The McKinsey report was requested by the New York Fire Department after the September 11th attacks to “develop recommendations for change to enhance the FDNY’s preparedness.”
1. Increase operational preparedness

· Expand use of Incident Command System
The collapse of WTC 2 destroyed the Incident Command Post and the collapse of WTC 1 killed the Incident Commander.  One hour went by before complete command was taken.  Training programs based on ICS principles will prepare the department for large-scale and complex events.

· Further develop the Fire Operations Center
Fire and EMS dispatch was flooded by call from units wanting to respond.  During resource-taxing events, an enhanced FOC will ensure proper management of the incident.

· Create Incident Management Teams

· Develop a flexible recall procedure
Because the attack occurred during a regular shift change, many firefighters who were not assigned on a unit responded anyway further complicating tracking capabilities.  Additionally, a full recall of firefighters and EMS personnel took place without any prior training or preparation.  A flexible recall procedure should be developed and strict adherence to recall orders should be enforced.

· Seek formal mutual aid agreements for fire operations
Nassau and Westchester counties sent mutual aid to the scene.  However, FDNY had no way to evaluate and manage mutual aid.  Formal agreements with neighboring agencies need to be developed and common procedures and equipment should be maintained in addition to joint training.

· Modify and enforce fire staging protocols
Many units that responded failed to report to designated staging areas, which led to additional units being assigned and prevented them from getting necessary information.  Strict staging procedures need to be followed on a day-to-day basis.

· Enhance hazmat capabilities and reevaluate other special operations capabilities
NYFD had only one Hazmat response unit, which was dedicated to the WTC leaving the rest of the city without Hazmat response capabilities.  Another unit or smaller teams should be developed to ensure citywide coverage.

· Enhance the Department’s planning and management processes

· Expand and reorganize the Operational Planning Unit
 

· Revamp the communications and technology management processes
The repeaters inside the WTC were malfunctioning so radio communications were in the high rises were sporadic to non-existent.  Chiefs did not know if their messages got through and the units had no way to report on their progress. 

· Immediately address urgent needs
Improve communication capabilities, the Department’s ability to receive and disseminate critical  information about incidents, give chief at incidence scenes better ways to manage information and track personnel, and improve EMS’s ability to track patients during incidents
 

There was no complete or accurate family notification database. It took a substantial amount of time to notify family member of personnel who were killed.  Up to date records must be maintained and plans that can be quickly implemented to provide support for families and Department members should be develope