeurs/drivers who experience multiple 

accidents. Divisions use this important data at quarterly Division Safety Committee conferences 

and in unit newsletters. In addition, several articles pertaining specifically to apparatus driving 

issues have been included in WNYF. Topics included methods to safely navigate into and across 

wide intersections and overall safe driving habits for chauffeurs of emergency vehicles. 

Next Steps and Time Frames 

• The Department is analyzing its vehicle accident data to develop prevention strategies 

and training interventions to reduce accidents. By June 31, 2004, the Safety/Inspection 

Service Command will pilot a fire apparatus accident reduction program in selected units 

within a specific Battalion, based on analysis of accident data, to evaluate outcomes over 

time. Company Officers and Battalion Chiefs, with assistance from the Safety Battalion 

Chiefs and the Safety Command, will visit units and hold moderator-led discussions 

focusing on safe driving. A key component of this pilot program will be the involvement 

of Firefighters in the field, who will actively participate in identifying problems, 

pinpointing causes and formulating strategies to effectively address these issues. 

It is anticipated that the program will be expanded Citywide by October 15, 2004. 

By December 31, 2004, the Bureau of Training will establish a Chauffeur Training 

Refresher course at the Fire Academy that specifically addresses the technical skills, safe 

attitudes and defensive driving practices necessary to drive fire apparatus.

• The Safety/Inspection Service Command will apply the lessons learned from the pilot fire 

apparatus chauffeur program to vehicle operator safety for EMS personnel trained in 

emergency vehicle operations. By June 30, 2004, a similar pilot program will be 

developed for the Emergency Vehicle Operations Course (EVOC). This will incorporate 

technical skills and safe attitudes and defensive driving practices necessary for drivers of 

ambulances. By August 1, 2004, new Safety Bulletins will be published with a focus on 

safe driving practices. Additionally, by December 1, 2004, FDNY will address safe 

driving practices for all drivers of emergency response vehicles Department-wide, 

including sedans and SUVs, which are operated by Officers and their Aides. 
NEW YORK CITY FIRE DEPARTMENT 20 HEALTH AND SAFETY

 

FDNY STRATEGIC PLAN Fiscal Year 2003-2004

Upon delivery and installation of new driving simulators at the Fire and EMS Training 

Academies by March 31, 2004, the Department will integrate this training tool into the 

overall accident prevention and reduction program.

Lead Bureaus 

• Safety/Inspection Service Command 

• Training 

Objective 2.3 Develop performance standards to address the training needs of Firefighters, 

EMTs/Paramedics, Fire and EMS Officers. 

Background 

The loss of 343 members in the World Trade Center attack, together with a surge in retirements, 

significantly depleted the Department’s ranks and resulted in the loss of thousands of years of 

collective experience. In response, the Department has undertaken its largest recruitment and 

promotion effort ever. Exactly two years after September 11, 2001, the Department had hired 

1867 new Firefighters and began training an additional 304 new recruits in September 2003, for a 

total of 2171 new Firefighters. These members represent 25 percent of the Department’s 

Firefighters. Department promotions during the same period were equally dramatic. There have 

been a total of 1363 promotions since 9/11, representing approximately 50 percent of the 

Department’s Officers. During the same period, 1968 Firefighters and Officers retired, 

representing approximately 18 percent of the entire Department. Together, the Department has 

experienced a significant reduction in the experience level of both Firefighters and Officers 

in the field. 

Accomplishments 

The Department completed a $50 million capital construction project at the Fire Academy at 

Randall’s Island and developed a state-of-the-art classroom and tactical training center. The 

Department also successfully negotiated with the Federal government to permanently transfer its 

companion training site at Fort Totten, Queens, the location of the Department’s EMS Academy, 

Certified First Responder-Defibrillation (CFR-D) and First Line Supervisors Training Programs. 

Next Steps and Time Frames 

• To address the training needs of our members, the Department has developed an 

innovative approach to enhance the knowledge and skills in the field. With the 

reinstatement of a team of Field Training Officers by March 31, 2004, the Bureau of 

Operations and Bureau of Training will establish performance standards and certify 

competencies in selected areas of expertise for all members. Training curricula will be 

revised, based on these performance standards to best meet the needs of the Department 

and its members. The result of this effort is twofold: measurable increases in the 

knowledge and skills of Firefighters and Officers and enhanced health and safety of 

members in the field.

Lead Bureaus 

• Fire and EMS Operations

• Training
NEW YORK CITY FIRE DEPARTMENT 21 MANAGEMENT

 

FDNY STRATEGIC PLAN Fiscal Year 2003-2004

GOAL 3.0 STRENGTHEN MANAGEMENT AND ORGANIZATIONAL DEVELOPMENT

Promote organizational effectiveness and develop leadership capabilities. 

Overview 

Beginning in January 2002, the Department conducted a comprehensive review of its 

management and organizational structure. As a result, the Department modified its organizational 

structure to strengthen both uniformed and civilian management expertise. 

For example, the Department strengthened its overall command structure by increasing the 

number of Staff Chiefs from 12 to 18, through promotions of key members overseeing Fire and 

EMS Operations, SOC and Operational Planning and Logistics. In September 2002, the 

Department also implemented a Borough Command structure within the Bureau of Fire 

Operations, consisting of an Assistant Chief, a Deputy Assistant Chief and staff functions, 

to decentralize command and control operations. This restructuring of the most Senior Chiefs has 

significantly improved the Department’s management capacity. 

Objective 3.1 Determine how EMS and Fire Operations’ functions can be more efficiently 

managed to improve overall system performance and service delivery. 

Background 

At the time of the merger of EMS and FDNY in 1996, the New York City Fire Department was 

the largest fire department in the country. After the merger, it became the largest fire departmentbased emergency medical service and the primary provider of pre-hospital emergency care in the 

country. 

Accomplishments 

This merger brought about many improvements in pre-hospital medical care during the past few 

years, including decreased response times and an enhanced quality of care. For example, 

implementation of the Certified First Responder-Defibrillator (CFR-D) program has helped create 

a three-tiered emergency response system in New York City. CFR-D is the first and most basic 

level of training, followed by Basic Life Support (BLS) Emergency Medical Technicians (EMTs) 

and Advanced Life Support (ALS) Paramedics. The merger has made this tiered response more 

effective, generating shorter response times and saving the lives of countless New Yorkers every 

year. 

Next Steps and Time Frames 

• In recognition of increased responsibilities related to the merger, the current 

administration has established an executive task force to evaluate how EMS and Fire 

Operations can be more efficiently managed. After researching various organizational 

models nationally, the task force has reviewed the complex management and 

restructuring issues that the Department has faced since September 11th. 
NEW YORK CITY FIRE DEPARTMENT 22 MANAGEMENT

 

FDNY STRATEGIC PLAN Fiscal Year 2003-2004

The aim of the task force, chaired by the Chief of Department and comprised of Staff 

Chiefs from EMS and Fire Operations, is to maximize the Department’s overall 

effectiveness in providing pre-hospital care and emergency services. By January 10th, an 

interim report will be submitted to the Fire Commissioner for review and comment. 

• By February 1, 2004, a modified CFR-D policy will be implemented to improve and 

better coordinate response to cardiac arrest assignments. 

• By June 1, 2004, the task force is expected to make additional recommendations. 

Lead Bureaus 

• Chief of Department 

• Fire and EMS Operations 

Objective 3.2 Increase the managerial capabilities and expertise of Fire and EMS personnel 

by providing enhanced opportunities for advanced leadership development. 

Background 

The Department has sought to strengthen its management and planning capabilities by providing 

its most senior Fire and EMS Officers with additional training in management principles, 

knowledge and skills. Through a partnership with the private and academic sectors, the 

Department established the custom-designed FDNY Officers Management Institute (FOMI). 

This management-focused training is provided by the Columbia University School of 

International and Public Affairs and hosted by General Electric’s Jack Welch Management 

Training Center. FOMI is an important training program that continued in Fall 2003, when a 

second class of Chiefs began attending classes. 

To better understand terrorism threats to New York City and the nation, the FDNY is partnering 

with the United States Military Academy’s (USMA) Combating Terrorism Center at West Point 

to develop a leadership-training program. This program will be given to Battalion Chiefs, 

Captains, Supervising Fire Marshals and EMS Deputy Chiefs and Captains, as future leaders of 

the Department. The Combating Terrorism Leadership Program will bring together an elite group 

of FDNY Officers to attend a series of seminars, taught by military experts in the field of 

terrorism. This important joint venture will assist FDNY by developing networks with other 

agencies that deal with homeland security issues and provide a vital link with the military sector 

and local first responders. Also, the program will offer West Point Cadets internship 

opportunities at FDNY. 

Accomplishments 

Twenty-four Staff Chiefs and EMS Division Chiefs completed the FOMI course in April 2003. 

The training program met four days each month for a total of four months. A FOMI advisory 

committee has been established to provide oversight for continuation of the program. 
NEW YORK CITY FIRE DEPARTMENT 23 MANAGEMENT

 

FDNY STRATEGIC PLAN Fiscal Year 2003-2004

The Department has finalized its plans with the USMA Combating Terrorism Center for the 

Combating Terrorism Leadership Program. The course started in January 2004 and is comprised 

of 14 three-hour weekly seminars. Approximately 32 FDNY Officers have been selected through 

an internal Department application process. 

Next Steps and Time Frames

FDNY Officers Management Institute 

• The second FOMI class, comprised of 15 Deputy Chiefs and EMS Division Chiefs, 

began on November 3, 2003. The course has been expanded to meet four days each 

month for eight months and will conclude June 30, 2004. 

• Each participant will complete and present a project to the Commissioner and Chief of 

Department by June 30, 2004. 

• FDNY will obtain private funding to institutionalize FOMI by December 31, 2004. 

USMA Combating Terrorism Leadership Program 

• Conduct the first course of the USMA Combating Terrorism Leadership Program from 

January through April 30, 2004. 

• Participants will complete and present team projects to the Commissioner and Chief of 

Department by May 31, 2004. 

• Develop a comprehensive course evaluation prior to completion of the first 14-week 

session by May 31, 2004. 

Lead Bureaus 

• Fire and EMS Operations 

• Intergovernmental Affairs 

Objective 3.3 Provide more comprehensive support services to FDNY families and members. 

Background

Fire and EMS members face dangers and risks every day in the performance of their duties. The 

FDNY takes pride in its close-knit culture as it supports its members and their families with 

sincerity and dignity. Before September 11, 2001, the Department was well-prepared to notify 

families about members who might be injured, missing or killed while performing their duties 

and provide counseling services to their families and affected colleagues. However, the World 

Trade Center attacks made clear that an expanded management approach was needed to 

effectively respond to a potential large-scale incident. 
NEW YORK CITY FIRE DEPARTMENT 24 MANAGEMENT

 

FDNY STRATEGIC PLAN Fiscal Year 2003-2004

Accomplishments

To better serve families and members in the event of another incident involving one or a 

significant number of FDNY casualties, the Department has created a new Family Assistance 

Unit (FAU), under the direction of an Assistant Commissioner. This Unit is responsible for 

providing guidance to the families of fallen and injured or seriously ill members and for 

improving communications with members and their families. To that end, the Unit has developed 

a Family Information Call Center (FICC) at FDNY Headquarters. The FICC will be activated as 

needed, at the recommendation of the newly established Support Services Committee, which is 

comprised of representatives from Fire Operations, EMS Operations, Bureau of Health Services, 

Counseling Services Unit, FAU, Personnel and the Commissioner’s Office. 

Next Steps and Time Frames 

By March 15, 2004, the FAU will complete the FICC. When needed, the FICC will be activated 

to perform the following functions: 

• Provide a central point of contact for internal and external inquiries following a largescale event or a smaller incident that injures FDNY members 

• Respond to private inquiries from FDNY family members, friends and other individuals 

related to FDNY personnel

• Provide reliable, accurate, timely information about members

• Provide referrals to peer and family counseling

• Maintain information flow to firehouses, EMS units and families

• Redirect questions from the general public about volunteering and donations 

• Redirect questions from the media 

• Finalize procedural guidelines and training curricula for assigned FICC staff 

Lead Bureau 

• Intergovernmental Affairs 

Family Assistance Unit
NEW YORK CITY FIRE DEPARTMENT 25 DIVERSITY

 

FDNY STRATEGIC PLAN Fiscal Year 2003-2004

GOAL 4.0 INCREASE DIVERSITY

Improve significantly the diversity of the uniformed fire service by developing a comprehensive 

written plan to further enhance recruitment for test administration and review the feasibility of 

establishing a permanent recruitment unit. 

Overview 

The Department continues to strive to diversify its uniformed work force through the successful 

recruitment, retention and promotion of minorities and women. FDNY recognizes that 

community support, including inspiring and recruiting young men and women of all cultural 

backgrounds, ensures the vitality of the Fire Department and security of New York City. 

In furthering this objective, in May 2002, the FDNY assigned a Battalion Chief as Chief of 

Recruitment and hired a full-time Director of Recruitment and Diversity Initiatives to lead a 

dedicated Recruitment Unit. The main focus of the Recruitment Unit is to develop new strategies 

to reach out and educate minority communities about career opportunities in fire and pre-hospital 

emergency medical services. 

The Recruitment Unit worked closely with the FDNY’s Community Affairs Unit to develop new 

strategies and together launched a $2.7 million formal media campaign. The “Heroes Wanted” 

advertising messages were posted on firehouses, billboards, bus shelters and transportation 

stations and broadcast on the radio. FDNY partnered with private companies to develop a 

recruitment website, which provided information on the Firefighter position, benefits, salary and 

application process. In addition to the media campaign, FDNY established a $1.6 million 

recruitment effort, staffed by 12 Firefighters and members of several fraternal organizations, 

including the Vulcan Society and the Hispanic Society, to provide an intensive, person-to-person 

grassroots campaign at job and school fairs and involving churches and non-profit organizations. 

The Department also made special efforts to recruit women. A recruitment team that included 

three female Firefighters worked with the United Women Firefighters Association to target 

female candidates. A section of the FDNY website, titled “Women in Firefighting,” provides 

more specific information regarding preparation for the written and physical exam and 

encourages women to become Firefighters. To assist these candidates in preparing for the 

physical exam, the Unit partnered with a corporate fitness center to provide free-of-charge access 

to all candidates who passed the written examination to prepare for the physical exam. 

These facilities donated memberships, services and special training valued at $4 million. 

In addition, a special physical preparation program was developed to meet the strength training 

needs of female candidates. 

The Department continues to work with consultants from the private sector, non-profit 

organizations and academic institutions to assess potential opportunities for engaging minority 

youth and women for future employment. The main focus of the recruitment initiatives is to 

inform, educate, mentor and train interested candidates to join the Fire Department or consider 

the Fire Department as a viable career opportunity. 
NEW YORK CITY FIRE DEPARTMENT 26 DIVERSITY

 

FDNY STRATEGIC PLAN Fiscal Year 2003-2004

Objective 4.1 Develop a comprehensive written plan that incorporates the Department’s 

ongoing and new recruitment initiatives to diversify the uniform work force of 

the FDNY. 

Background 

Since the 1970s, the Department has devoted considerable administrative and other resources to 

improving diversity in the uniformed work force. The Department recognizes the need to 

systematically assess the success of its ongoing diversity outreach and recruitment efforts on 

diversity in both the short and long term. In 2002, the Department enlisted Columbia 

University’s School of International and Public Affairs to assist in the analysis of FDNY’s 

recruitment campaign. This effort entailed examining the complex underlying issues that affect 

diversity in the uniformed work force. Columbia’s graduate students researched the recruitment 

campaign, the candidacy process and the organizational culture of FDNY. 

Accomplishments 

The Columbia University research study included a literature review of diversity in the fire 

service and incorporated both a qualitative and quantitative approach. The study developed and 

disseminated survey instruments and used the recruitment tracking system database to analyze 

and quantify both process and outcomes of the Department’s recruitment campaign. 

Students contacted organizations such as the Vulcan Society, Hispanic Society and the United 

Women Firefighters Association, reviewed the integration experience of other urban fire 

departments and interviewed key FDNY Officers and Staff Chiefs. Preliminary findings and 

recommendations were issued for the Department’s review in May 2003. 

During the Fall 2003, the Recruitment Unit and Columbia University’s School of International 

and Public Affairs continued to analyze the recent recruitment campaign to obtain a better 

understanding of the most successful ways to recruit minorities and women. This research 

project reviews the messages and techniques of the campaign, the demographics of those who 

passed the written exam and the perceptions that minorities and women have of firefighting as a 

career. In addition, Columbia University graduate students developed and administered new 

surveys to better identify and address the underlying issues related to diversifying the 

Department. 

To further its diversity goals, in the Spring 2002, the Department enlisted its Technology and 

Development staff to provide the Recruitment Unit with a customized computer system with 

tracking capabilities. The newly developed recruitment tracking system was completed in 

Summer 2002. 

Next Steps and Time Frames

• The academic research projects will be completed and submitted to the Department for 

review by January 31, 2004. The Diversity Report--Phase I will be finalized by 

March 15, 2004. 
NEW YORK CITY FIRE DEPARTMENT 27 DIVERSITY

 

FDNY STRATEGIC PLAN Fiscal Year 2003-2004

• Based on this information, by July 1, 2004, the Recruitment and Diversity Unit will 

create a comprehensive written plan and continue to develop short- and long-term 

targeted initiatives to enhance the diversity of the FDNY and make it more representative 

of the population and communities it serves. 

Lead Bureau 

• Administration 

Recruitment Unit 

Objective 4.2 Develop and expand outreach and mentorship programs to engage minority 

young adults and women to become interested in firefighting and emergency 

medical career opportunities. 

Background 

After it was established, the FDNY Fire Cadet Pilot Program demonstrated that outreach and 

mentoring can enhance minority and female representation within the Department. The Cadet 

Program was designed specifically for college students and required a minimum one-year 

commitment from each Cadet. The purpose of the pilot program was to: 1) prepare each Cadet 

for a challenging career as an FDNY Firefighter or EMT; 2) encourage Cadets to take a 

promotional exam to Firefighter; and 3) provide mentoring and support to a diverse group of 

students as they pursued careers in the fire and emergency services. Upon graduation from the 

Cadet Program and after receiving state certification, participants were offered full-time 

employment as EMTs in the Bureau of EMS, while continuing to attend college and train for the 

open-competitive/promotional Firefighter test. 

One of the most important components of the Cadet Program was the focus on mentoring. 

The Cadet Program provided role models to educate, motivate, support, assist and inspire 

students. Cadets interacted with Firefighters and EMTs and were encouraged, counseled and 

supported to pursue a fire or emergency medical service career. Given the current fiscal realities 

and changes in promotional procedures, the FDNY in Spring 2002 decided that it no longer could 

provide the necessary financial and administrative support to continue the Cadet Program. 

However, the success of the outreach and mentoring approach will be replicated as the 

Department initiates new and expanded outreach and recruitment programs. 

Accomplishments 

Since 2000, 208 youths who participated in the Cadet Program became Fire Department EMTs. 

Of these 208 individuals, 70 have been promoted to Firefighters. Lessons learned from the 

success of the Fire Cadet Pilot Program will be incorporated into new and expanded outreach 

programs, including the Fire and Emergency Services Exploring Program. The Exploring 

Program is part of the Greater New York Council’s Exploring Program, which is part of the Boy 

Scouts of America. 

In Fall 2003, the recruitment tracking database was modified to assist the Department to continue 

to track and monitor new recruitment projects such as the Exploring Program, measure outcomes, 

provide statistical reports to FDNY management and support the ongoing Columbia University 

diversity research study. 
NEW YORK CITY FIRE DEPARTMENT 28 DIVERSITY

 

FDNY STRATEGIC PLAN Fiscal Year 2003-2004

Next Steps and Time Frames 

• FDNY is expanding its commitment to mentorship programs through the Exploring 

Program, which is a career education program for young men and women, 14 to 20 years 

of age. The Exploring Program will introduce high-school-age youngsters to, and begin 

to prepare them for, Fire Department careers by teaching them skills and responsibility 

and providing information on fire safety and educational requirements to become EMTs, 

Paramedics and Firefighters. The FDNY’s Director of Recruitment and the Executive 

Post Advisor for the FDNY Exploring Program are revamping and expanding the 

program. Currently, one Firefighter serves as Executive Fire and Emergency Services 

Post Advisor for the FDNY Exploring Program. Several additional Firefighters and 

EMTs will be identified to volunteer as Post Advisors and posts will be created in 

Brooklyn and the Bronx. The Exploring Program will be expanded by March 31, 2004. 

• By June 30, 2004, the Recruitment Unit also will incorporate methods used during the 

last recruitment campaign to further develop mentoring programs to enlist and retain 

interested female candidates. To encourage women to consider firefighting as a career 

option, the Recruitment Unit will continue its collaboration with the United Women 

Firefighters Association and private sector and non-profit organizations to engage female 

candidates and increase awareness of professional opportunities for them in the 

Department. 

• During the next two years, the Department will employ the recruitment tracking system 

database to follow up on candidates who had applied for, taken and passed the written 

and physical Firefighter examinations. The system tracks applicants so that the Unit can 

offer ongoing information and support to them while they await civil service appointment 

to mitigate potential attrition. 

• In addition, to help build awareness of potential career opportunities within the 

Department, the Unit will continue to work with non-profit and religious organizations 

to: 1) educate, recruit and train interested candidates; 2) provide outreach efforts at junior 

high and high schools, colleges and job fairs; and 3) collaborate with other FDNY Units 

that provide outreach to diverse communities on various public safety issues. 

Lead Bureau 

• Administration 

Recruitment Unit
NEW YORK CITY FIRE DEPARTMENT 29 FIRE PREVENTION AND 

 SAFETY EDUCATION

FDNY STRATEGIC PLAN Fiscal Year 2003-2004

GOAL 5.0 IMPROVE FIRE PREVENTION AND FIRE SAFETY EDUCATION

Enhance and develop additional fire prevention and educational programs that reach out to 

local communities to make them stronger and safer. 

Overview 

Fire prevention and public safety education are essential elements of the Department’s mission. 

The Bureau of Fire Prevention ensures fire protection of residential and commercial occupancies 

Citywide through direct inspections of locations and enforcement of local laws and regulations. 

The Bureau also monitors conditions at hazardous locations and oversees certification of 

individuals in regulated activities. Fire Prevention supports the Department’s Bureau of 

Operations through the exchange of essential information on locations, buildings and special 

events. While Fire Prevention resources have remained strong despite current budgetary 

constraints, during the past two years, the Department’s fire safety education staff has been 

reduced. In response, the Department has developed private and public partnerships to sustain 

and broaden its fire safety education programs, while seeking to increase staffing through grants. 

Objective 5.1 Develop new safety requirements and evacuation plan procedures for 

commercial high-rise buildings. 

Background 

The events of 9/11 focused attention on the need for high-rise safety and the need to provide 

greater life and property protection in high-rise buildings. Because of their height and occupancy, 

high-rises present an unusual challenge to the Fire Department, building employees and 

occupants for both fire and non-fire-related emergencies. The current New York City Fire Code 

more than adequately protects citizens and New York City high-rise office buildings have an 

enviable fire safety record. While the current practice of fire-floor and floor-above evacuation for 

fires in high-rise office buildings remains the best option in those situations, these procedures 

must be re-evaluated in the context of other potential emergencies. 

Accomplishments 

After September 11, 2001, the Mayor directed the Department of Buildings to establish a Task 

Force to examine the World Trade Center disaster and current Building Code provisions as they 

relate to high-rise buildings. FDNY representatives from the Bureaus of Fire Prevention and Fire 

Operations participated. In Summer 2003, the Task Force developed a series of recommendations 

to enhance safety in commercial high-rise buildings. One recommendation called for the City to 

enact a law requiring an emergency evacuation plan, in addition to a fire safety plan, for non-fire 

emergencies. The Department drafted a high-rise building emergency action plan that details 

proposed requirements and guidelines. 
NEW YORK CITY FIRE DEPARTMENT 30 FIRE PREVENTION AND 

 SAFETY EDUCATION

FDNY STRATEGIC PLAN Fiscal Year 2003-2004

Next Steps and Time Frames 

• By January 1, 2004, the Department’s Bureau of Legal Affairs will introduce legislation 

as part of the legislative package implementing the recommendations of the World Trade 

Center Building Code Task Force. The legislation would give the Fire Commissioner the 

authority to require emergency action plans for commercial high-rise buildings. 

• By May 1, 2004, Department Staff Chiefs will review the draft high-rise building 

emergency action plan and submit the document to the Bureau of Legal Affairs for 

review. By June 1, 2004, the revised document will be forwarded to the Fire 

Commissioner for approval. 

• By January 1, 2005, subject to enactment of the legislation, the Department will propose 

a new rule and establish a mechanism within FDNY to review evacuation plans 

submitted in compliance with the new rule and create an oversight mechanism for drills, 

record-keeping and monitoring. 

• By March 31, 2005, the proposed rule containing the new requirements and providing a 

timetable for compliance should be adopted. 

• By June 30, 2005, FDNY will evaluate the need to develop new legislation affecting 

residential high-rise buildings, as well as other occupancies.

Lead Bureaus 

• Fire Prevention 

• Legal Affairs 

Objective 5.2 Integrate fire prevention and fire safety education projects to ensure that 

educational messages reach communities most at risk. 

Background 

Several FDNY bureaus provide essential fire prevention and safety education to children, 

families, senior citizens, disabled individuals and the non-English-speaking public. 

The Department will improve coordination among bureaus and provide creative approaches to 

bring the message of fire safety to communities throughout the City. Through the Department’s 

“Operation Sidewalk” initiative, local Fire Companies will continue to provide fire safety 

education materials at schools, senior centers, festivals, health fairs and other community events. 

This program enhances and expands the local Fire Companies’ fire safety role in the communities 

they serve. 

The Department is intensifying its work with the FDNY Fire Safety Education Fund (FSEF). 

FSEF played a key role in developing the Fire Zone, the FDNY’s showcase public safety center 

in Rockefeller Center. Working together, the Department and the FSEF recently developed and 

funded the “Fire Zone on the Road” program, which makes the Fire Zone’s safety and education 

lessons more accessible to communities and schools. 
NEW YORK CITY FIRE DEPARTMENT 31 FIRE PREVENTION AND 

 SAFETY EDUCATION

FDNY STRATEGIC PLAN Fiscal Year 2003-2004

Accomplishments 

Since September 11, 2001, requests for educational materials and for FDNY participation at 

community events and special events have increased dramatically. In that time, the Department 

has sponsored 4244 fire safety education events. However, without an increase in staffing and 

resources, FDNY cannot keep pace with the demand. 

Since November 2003, the “Fire Zone on the Road” program has provided outreach to targeted 

communities through educational campaigns, increasing school and community presentations and 

providing a wider distribution of fire safety and public health information and literature 

throughout the City and on the Internet.

Next Steps and Time Frames 

• To ensure that the Department meets the increasing demand, FDNY will further integrate 

and coordinate Fire Prevention, Fire Safety and Fire and EMS Operations. 

By May 15, 2004, the Department will assess its fire prevention, inspections, fire safety 

and public health activities to maximize the effectiveness of the FDNY’s manpower and 

resources devoted to public education. 

• By June 1, 2004, the Department will strengthen relationships between local firehouses 

and communities they serve. This will be accomplished by fostering the role of the local 

firehouse as a community resource that promotes fire-safety practices and education at 

home, at school and in the business community. 

• By assessing fire fatalities and injuries, the Department will identify high-fire-risk 

neighborhoods. By September 1, 2004, at least one community in each borough will be 

chosen for a pilot program. 

• By May 1, 2004, the Department will evaluate the effectiveness of the “Fire Zone on the 

Road” program. 

Lead Bureaus

• Fire Prevention 

• Training 
NEW YORK CITY FIRE DEPARTMENT 33 TECHNOLOGY 

 

FDNY STRATEGIC PLAN Fiscal Year 2003-2004

GOAL 6.0 ADVANCE TECHNOLOGY

Advance the technological capabilities of the Department. 

Overview

The Department has taken important steps to upgrade systems and plan for future communication 

and technology needs. To streamline the process, the Department has established a Technology 

Oversight Committee, comprised of senior representatives from Fire Operations, EMS 

Operations, Technology, Communications and Administration. The Committee is responsible for 

leading the development of the Department’s Technology Plan and ensuring that all specific 

technology projects included in the plan support the operational requirements of the Department. 

FDNY also has identified the need to enlist external communications and technology experts who 

will be responsible for reviewing our current communications systems and assisting the 

Department in drafting specifications that will incorporate FDNY’s evolving needs. Throughout 

the implementation of specific initiatives, the Committee will provide periodic updates describing 

technology milestones achieved, the progress of ongoing initiatives and any specific obstacles 

that need resolution to the Planning Oversight Committee. 

Simultaneously, the Department has addressed urgent needs in communications and technology, 

infrastructure, processes and protocols. Specifically, the Department successfully tested and 

deployed new handie-talkie radios to the field in February 2003. The new radios have several 

features that provide significant advantages compared to the previous model. The Department’s 

radios now support a larger number of channels and use the UHF band, which allows for greater 

penetration in buildings and allows for interoperability among Fire and EMS and other 

emergency service agencies, including the NYPD. To provide a mobile communication system 

for the handie-talkies in high-rise buildings, a system was developed that consists of the handietalkies, high-powered post radios, Battalion car repeaters and emergency transmission channels. 

Taken together, these enhanced features measurably improve the communications capability of 

the Department. 

Additionally, interoperable radio communication is now possible through the installation of new 

equipment (TRP-1000) in the Department’s Field Communications vehicle. Draft protocols 

outlining interoperability procedures have been developed so that the Incident Commander can 

communicate with other agencies. 

Other than technological advances, the Department needs a method to receive and disseminate 

critical information about an emergency incident. The Department developed protocols with the 

NYPD for placing an FDNY Chief Officer in a police helicopter to help manage large-scale or 

complex incidents. 

Specifically, the Department has identified the following objectives: 
NEW YORK CITY FIRE DEPARTMENT 34 TECHNOLOGY 

 

FDNY STRATEGIC PLAN Fiscal Year 2003-2004

Objective 6.1 Complete upgrade of Fire Department Operations Command Center. 

Background 

The Fire Department Operations Center (FDOC) serves as the critical point of contact in the 

Department for other City, State and Federal agencies. It also keeps senior staff apprised of fire 

and EMS emergencies Citywide. The management structure of the FDOC must be fully 

integrated into the Incident Command System protocols, which will govern any large-scale or 

long-duration incident. FDOC personnel are assigned specific roles, such as planning and 

logistics, and are given the proper facilities and equipment to carry out these responsibilities. 

Accomplishments 

During the past year, the Department has improved the FDOC’s capacities by upgrading 

telecommunications and procedures to better prepare for routine operations and large-scale 

incidents. Predetermined activation levels have been established to address various kinds of 

incidents depending upon their size and complexity. These activation levels require the senior 

Staff Chiefs to respond quickly to the Operations Center located at MetroTech Headquarters. 

The senior Staff Chiefs have the ability to provide Citywide command and control, as well as 

operational planning for the entire Department during both routine and major incidents. 

The ability to access NYPD video transmissions and Department of Transportation digital 

photographs has been established. 

In Spring 2003, the Department released a solicitation for a communications consultant. 

Through the Technology Oversight Committee’s review process, a consultant was selected to: 

1) further identify and evaluate current and future needs; 2) develop specifications to obtain 

equipment and vendors; and 3) forecast funding requirements. 

Next Steps and Time Frames

• The Department will continue to pursue and obtain grant funding for the re-design and 

construction of the enhanced FDOC by January 31, 2004. 

• By April 1, 2004, the Department’s communications consultant will provide an analysis 

of current and future communication technology needs and make recommendations to 

ensure state-of-the-art functionality. 

• By January 1, 2005, the Department plans to expand the FDOC into a fully functional 

operations center with upgraded infrastructure and additional state-of-the-art 

communications capabilities. Specifically, the FDOC’s capabilities will be enhanced to 

enable the center to serve as an off-site command post. Among other features sought for 

the center are video teleconferencing, on-scene live video using footage from media 

helicopters, wireless command board data and enhanced Geographic Information 

Systems (GIS) to provide an increased situational awareness capacity. 
NEW YORK CITY FIRE DEPARTMENT 35 TECHNOLOGY 

 

FDNY STRATEGIC PLAN Fiscal Year 2003-2004

• As the FDOC is further developed, by March 15, 2004, FDNY will review the relevant 

recommendations in the Mayor’s Office report, “Enhancing New York City’s Emergency 

Response Preparedness,” as it pertains to the regional blackout of August 14-15, 2003. 

The Department plans to implement the following at the upgraded FDOC: 

• Establish the Department’s operational priorities during resource-taxing events in the 

City or region 

• Monitor all incidents in the City in real time to determine current and possible resource 

requirements 

• Monitor Citywide coverage, analyze the Department’s resource availability and manage 

its resources, including the initiation of recall(s) of members and mutual-aid requirements 

• Serve as a single point of contact for other agencies to coordinate activities on a Citywide 

or regional basis 

• Compile and analyze information on specific incidents and relevant conditions 

throughout the City and disseminate this information to appropriate partners 

• Support the command and control of any major incident in the City 

• Serve as a regional command post if multiple, large-scale incidents are taking place in the 

City 

• Serve as the information backbone for ICS support functions 

• Provide all assigned staff with ICS training 

Lead Bureau 

• Technology and Development 

• Operations 

Objective 6.2 Develop electronic wireless command post boards. 

Background 

Large-scale incidents of the kind potentially confronting the Department require the management 

of large amounts of information regarding the deployment of personnel and equipment. In light 

of the loss of the command posts at the World Trade Center on September 11, 2001, the need to 

safeguard critical information and manage resources recorded at the command post board is 

essential. With electronic command boards, the Department can replicate and store current 

deployment information at all times. Portable, PC-based electronic command post boards have 

much greater functionality than existing magnetic command boards. These boards can help the 

Incident Commander with Firefighter tracking, communications and tactical coordination tasks. 

PC-based boards can store and display maps and building plans. This enables a Chief to review 

structural and other characteristics of buildings and zoom in on specific floors or building areas. 

They also can be used to store detailed hazards lists and FDNY procedures. This critical 

information must be captured using modern technology so that information can be disseminated 

quickly and simultaneously backed up remotely in case of another major catastrophe. 
NEW YORK CITY FIRE DEPARTMENT 36 TECHNOLOGY 

 

FDNY STRATEGIC PLAN Fiscal Year 2003-2004

Accomplishments 

Prototype electronic command post boards have been researched and the Technology Oversight 

Committee is coordinating the development of a Request for Proposals for an electronic 

command post board. In addition, the Committee is researching command boards that include a 

Firefighter accountability system, which would help determine who is on the scene and locate all 

members. 

Next Steps and Time Frames 

• Phase I--By December 15, 2004, electronic wireless command post boards, using 

personal computers that can graphically display the locations of unit deployments, will 

improve on-scene incident management. The boards will use wireless technology, 

whereby key data will be backed up by the FDOC in the event of the loss of an on-site 

electronic wireless command post board. 

• Phase II--By December 31, 2005, the electronic wireless command post boards will have 

mapping capabilities, retrieve site-specific historical and hazard data from Department 

databases, provide digital photography and video of the scene and automate tracking of 

unit locations. Through the use of radio identification signals and computerization of 

riding lists, these boards will enable the Incident Commander to reference this 

information. 

Lead Bureau 

• Technology and Development 

• Operations 

Objective 6.3 Obtain a computerized unit deployment and tracking model program for Fire 

and EMS resources. 

Background 

Given increased demands on deployment of both Fire and EMS resources, the Department needs 

to improve efficiencies and productivity through the use of new technologies. The Department’s 

current unit deployment and tracking model for Fire resources can predict response times, but 

cannot be used to analyze or improve deployment in real time. It also lacks an interface with 

EMS, which currently operates without a computer model. The ability to use a deployment and 

tracking model that includes EMS in real time is critical for modernizing the Department’s 

planning and response capacity.

Accomplishments 

The Department has researched various deployment and tracking models and is working with 

vendors to develop pilot programs using Department data to determine short- and long-term 

benefits and costs. 
NEW YORK CITY FIRE DEPARTMENT 37 TECHNOLOGY 

 

FDNY STRATEGIC PLAN Fiscal Year 2003-2004

Next Steps and Time Frames 

• By March 15, 2005, the Department will seek and obtain grant funds to purchase a stateof-the-art, computerized unit tracking and deployment model that will use dispatch data 

to optimize response to and coverage of routine operations and large-scale incidents. 

Integrating computer analytical capabilities, which reflect real-time response data and 

identify available specialized manpower and apparatus resources, will greatly improve 

the safety of both emergency responders and the public.

Lead Bureau 

• Management Analysis and Planning 

Objective 6.4 Implement a second EMS Citywide channel. 

Background 

In recognition of the communication difficulties EMS experienced on September 11, 2001, the 

Department has studied EMS radio communications and will establish a second EMS Citywide 

radio channel to deal with large incidents. This will allow a dedicated channel to handle a largescale incident, while permitting other existing channels to handle day-to-day communications. 

Accomplishments 

FDNY has received cost estimates for the equipment needed to implement a second EMS 

Citywide channel. The Department also has received cost estimates for necessary facilities 

upgrades to handle the new equipment. The Department’s technical staff has visited 28 of the 30 

sites. 

Next Steps and Time Frames 

• By June 31, 2004, the Department will modify current procedures, protocols and staffing 

needs regarding the second channel. 

• By July 15, 2004, a second EMS Citywide channel will be operational to support EMS 

radio channel deployment in the event of another multiple-casualty incident. 

• To improve direct communications between on-scene Engine Companies at a CFR-D call 

with EMS, by April 15, 2004, a pilot program will be implemented in three Battalions to 

study and test an additional communications channel. 

Lead Bureaus 

• Technology and Development 

• Communications
NEW YORK CITY FIRE DEPARTMENT 39 APPENDIX A 

 

FDNY STRATEGIC PLAN Fiscal Year 2003-2004

APPENDICES

Appendix A 

McKinsey & Company Report Recommendations 

I. INCREASE OPERATIONAL PREPAREDNESS

1) Expand use of the Incident Command System. 

2) Further develop the Fire Department Operations Center (FDOC). 

3) Create Incident Management Teams. 

4) Deploy a flexible recall procedure. 

5) Seek formal mutual-aid agreements for fire operations. 

6) Modify and enforce fire staging protocols. 

7) Expand haz-mat capabilities and re-evaluate other Special Operations capabilities. 

II. IMPROVE PLANNING AND MANAGEMENT

1) Enhance the Department’s planning and management processes. 

2) Expand and reorganize the Operational Planning Unit. 

III. IMPROVE COMMUNICATIONS AND TECHNOLOGY CAPABILITIES

1) Revamp the communications and technology management process. 

2) Immediately address urgent needs: 

2.1: Improve communications capabilities. 

2.2: Improve the Department’s ability to receive and disseminate critical 

 information about incidents. 

2.3: Give Chief Officers at incident scenes better ways to manage information and 

 track personnel. 

2.4: Improve EMS’ ability to track patients during incidents. 

IV. ENHANCE THE SYSTEM TO PROVIDE FAMILY AND MEMBER SUPPORT SERVICES
NEW YORK CITY FIRE DEPARTMENT 41 APPENDIX B 

 

FDNY STRATEGIC PLAN Fiscal Year 2003-2004

Appendix B 

FDNY Planning Oversight Committee 

Fire Commissioner 

Deputy Fire Commissioner for Intergovernmental Affairs 

Deputy Fire Commissioner for Public Information 

Deputy Fire Commissioner for Legal Affairs 

Deputy Fire Commissioner for Support Services 

Deputy Fire Commissioner for Administration 

Assistant Commissioner for Budget and Finance 

Chief of Department 

Chief of Operations (Fire) 

Chief of Operations (EMS) 

Assistant Chief of Operations 

Chief of Planning and Strategy 

Director of Strategic Planning 

Director of Management Analysis and Planning 
NEW YORK CITY FIRE DEPARTMENT 43 APPENDIX C 

 

FDNY STRATEGIC PLAN Fiscal Year 2003-2004

Appendix C 

FDNY Strategic Plan 

Primary Objectives 
NEW YORK CITY FIRE DEPARTMENT 45 

FDNY STRATEGIC PLAN Fiscal Year 2003-2004

GOAL PRIMARY OBJECTIVES BENEFITS LEAD 

1.1 Continue the integration of the Incident Command System (ICS) and the Department’s Incident Management Teams 

To deploy specialized personnel thoroughly trained in ICS principles and functions 

Fire OpEMS Op

1.2 Further develop and automate the Department’s comprehensive recall program 

Efficiently mobilize all or part of FDNY Firefighters and EMS personnel to respond to a large-scale emergency 

Fire OpEMS OpCommu

1.3 Enhance the Department’s mutualaid program Increase the resource pool available through mutual-aid agreements to mobilize a significant 

amount of resources in a short time 

Fire OpEMS OpLegal A

1.4 Enhance capabilities of Special Operations Command 

Ensure FDNY can respond to CBRNE terrorist acts or natural disasters 

Fire OpSpecial Comma

1.5 Increase Marine capabilities Ensure adequate FDNY Marine Division 

response 

Fire OpSOC Ma

1.0 IMPROVE EMERGENCY RESPONSE OPERATIONS

1.6 Enhance preparedness planning Ensure FDNY preparedness by developing 

Emergency Response Plans for WMD; design and conduct tabletops and exercises; conduct site-specific vulnerability risk assessments 

Fire OpPlanninUnit 
NEW YORK CITY FIRE DEPARTMENT 47 

FDNY STRATEGIC PLAN Fiscal Year 2003-2004

GOAL PRIMARY OBJECTIVES BENEFITS 

2.1 Develop an improved Firefighter/EMS injury and fatality prevention and investigation program 

Ensure safety of Fire/EMS staff 

2.2 Develop an enhanced apparatus vehicle accident prevention and reduction program for both Fire and EMS 

Ensure safety of Fire/EMS staff and the pu

2.0 

ENHANCE HEALTH AND 

SAFETY OF FDNY 

MEMBERS

2.3 Develop performance standards to address the training needs of Firefighters, EMTs/Paramedics, Fire and EMS Officers 

Ensure safety of FDNY members by enhanthe knowledge and skills in the field and certifying competencies 

GOAL PRIMARY OBJECTIVES BENEFITS 

3.1 Determine how EMS and Fire Operations’ functions can be more efficiently managed to improve overall system performance and service delivery 

Further enhance the delivery of public services by FDNY emergency responder

3.2 Increase the managerial capabilities and expertise of Fire and EMS personnel by providing enhanced opportunities for advanced leadership development 

Strengthen management and planning capabilities by additional training in management principles and knowledge understand and combat terrorism 

3.0 STRENGTHEN MANAGEMENT AND ORGANIZATIONAL DEVELOPMENT

3.3 Provide more comprehensive support services to FDNY families and members 

Ensure FDNY is well prepared to care fosupport its members and their families 
NEW YORK CITY FIRE DEPARTMENT 49 

FDNY STRATEGIC PLAN Fiscal Year 2003-2004

GOAL PRIMARY OBJECTIVES BENEFITS 

4.1 Develop a comprehensive written plan that incorporates the Department’s ongoing and new recruitment initiatives to diversify the uniformed work force of the FDNY 

Ensure FDNY represents the communities served 

4.0 INCREASE DIVERSITY

4.2 Develop and expand outreach and mentorship programs to engage minority young adults and women to become interested in firefighting and emergency medical service career opportunities 

Enhance community relations with minoritienon-profit organizations to diversify the uniformed work force 

GOAL PRIMARY OBJECTIVES BENEFITS 

5.1 Develop new safety requirements and evacuation plan procedures for commercial high-rise buildings 

Ensure the public’s and members’ safety brequiring a planned and organized responsthe event of non-fire emergencies in high-rbuildings 

5.0 IMPROVE FIRE PREVENTION 

AND FIRE SAFETY 

EDUCATION

5.2 Integrate fire prevention and fire safety education projects to ensure that educational messages reach communities most at risk 

Make the public and FDNY members safer 
NEW YORK CITY FIRE DEPARTMENT 51 

FDNY STRATEGIC PLAN Fiscal Year 2003-2004

GOAL PRIMARY OBJECTIVES BENEFITS 

6.1 Complete upgrade of Fire Department Operations Command Center (FDOC) 

Transform the FDOC into a multi-functionaemergency operations center 

6.2 Develop electronic wireless command post boards Portable PC-based electronic command bo

will assist the FDNY Incident Commander wFirefighter tracking, communications and tacoordination tasks 

6.3 Obtain a computerized unit deployment and tracking model program for Fire and EMS resources 

Improve FDNY efficiencies and productivity through the use of new technologies that awith deployment 

6.0 ADVANCE TECHNOLOGY

6.4 Implement a second EMS Citywide channel To support EMS radio channel deployment 

event of another potential Multiple-Casualty Incident (MCI) 
NEW YORK CITY FIRE DEPARTMENT 53 APPENDIX D 

 

FDNY STRATEGIC PLAN Fiscal Year 2003-2004

Appendix D 

FDNY Strategic Plan 

Secondary Objectives 
NEW YORK CITY FIRE DEPARTMENT 55 

FDNY STRATEGIC PLAN Fiscal Year 2003-2004

GOAL SECONDARY OBJECTIVES BENEFITS 

S 1.1 Implement a refresher training program for Fire 

and EMS Dispatch Operations

Improve staff dispatcher skills using new computer software programs 

1.0 IMPROVE EMERGENCY RESPONSE OPERATIONS

S 1.2 Continue specialized and advanced training in intelligence capabilities to improve terrorism preparedness 

Enhance FDNY’s intelligence capabilities 

GOAL SECONDARY OBJECTIVES BENEFITS 

S 2.1 Obtain new Personal Protective Equipment (PPE) for EMS personnel 

Ensure safety of EMS staff through purchaan improved protective clothing ensemble fskin protection and respirators 

2.0 ENHANCE HEALTH AND SAFETY OF FDNY MEMBERS

S 2.2 Provide additional security through target hardening (surveillance and barriers) of FDNY facilities and purchase tamper-resistant employee ID cards

Ensure safety of FDNY members and propHeadquarters, communications offices, traiacademies and fleet locations 
NEW YORK CITY FIRE DEPARTMENT 57 

FDNY STRATEGIC PLAN Fiscal Year 2003-2004

GOAL SECONDARY OBJECTIVES BENEFITS 

S 3.1 Develop a Department-wide communication strategy through restructuring, adding personnel and utilizing new technologies 

Effectively disseminate information to memin the field, Headquarters, EMS personnel civilian staff, in addition to the public 

S 3.2 Ensure that each Bureau has access to reliable data and reports pertaining to its operations on a timely basis 

Ensure data integrity and accessibility to facilitate a Department-wide effort of data sharing 

3.0 STRENGTHEN MANAGEMENT 

AND ORGANIZATIONAL 

DEVELOPMENT

S 3.3 Design and administer a new initiatives employee suggestion program 

Solicit new and innovative ideas from unifomembers and civilian staff to improve servidelivery through new tools and new method

GOAL SECONDARY OBJECTIVES BENEFITS 

4.0 INCREASE DIVERSITY 

S 4.1 Develop Phase II of the FDNY Diversity Report Advance the diversity goals of the Departm

GOAL SECONDARY OBJECTIVES BENEFITS 

5.0 IMPROVE FIRE PREVENTION 

AND FIRE SAFETY 

EDUCATION

S 5.1 Establish an Account Analysis Unit, a Plan Review Unit and a Customer Service Unit in the Bureau of Fire Prevention 

Improve efficiencies in handling public and private sector safety and code issues 
NEW YORK CITY FIRE DEPARTMENT 59 

FDNY STRATEGIC PLAN Fiscal Year 2003-2004

GOAL SECONDARY OBJECTIVES BENEFITS 

S 6.1 Install broadband access in Fire Operations Borough Commands to enhance access to the Department’s Intranet 

Upgrade technology equipment and connewith Headquarters to improve efficiency of communications 

S 6.2 Provide Dispatch Operations Intranet capabilities for easy access to Department databases, protocols, procedures and inventories 

Upgrade technology equipment and connewith Headquarters to improve efficiency of communications 

S 6.3 Develop a Mobile Command Vehicle Improve on-scene command and 

communications using state-of-the-art technology 

S 6.4 Automate a new Ambulance Call Report (ACR) form, along with the installation of a scanning system in each EMS Battalion 

Improve productivity and efficiencies by automating the ACR 

S 6.5 Develop an electronic patient-tracking device and system to provide patient tracking/triage at unusual and/or multiple-casualty incidents 

Improve coordination among EMS, other firresponders and hospital personnel to identpatients, perform triage and provide transportation 

6.0 ADVANCE TECHNOLOGY

S 6.6 Develop and implement an automated medical leave reporting system through the use of an interactive voice response system 

Improve efficiencies through new technologsuch as voice-activated software, to accept calls from field personnel 
FDNY ORGANIZATION CHART APPENDIX E 

NEW YORK CITY FIRE DEPARTMENT 61 

FDNY STRATEGIC PLAN Fiscal Year 2003-2004

Fire Commissioner

Executive Assistant

Legal Affairs

Deputy Commissioner

T

D

Chief of Department

Intergovernmental Affairs

& Management Initiatives

Deputy Commissioner

Chief of Fire

Operations

Communications

Asst. Commissioner

Chief of EMS

Operations

Chief of Fire

Prevention

Health Services

Chief Medical Officer

Human Resources

Asst. Commissioner

Labor Relations

Director

Family Assistance Unit

Asst. Commissioner

Employment Initiatives

Director

EEO

Asst. Commissioner

Fire Investigations

Chief Fire Marshal

Department Counsel

Investigations & Trials

Asst. Commissioner

Compliance Officer

Pension Board/

Board of Trustees

Fire Academy

Chief

Medical Affairs

Asst. Commissioner

Administration &

Enforcement

Asst. Commissioner

Administration

Deputy Commissioner

NEW YORK CITY FIRE DEPARTMENT

Chief of Safety

Inspection Service

Command

Press Officer

Publications

Director

Imaging Technology

Director

Special Projects &

Events

Director

Public Information

Deputy Commissioner

Management Analysis &

Planning Director

Community Affairs

Director

Grants

Director

Chief of Special

Operations Command

(SOC)

BORO COMMANDERS

Manhattan

Bronx

Staten Island

Brooklyn

Queens

 Management Initiatives

Associate Commissioner

Deputy Assistant Chief

of Fire Prevention

Fire Dispatch

Operations Director

Training and Education

Director

Intergovermental Affairs

Associate Commissioner

EMS Academy

Chief

Chief of Uniformed

Personnel

EMS DIVISION

COMMANDERS

Division 1Division 2Division 3Division 4Division 5Division 6

Emergency Medical

Dispatch Chief

Assistant Chief of

Operations

Deputy Assistant Chief

of Operations for

Logistics & Support

Deputy Assistant Chief

of Operations for

Planning & Strategy

Recruitment

Chief

Assistant Chief of EMS

Operations

Deputy Assistant Chief

of Operations for

Staffing & Management

Chief of Training
NEW YORK CITY FIRE DEPARTMENT 

 

FDNY STRATEGIC PLAN Fiscal Year 2003-2004

STRATEGIC PLANNING WORK GROUP

Chair 

Joseph W. Pfeifer, Chief of Planning and Strategy 

Planning and Strategy Unit, Bureau of Operations 

Co-Chair 

Daniel Shacknai, Deputy Fire Commissioner 

Intergovernmental Affairs and Management Initiatives 

Meta B. Ribowsky, M.P.H., Director of Strategic Planning 

Planning and Strategy Unit, Bureau of Operations 

Edward S. Kilduff, Deputy Assistant Chief 

Brooklyn Borough Command, Bureau of Operations 

Patrick M. McNally, Deputy Assistant Chief 

Queens Borough Command, Bureau of Operations 

John P. Peruggia, Deputy Assistant Chief of EMS 

Planning and Strategy Unit, Bureau of Operations 

Michael Vecchi, Associate Commissioner for Management Initiatives 

Intergovernmental Affairs and Management Initiatives 

Andrea Allocca, Director 

Bureau of Management Analysis and Planning 

PUBLICATION

Francis X. Gribbon, Deputy Fire Commissioner 

Office of Public Information 

Stephen Paul Antonelli, Director of Publications 

Janet Kimmerly, Editor 

ACKNOWLEDGEMENTS

Lieutenant Sean S. Newman, Planning and Strategy 

Document Control Unit, Planning and Strategy 

The FDNY Photo/Audio-Visual Unit 

The Reproduction Unit