FDNY Strategic Plan 2025

FDNY Strategic Plan 2025

Eric Adams Mayor

Robert S. Tucker Commissioner

TABLE OF CONTENTS 04 Mission 05 Values 07 Letter from Leadership

LETTER FROM FDNY COMMISSIONER ROBERT S. TUCKER

09 Chapter 1

INTEGRATE FIRE AND EMS OPERATIONS

13 Chapter 2

STRATEGIES TO REDUCE MEDICAL RESPONSE TIMES

17 21

Chapter 3

ENHANCE PUBLIC SAFETY FOR NEW YORKERS AND VISITORS

Chapter 4

INVESTING IN MEMBERS

24 FDNY Organizational Chart

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MISSION

As first responders to fires, medical emergencies, critical public safety incidents, and acts of terrorism, the Fire Department of the City of New York’s (FDNY’s) Best and Bravest are on the front lines, protecting the lives and property of New York City’s residents and visitors alike.

The FDNY advances public safety through emergency response, fire prevention, investigation, and outreach and education. The timely delivery of these services positions the FDNY as a key contributor to the overall safety of New York City and homeland security efforts.

VALUES SERVICE

BRAVERY

SAFETY

HONOR

DEDICATION

EQUITY

PREPAREDNESS

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LETTER FROM LEADERSHIP

T

he 2025 Strategic Plan is a roadmap for how we continue to bring this department further into the 21st century. We will integrate Fire and EMS, reduce medical response times, and invest in all of our members’ health and safety.

The FDNY is the largest fire department in the country and the second largest in the world. There is no fire—big or small—that we have not put out, and we continue to run toward danger when others retreat. Our work poses great risk to our members, and yet we are experts in the field. What New Yorkers know that others may not is that the FDNY is an all-hazards emergency response agency—medical, fire, investigations, inspections, rescue, hazmat, counterterrorism, natural disasters, building collapses—we’re there for all of it. We plan for and are prepared for the worst-case scenarios and must ensure that our resources, training, and procedures are in place to deal with whatever comes our way.

We continue to bring Fire and EMS closer together.

Accomplishing this requires critical resources, especially for EMS. With an unprecedented rise in call volume, we are taking steps to improve response times, attract candidates to our ranks, and make sure that New Yorkers know which medical emergencies truly require a call to 911. By investing in new technology such as artificial intelligence, we can enhance situational awareness, lower response times, and make our department more efficient. To adapt to challenges like climate change, urban fire departments like the FDNY must rethink how they fight fires in parks and green spaces and those that involve new and emerging technologies. We are constantly reviewing what resources we need, new strategies to deploy, and most importantly, what training and equipment our firefighters require. Finally, we know that the FDNY’s strength and greatest resource is its members, both uniformed and civilian. In this plan, we reaffirm our commitment to investing in their safety, growth, and professional development.

In 2025, the FDNY is strong and steadfast in its mission of saving life and property. We are better trained and more prepared than ever. Since 1865, the Fire Department of the City of New York has upheld a standard of greatness, courage, and bravery that has transcended time. Those values still hold true today, thanks to our ability to adapt to our city’s ever-changing needs. The lifelong love and dedication our members have for this job fuels our ability to get this done. The 2025 Strategic Plan builds upon the FDNY’s storied history. These continuous improvements will prepare us for good days and bad, challenges seen and unseen, and help guide us through whatever tomorrow brings.

John M. Esposito

Robert S. Tucker

Chief of Department

Mark Guerra

FDNY Commissioner

First Deputy Commissioner

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CHAPTER 1 INTEGRATE FIRE AND EMS OPERATIONS The FDNY is committed to integrating Fire and EMS Operations by unifying the administration of both workforces.

GOAL:

Increase Capacity and Flexibility in the Fire and EMS Workforces

Establish One Point of Entry into the FDNY The FDNY is responsible for handling both fire suppression and medical emergencies, among many other crises. To date, the agency has managed and deployed two separate workforces. To truly merge the department into one large workforce, the FDNY will create an internal working group to reenvision entry into the FDNY in order to support better staff management, smooth interoperability, quicker response times, and better patient care.

Leverage Technology to Consolidate the Fire and EMS Hiring Pipeline and Experience The department is always in need of EMS personnel; therefore, the FDNY seeks to shift toward consistent, online hiring and enrollment to increase the number of applicants. The department will explore a publicfacing, digital rolling enrollment platform for EMTs and paramedics in 2025.

Require EMTs and Paramedics to Retain Medical Certification upon Promotion to Firefighter Many EMTs and paramedics promote to become firefighters. Currently, members are only required to retain a lower medical certification level of Certified First Responder Defibrillator (CFR-D) and do not have to retain their EMT or paramedic certification from New York State. The FDNY will explore ways

for these firefighters to retain their previous skills and valid certifications to provide a higher level of care for medical calls than previously possible and to give the department more ability to respond to medical incidents.

Explore New Staffing Models for the Bureau of Communications (BOC) The department will explore new staffing models for BOC to better develop and improve career pathways, retention, performance, and morale. This effort will consist of exploring new titles, increasing coordination between Fire and EMS dispatchers to improve responses to calls, and optimizing schedules.

GOAL:

Synchronize the Administration of Fire and EMS

Develop a Universal Set of Operational Boundaries and Radio Codes for Fire and EMS Fire and EMS are currently organized into separate operational boundaries, and they operate with different sets of radio 10-codes. This initiative will unify operations to increase efficiency and communication, and reduce confusion.

Departmentwide Centralized Asset Management A department-wide enterprise asset management system will allow the FDNY to centrally manage the department more efficiently. This includes equipment tracking, maintenance scheduling, apparatus decommissioning, resource allocation, and more.

This is essential to department preparedness and future growth, in addition to potential cost savings and operational effectiveness. FDNY is specifically

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looking to identify a system to manage and track assets in two key areas: vehicles and facilities. By tracking vehicles in real time, the agency will have a live understanding of vehicles in service, vehicles out of service, and fleet outages. Access to this information allows the department to connect those outages to operational impacts and inform fleet movement and reallocation across the city. By integrating Fire and EMS facilities, the agency will improve efficiency and operational capacity and create cross-training opportunities. This will consist of streamlining existing facility footprints where possible and mapping out the collocation of future developments.

include the implementation of next-generation high-rise communications infrastructure for Fire and EMS: ARCS 2.0. Upgrading the current high-rise radio system required by code with new ARCS 2.0 technology will expand coverage to EMS and reduce legacy costs for private buildings seeking compliance.

Additionally, replacing FDNY Fire and EMS legacy portable radios with a National Fire Protection Association (NFPA)-compliant, next-generation communications platform will enhance coordination and collaboration department wide. Finally, FDNY will replace apparatus mobile data terminals (MDTs) to comply with next-gen and IT requirements, which will improve connectivity and provide redundancies.

Recalibrate the FDNY Fleet

Pilot the Use of E-Vehicles for Non-Transport Paramedic Units

The FDNY’s fleet includes fire apparatus, ambulances, supervisory emergency response vehicles, specialized and support vehicles (such as high-axle vehicles), mobile emergency response vehicles (MERVs), pickup trucks, trailers, aerial ladders, cargo vans, and more. An increase in the volume of calls, wear and tear on vehicles, frequent repairs, and maintenance requires the department to frequently service its fleet to meet response needs. The FDNY will conduct a comprehensive review of its current fleet to determine future needs. The department will also research and explore the utility of electric and hybrid vehicles for future use.

Procure a Policy Management System To better manage policies and procedures that impact several units within the department, the FDNY will procure a Policy Management System. This new system will be utilized across all units—including Legal, EMS, Fire, the Bureau of Fire Investigation, the Bureau of Fire Prevention, and Support Services—to develop and manage policies and procedures. The system will help with policy creation, workflows, version updates, attestations, regular reviews, and publication.

Upgrade Radio Infrastructure and Interoperability The department will upgrade its radio infrastructure and interoperability across the city. Upgrades will

The FDNY is piloting a program to deploy electric vehicles as Paramedic Response Units (PRUs) and seeks to expand electric vehicle charging infrastructure to support first responder operations.

Transition to the National Emergency Response Information System (NERIS) The U.S. Fire Administration (USFA), in partnership with the Fire Safety Research Institute (FSRI), has developed and launched a new interoperable fire information and innovative analytics platform known as NERIS. This is a national effort to improve fire reporting, data, and informational awareness of national fire analytics, policies, and procedures across the country. The FDNY has supported this effort from its inception, served as a beta tester throughout the development of NERIS, and will transition to NERIS by the beginning of 2026.

Expand the Command Tactical Unit (CTU) Under the Supervision of FDNY Robotics AI, robotics, and real-time audio/visual information have a proven track record to optimize emergency response, incident command, and member safety.

Equipped with thermal imaging and hazardous material sensors, drones provide essential data on the location and severity of the fire and structural integrity, and the identification of hazardous substances or conditions. Robotics generally has the potential to undertake tasks deemed too hazardous

for first responders. The department seeks to expand the use of drones and robotics at more incident types in 2025. The presence of this technology at all major incidents will increase member safety for both Fire and EMS personnel and increase supervisors’ command-level decision-making. The FDNY will also continue to coordinate with its partners on the city’s Drone Task Force and other robotics units to rapidly deploy resources.

Invest in the Bureau of Training’s (BOT’s) Ability to Cross-Train Fire and EMS Personnel FDNY will explore securing grant funding to

enhance in-person and remote tactical training to allow members to continue their education and support accessibility to it at the FDNY Fire and EMS Academies, citywide at firehouses and EMS stations, and via web-enabled devices. This includes the acquisition of livestreaming equipment to share real-time, in-person training of full-scale exercises, specialty drills, and post-incident reviews. This not only enhances the Department’s ability to train members who aren’t able to be on site, but also leverages technology to better train members in innovative and cost-effective ways by leveraging instructors to field questions in real time.

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CHAPTER 2 STRATEGIES TO REDUCE MEDICAL RESPONSE TIMES The FDNY must constantly adapt to meet the evergrowing and changing needs of New York City. The FDNY will work to manage the demand of EMS while reducing response times. The department will surge capacity to meet the increased volume of calls for service as well as find innovative solutions to help decrease demand through alternative methods that are comparable to, if not better than, traditional 911 call pathways.

GOAL:

Leverage Technology and Innovation to Improve Call Taking and Dispatch Operations

Design and Build a New EMS Computer-Aided Dispatch System (EMS CAD) to Unify FDNY CAD Within the next three years, the department will unveil a new CAD system for EMS that will merge with its existing Fire CAD system. The FDNY will develop new, upgraded EMS CAD requirements to optimize assignment selection and the allocation of resources to most effectively provide care to 911 callers. Improving call typing and assignment selection may result in the capability to redirect eligible calls to alternative destinations and incorporate solutions alternative to and/or more appropriate than 911.

Industrial Engineering The FDNY will explore creating a new Industrial Engineering Unit, responsible for designing system improvements to better our service levels. The unit will leverage Town and Gown, a consortium of local universities and engineering professors, in FY2026 to enhance several services and initiatives. Among them are creating a scheduling tool for EMS call takers, increasing accuracy in the deployment of EMS and Fire units to better match supply with demand, and optimizing building inspections.

Leverage Artificial Intelligence (AI) to Improve Call Taking and Dispatch The FDNY is exploring ways to harness AI to improve call taking and dispatch capabilities by leveraging FDNY’s CAD systems and call taking software data to reintegrate innovations into the call taking and dispatch process. For example, call takers’ medical triage of potential patients would be enhanced by AI to improve the accuracy of call types. Additionally, the department could streamline dispatch by incorporating predictive algorithms for incidents and targeting resource allocation.

Develop a Public-Facing 911 Application The department seeks to develop a public-facing 911 application that could be downloaded to a personal smartphone. The application would be designed with three main objectives: 1) to provide the potential patient with early intervention instructions and alternative transport or care options, 2) to provide useful information about a patient’s EMS transport directly to the rider after calling 911 and being treated or transported by an ambulance, and 3) to educate the user on alternatives to 911 for future use, such as telemedicine, treat-in-place, alternative destinations, and alternative transport.

GOAL:

Optimize Resources to Increase Capacity

Expand the Paramedic Response Unit (PRU) Pilot Program Citywide EMS assigns two types of ambulances: basic life support (BLS) staffed by EMTs and advanced life support (ALS) staffed by paramedics. The PRU pilot program, first launched with 13 units in upper Manhattan and the Bronx, places paramedics in non-

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transport vehicles. Expanding this program citywide will increase ALS availability by shifting patient transport to a BLS unit when ALS transport is not required. This directly increases the number of lives paramedics can save.

Expand Hospital Liaison Unit (HLU) Pilot Program The FDNY seeks to increase EMS unit availability and decrease response times through a reduction in hospital ED turnaround times by posting an EMS HLU at select hospital emergency departments.

HLUs consist of an FDNY EMS crew stationed at the hospital ED to receive the patient from the transport unit and facilitate the transition of patient custody to hospital personnel for patient intake. This will shorten ED turnaround times during peak hours, releasing the transporting EMS crews shortly after arrival.

Phase one of the HLU program was piloted at three hospitals in fall 2024. Three additional locations were incorporated as part of phase two in winter 2025.

Based on results, the department seeks to expand to seven additional locations in spring 2025.

Digitize EMS Staff Scheduling The department will transition the EMS staff scheduling operation from a paper-based system to a digital platform in 2025. EMS Operations will strategically schedule their staff for optimum results.

Members will be able to view their schedules and log their leave time and overtime from their phones or other electronic devices. This will allow for reliable recordkeeping and streamlining of critical staffing needs.

Explore Launching a CFR-D Ladder Company Pilot Program The FDNY has deployed engine companies to respond to CFR-D calls since 1996. The department is now exploring a CFR-D Ladder Company Pilot Program that will assign ladder companies to also respond to medical incidents. This program has the potential to reduce response times by supplementing EMS unit capacity with additional Fire units for medical incidents.

GOAL:

Reduce Demand for EMS Transports

Dedicate Atom Response (AR) Units to High-Traffic Zones AR units are non-transport EMS basic life support (BLS) units that are utilized to respond to segment 1-3 assignments or life-threatening medical emergencies.

AR units are dispatched to high-traffic zones throughout the city to reduce response times. The goal of the pilot is to stop the clock for medical incidents in high-volume areas with these unique, BLS-capable AR units until an ambulance arrives. The ARs were deployed as part of a pilot program in 2024 at John F. Kennedy International Airport in Queens and on Randall’s Island in Manhattan. The department seeks to expand this program through 2025 and beyond.

Launch Alternative Transportation Methods for Low Acuity Calls The FDNY intends to partner with the various medical transport providers throughout the region to offload low acuity transports. This supplemental transportation capacity will allow for EMS units to focus on responding to life-threatening medical emergencies.

Launch Alternative Destinations for Patient Transport The FDNY will work with medical transport providers to utilize existing alternative medical destinations as an alternative to hospital EDs, such as clinics or urgent care centers. This effort could potentially reduce or avoid prolonged patient wait times in an ED and quicken the time of patient treatment.

Launch 911 to 988 for Low Acuity Mental Health Calls Pilot Program NYC 988 is available 24 hours a day, seven days a week, 365 days a year via phone, text, and internet-based communication. NYC 988 offers an accessible point of entry to behavioral health services in NYC through several services: crisis counseling and suicide prevention, peer support, referrals to Behavioral Health Services, access

to Urgent Behavioral Health Services, and follow-up to ensure connection to care and troubleshoot barriers to connection. Emergency medical dispatch operators will transfer 911 calls to NYC 988 when specialized mental health expertise is needed that may not require an immediate emergency response.

Launch the CFR-D Refuse Medical Assistance (RMA) Pilot Program When a patient refuses medical assistance after Fire or EMS arrives, only a certified EMT or paramedic can formally release the patient. The department will launch a CFR-D RMA Pilot Program allowing Fire companies to also release the patient who is willfully refusing medical assistance. This stands to decrease the amount of time on scene for Fire companies responding to medical incidents while also freeing up EMS units.

Provide Alternatives in Lieu of Transport Treat-in-Place is a service in response to a 911 call consisting of an on-scene telemedicine connection that can result in patient assessment and/or treatment, an outpatient appointment scheduled later, and no need for 911 transport. This program is made possible

by bidirectional video interaction technology, which is already a capability on EMS smartphones. The FDNY has expanded the list of conditions that qualify for the Treat-in-Place program. To accompany this program expansion, a public information campaign will be launched in 2025 to explain what Treat-in-Place is; that it’s a safe, available option for all New Yorkers; and that it’s an equal, if not better, alternative to an ED visit.

In furtherance of prioritizing life-threatening medical emergencies, the agency will explore legislative strategies to eliminate the patient abandonment rule.

Create New Public Awareness Campaign on When to Call 911 The FDNY will create a public awareness campaign, including the release of public service announcements and other educational resources, to help guide the public on the appropriate uses of 911 and provide comparable or preferable alternatives.

Awareness about other viable options, such as rideshare services or community transportation programs, will help ensure that ambulances are reserved for high acuity calls.

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CHAPTER 3 ENHANCE PUBLIC SAFETY FOR NEW YORKERS AND VISITORS To continue FDNY’s legacy of keeping New York City residents and visitors safe, the department is creating new fire and life safety campaigns to educate and engage the public and highlight fire safety tips, such as “Close the Door” and “Smoke Alarms Save Lives.” Historically, the department has relied on the FDNY Foundation to get this done. The FDNY must formally absorb this programming into its budget to ensure long-term sustainability. Additional information and processes on topics like lithium-ion batteries and fire-safe technology are being developed and incorporated into the department’s materials and regulatory processes. The department will continue to expand its lifesaving educational messaging throughout the five boroughs.

GOAL:

Develop High-Impact Strategies to Protect New Yorkers from Fire Risk

Launch FDNY Community Risk Assessments The FDNY created 59 community board-specific, data-driven evaluations on fire prevention needs to more effectively engage with communities about trends in their neighborhoods to eliminate residential fire deaths in New York City as a whole.

The assessments highlight the leading causes of residential fires, where residential fires have been most likely to occur, and the vulnerability of residents to fire within that community board. These evaluations allow the FDNY’s Community Affairs Unit (CAU) to work directly with each community board to develop a fire safety education and smoke alarm distribution strategy tailored to each community’s unique needs.

The FDNY believes this will have a meaningful impact

over time, reducing the frequency and severity of fires in New York City overall.

Expand Fire Safety Education Smoke Alarm Program Working jointly with the FDNY Foundation, the American Red Cross, and other government stakeholders, the department seeks to expand its Smoke Alarm Installation Program. Having properly installed smoke alarms and changing the batteries regularly offers a critical early warning system for a potentially deadly fire. This is one of the most direct and impactful ways that the city can save lives.

GOAL:

Streamline Processes for Efficiency

Conduct a Landscape Review of the Bureau of Fire Prevention’s (BFP) Business Processes The FDNY’s Bureau of Fire Prevention is on the front lines of keeping New Yorkers safe before fires even start. Their inspectors ensure strict safety codes are met by reviewing fire alarms, suppression systems, building plans and all other equipment that either poses a fire hazard or is required by the City Administrative Code. From towering skyscrapers to cutting-edge energy systems, their all-hands-on-deck approach ensures New York City’s residents, visitors, and built environment are prepared for all emergencies. They work hand in hand with Fire Operations and Fire Safety Education to prepare both people and buildings for emergencies. BFP’s daily mission is to prevent fires, protect lives, and support safer firefighting across New York City. In furtherance of this mission, BFP will conduct a landscape review of the business processes

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of the Bureau to deliver continually robust customer service. By reviewing procedures with an eye toward the public’s experience, BFP can continue to uphold internationally rigorous safety standards and advance the economic development of New York City.

Partner with City Regulatory and Enforcement Agencies to Effectively Coordinate and Integrate Building Inspections and Compliance The FDNY will partner with the city’s regulatory and enforcement agencies to improve visibility and datasharing between agencies for inspectional activities conducted by the agencies. While the department works closely with these agencies on day-to-day operations, regulations, and projects, the agencies intend to formalize inspection coordination and increase data-sharing to reduce duplicate efforts where possible. The FDNY will create a task force to identify and implement strategies and new processes for the FDNY, amongst other agencies, to become a force multiplier for field inspections.

Adopt AI to Accelerate the Operations of the Customer Service Center (CSC) To further improve customer service, the FDNY is exploring the use of AI to develop a public-facing digital portal, or a “smart bot,” for the CSC. This new development will significantly improve customer experience by supplementing existing staff capacity with 24/7 bot availability, providing immediate responses to callers and web users on common inquiries. This will also provide the public with an improved level of transparency and consistency.

Implement One First Responder Radio Encryption FDNY will develop and implement a next-generation communication network capable of facilitating highspeed data transfer, real-time video streaming, and establishing secure and resilient communication channels. Fire and EMS will collaborate with other first responder agencies to ensure one secure encrypted communication network for implementation in 2025.

The program to lay fiberoptic cabling for connecting every firehouse and EMS station to headquarters is nearly complete. This cutting-edge network will

prioritize interoperability among various agencies and jurisdictions, fostering seamless coordination in emergency response spanning federal, state, and local levels. By integrating state-of-the-art encryption and cybersecurity protocols, sensitive information will be safeguarded against cyberthreats, ensuring the integrity and confidentiality of critical communications.

Provide Association for Public Safety Communications Officials (APCO) Certification for all Bureau of Communications Call Takers and Dispatchers The FDNY will invest in the department’s call taker and dispatcher staff by providing them with the opportunity to obtain APCO certification. APCO serves members in emergency communications by providing complete expertise, professional development, technical assistance, advocacy, and outreach. The certification elevates members’ sense of professionalism, leadership skills, and management skills. This also provides each member with a certification to enhance their professional skill set.

GOAL:

Adapt to the Changing Fire Landscape

Expand Brush Fire Response Capabilities The FDNY responded to a historic increase of brush fires throughout the five boroughs in the fall of 2024, including significant incidents in Prospect Park and Inwood Park. In response, the department created the first-ever FDNY Brush Fire Task Force, establishing a more comprehensive strategy for the increase in brush fires that the city has recently faced. To support the needs of the Brush Fire Task Force and the Bureau of Fire Operations, the department requires additional resources—apparatus, training, and protective equipment—to allow the department to prevent brush fires from occurring, put protocols in place to keep members safe while they are in the field, work to extinguish the fire, and later identify the causes of these fires to keep New Yorkers safe in the future.

Establish New Technology Review and Installation Processes for Electric Micromobility Lithium-Ion Battery Cabinets The FDNY is establishing an equipment review process specifically for electric micromobility (e-micromobility) battery cabinets, including formalizing the necessary reviews for safety, compliance, and installation procedures. As e-micromobility devices like e-scooters and e-bikes become more prevalent, the FDNY is addressing the unique risks associated with their batteries, such as fire hazards and improper storage and charging. This is particularly important in such a dense urban environment with an aging housing stock. This new regulatory landscape requires careful oversight. By creating a structured review and installation process alongside other city agency partners, the FDNY is leading the country in standing up regulatory processes for safety and innovation in this emerging field.

Explore the Creation of a Unit Focused on Emerging Technologies and Alternative Energy The FDNY seeks to establish a unit focused on emerging technology and alternative energy to stay ahead of rapidly evolving trends that impact both firefighting and public safety. As technology advances, new tools, equipment, and energy solutions—such as electric vehicles, renewable energy systems, and smart firefighting technologies—are reshaping how the department operates. A specialized unit would ensure the FDNY can effectively set policy to safely review and approve these technologies, improve operational efficiency, enhance firefighter safety, and adapt to the growing demand for sustainability and environmental responsibility. This proactive approach would help the FDNY remain at the forefront of modern emergency response while supporting the city’s goals for a greener, more resilient future.

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CHAPTER 4 INVESTING IN MEMBERS The FDNY is committed to investing in the personal and professional success of all members of the department, taking care to ensure the mental and physical health of each person, as well as their professional growth and development.

GOAL:

Increase Membership and Advance Workforce Development

Expand the Youth EMS Academy (YEMSA) The department will expand capacity for the Youth EMS Academy (YEMSA) to reinforce its workforce pipeline for future EMS and Fire candidates. Since 2011, YEMSA has certified 703 young New Yorkers as New York State EMTs, with over 600 alumni continuing to build careers as First Responders.

At the FDNY, YEMSA alumni continue to serve as EMTs and have even advanced to the ranks of Paramedic, Firefighter, and as of 2025, Sergeant and Lieutenant. By expanding YEMSA, the department will continue to provide educational opportunities and career paths for young New Yorkers interested in public safety and service.

Expand the Utilization of the New York City Silver Stars Program The FDNY will look to expand its participation in the New York City Silver Stars Program. The program reincorporates retired members of city service into city agencies for temporary, projectbased employment. These positions are parttime and paid. Rehiring FDNY retirees allows the department to retain institutional knowledge and leverages the legacies of retired members to enhance the knowledge base of newer members.

Expand the Office of Professional Development (OPD) to Serve Both Civilian and Uniform Members OPD serves as a centralized resource for career development programs, external educational opportunities, and college scholarships. The office manages FDNY’s existing legacy programs and courses. The courses offer practical skills and specialized tools including organizational management, counterterrorism, strategic communication, crisis leadership, and conflict mitigation. Currently, OPD is piloting its Institute for Leadership, Education and Professional Development (I-LEAP’D) programs to enhance and advance leadership development for frontline Fire and EMS officers and members in supervisory roles in BFP, communications, and other civilian bureaus. Expanding OPD will allow the department to increase the support provided to its membership to enhance their respective careers by offering additional trainings, courses, and opportunities.

Create a New Leadership Development Program (LDP) The overall goal of the LDP is to provide annual comprehensive leadership training to all FDNY supervisors for Fire, EMS, and civilians alike.

Through participation in the LDP, supervisors will have an increased leadership acumen to aid in successfully resolving potential conflict among their team and mediate issues at the lowest appropriate level where possible. Providing this training will contribute to an improved work environment and further reinforce that personnel must exemplify respectful behavior departmentwide. Providing FDNY supervisors with additional management tools will better prepare staff for leadership roles, increase morale, and aid in employee retention.

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Launch Staff Recognition Programs The FDNY will launch several staff recognition programs, including service awards and contributions to the department. Those selected will be recognized by the FDNY Commissioner and the executive leadership team.

Launch a Personnel Task Force on Improving Transparency throughout the Civilian Promotion Process The Department will launch a task force consisting of several civilian bureaus to review the civilian promotion process and propose recommendations for improving objectivity and transparency within that process.

Centralize Human Resource Operations The FDNY will develop a centralized personnel record system that includes data on work history, performance evaluations, certifications, and trainings.

The current decentralization of this data requires management staff to search several systems.

A centralized repository will allow management to easily identify members with specific talents and skill sets to support temporary assignments or special projects and initiatives. Furthermore, the FDNY will transition EMS staffing management from a decentralized system to a centralized model, similar to Fire Operations, to reduce the burden on EMS Operations and improve coordination. This revised staffing model is anticipated to improve crosscommunication and management.

Expand the “We are FDNY” Multimedia Messaging Campaign The “We Are FDNY” campaign launched in 2018 as a print poster campaign featuring 20 diverse members of the department displayed across all FDNY facilities from headquarters to the field. The campaign highlights the many diverse backgrounds and experiences that each member of the FDNY brings to work every day.

The nomination process prescribes that staff identify members of the department who exemplify the diversity of the department across all bureaus, boroughs, and

racial, cultural, and religious backgrounds. The latest campaign, launched in June 2024, included print posters, interviews published in the monthly FDNY newsletter, social media posts, and podcasts. The fifth edition of the campaign will launch in 2025.

GOAL:

Support Staff Safety and Wellness

Redesign Self-Contained Breathing Apparatus (SCBA) Equipment A SCBA is a breathing device used by firefighters to ensure their health and safety while operating in hazardous environments. In advance of the new NFPA standard, the FDNY is working with SCBA manufacturers to redesign the SCBA. The department has initiated a pilot program to evaluate next-generation models that provide enhanced functionality, including heads-up displays, a remote transmission of air cylinder status, and protection from the external environment. All members will be trained on the use of the new gear once selected.

Expand Criteria for Annual Medicals for Fire and EMS The department’s ability to swiftly and effectively respond to an incident is dependent on the health of its members. The FDNY requires annual medical monitoring for its Fire and EMS personnel as part of a preventive strategy aimed at improving and maintaining member health. At medical appointments, members receive several services and undergo multiple evaluations, such as fit testing to ensure that their respirators are providing proper protection and up-to-date vaccinations to protect from infectious diseases and exposures. The Office of Medical Affairs will be expanding the existing early detection program to include improved cardiac screening.

Enhance Access and Frequency of Fire and EMS Gear Decontamination The FDNY remains committed to cancer awareness to mitigate personal risk to members’ health. Clean personal protective equipment (PPE) is crucial to reducing potentially toxic particulate exposure. As the department continues to evaluate areas to improve decontamination standards, the FDNY will increase the access and frequency with which Fire and EMS gear is decontaminated to keep members as safe as possible. An on-scene PPE decontamination pilot program for fire and contamination incidents will launch in 2025.

Enhance On-Scene Firefighter Locator Technology The FDNY continues to explore the development of a personnel tracking system for firefighters operating inside of high-rise buildings. Currently, a firefighter’s location is tracked and known, but their elevation within a building is unknown. The ability to track a firefighter’s elevation within one meter would allow the incident commander to better command and safeguard members. The FDNY will continue exploring the potential of utilizing smart, wearable technology that monitors the location of personnel in real time to increase members’ safety.

Expand the Counseling Services Unit (CSU) The FDNY CSU is available to members with satellite locations across the city. CSU plays a critical role in supporting the mental health and well-being of FDNY personnel through counseling, peer support groups, wellness programs, workshops, and seminars on how to deal with situational or job-related stress. The department will continue to invest in the mental health of its members by implementing a comprehensive wellness program that addresses mental well-being, physical fitness, and behavioral health.

Explore an External Mental Health Service Pilot Program The FDNY will explore offering a new mental health pilot program that would provide offsite emergency counseling and mental health evaluations to any member in need.

This would provide members with an opportunity to confidentially improve their mental health outside of the workplace.

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FDNY Organizational Chart

FDNY ORGANIZATIONAL CHART

Com

Counsel to the Fire Commissioner

Assistant Commissioner

Chief of Department

EEO

First De

Executive Officer Chief of Counterterrorism & Emergency Prep.

Chief of Safety

Executive Offic

Chief of Training

Chief of Fire Operations

Chief of EMS Operations

Chief of Fire Prevention

Chief of Fire Academy

Assistant Chief of Fire Operations

Assistant Chief of EMS Administration

Assistant Commissioner Fire Prevention

Chief of EMS Academy

Borough Commanders Manhattan

Brooklyn Chief of Special Operations

Chief of Haz Mat Ops Chief of Rescue Operations Chief of Marine Operations Chief of Robotics

Staten Island

Assistant Chief of Fire Operations Deputy Assistant Chief of Fire Operations

Deputy Commissioner Management & Budget

Assistant Commissioner, Deputy General Counsel

Medical Director Office of Med. Affairs

Assistant Commissioner Procurement & Fiscal

Chief Medical Officer BHS

First Deputy ACCO

Assistant Chief Fire Prevention

Director Legal Administration

Deputy Assistant Chief of EMS Operations

Deputy Bureau Head Fire Prevention

Director Court & Regulatory Compliance

AC Paul Miano Assistant Chief of EMS Operations

Deputy Bureau Head Fire Prevention

EMS Zone Commanders Zone North Zone Central

Deputy Bureau Head Fire Prevention Chief of Tactical Communications

Zone South Chief of Planning

Chief Medical Officer

Deputy Assistant Chief of EMS Operations

Queens Bronx

Deputy Commissioner Chief Legal Officer

Chiefs of Uniformed Personnel

Dep. Chief Med Officer Candidate & Annual Medicals BHS

Director Health Compliance Director Health Services Assistant Commissioner Bureau Invest. & Trials Director Counseling Services Director Drug Testing Unit Directors OMA Analytics Director Health Law

Data Warehouse WTC Analytics

Ceremonial Officer Ceremonial Unit

Director Strategic Innovation

Director Code Development

Director Enforcement

BHS Analytics Dep. Chief Med Officer WTC Health Administration Nursing

Executive Director Budget Services

Director Grants Management Director Revenue Management Director Labor Relations

mmissioner

Senior Advisor to the Fire Commissioner

Chief Diversity & Inclusion Officer

eputy Commissioner

cer

Chief Fire Marshal Fire Investigation

Assistant Commissioner Family Assistance

Deputy Commissioner Human Capital

Associate Commissioner Workforce Development

Senior Director Human Resources

Chief of Absence Control

Deputy Commissioner Technology Dev.&Sys.

Deputy CIO Applications

Deputy CIO IT Operations

Directors Application Dev & Support

Senior Supervisor Comm. Electricians

Public Safety Applications Application Architecture

Senior Director Leave & Benefits

Directors Recruitment & Retention

Deputy Directors Master Data Mgt. & Data Warehouse WTC & BHS Apps Fire Prevention

Chief Workforce Strategist

Assistant Commissioner Candidate Investigation

Executive Director Payroll & Timekeep.

Director Professional Development

Application Administration Chief Information Security Officer

Executive Director Telecom Unit Directors Client Services BTDS Administration IT Infrastructure

Deputy Commissioner Support Operations

Deputy Commissioner Public Information

Assistant Dep. Commissioner External Partnerships

Associate Commissioner Strategic Comms.

Deputy Chief of Staff Community Engagement

Press Secretary

Assistant Commissioner Youth Workforce

Deputy Press Secretary

Director OSHA Unit

Director Community Affairs

Director Social Media

Director Tech Svcs/Logistics

Assistant Commissioner Intergovernmental

Executive Director Digital and Media

Deputy Chief of Staff Policy Strategy

Director Special Projects/ Events

Community Coordinator & Veterans Liaison

JOIN Director

Assistant Commissioner Communications

Associate Commissioner Support Services

Director Communications

Assistant Commissioner Facilities Mgmt.

Director Fire Dispatch OPS

Director Support Services

Deputy Director Fire Dispatch OPS

Chief of EMD

Network Operations Director PMO

Deputy Commissioner External Affairs

Director Radio Services Assistant Commissioner Management, Analysis & Planning

Director Strategic Planning

Director Strategic Initiatives

Chief of Fleet Operations

Director Compliance

Director Ft. Totten & Planning Executive Director Internal Audits Executive Director GIS

STRATEGIC PLAN 2025

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REPLACE WITH PHOTO FROM EMS ACADEMY

FDNY

Strategic Plan 2025