Five months ago, Police Commissioner Kelly and Fire Commissioner Scoppetta asked the highly respected consulting firm of McKinsey & Company to study the responses of the NYPD and FDNY to the September 11th attack on the World Trade Center.

Their goal was to learn from the experiences of our uniformed services on September 11th and make certain that we are prepared for possible future terrorist attacks and other major incidents. The McKinsey report findings illustrate the strengths and weaknesses of the NYPD and FDNY in handling large-scale emergencies. The reports also highlight significant opportunities where these vital agencies can improve their capacity to respond to potential crisis situations in the future.

In reviewing the NYPD's response to the attack on the World Trade Center, the McKinsey report suggested that the Department improve mobilization procedures and the distribution of equipment to personnel. In addition, the report stressed that the NYPD should develop a response blueprint that clearly defines the roles and responsibilities of key NYPD officials during large-scale emergencies.

The NYPD has already begun to address many of the issues raised by the McKinsey report. For example, since January 1st, 2002, the Police Department has created a counter-terrorism unit, expanded their intelligence division, revised their command and operational succession plan, and upgraded equipment for police officers.

After reviewing the FDNY's performance on 9/11, McKinsey also identified several areas for potential improvement in that Department's emergency response capabilities. McKinsey stated that the FDNY should create specialized incident teams, institute effective staging and recall procedures, establish mutual aid agreements with other agencies, and improve its internal and external operational capabilities in emergency situations by utilizing its Operations Center to coordinate incident command and control throughout New York City.

The FDNY has also taken pro-active measures independent of the McKinsey report, such as expanding and reorganizing the Fire Department's top uniformed ranks through the appointment of five Staff Chiefs as Borough Commanders.

Some of the McKinsey report's recommendations mirror initiatives launched by the FDNY and NYPD over the last few months to promote inter-departmental cooperation, communication and coordination. The FDNY and NYPD have assigned Departmental liaisons for placement at the agencies' respective headquarters. They have established an interagency senior executive coordinating committee to review and resolve operational issues. They have begun placing FDNY Chiefs on NYPD helicopters in certain emergency situations.

We are also examining ways in which the NYPD's radio infrastructure might enhance the FDNY's communication system. Interagency competition may be unavoidable, and even healthy to some extent, but it can never impair our ability to respond to emergencies. The stakes are just too high.

New Yorkers will never forget the incredible bravery, professionalism and sacrifice of the FDNY and NYPD on September 11th. Putting aside any risk to their own safety, they carried out what the McKinsey report describes as the most successful urban emergency evacuation in modern history. We owe it to those we lost and to those left behind to learn from this tragedy and help the FDNY and NYPD build on their proud traditions of being the world's Finest and Bravest.