www.MickMaurer.com
Master of Public Administration in
Emergency and Disaster Management
Emergency and Disaster Management
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Metropolitan College of New York (MCNY)
The School for Public Affairs and Administration
The Master of Public Administration in Emergency and Disaster Management
The Masters of Public Administration in Emergency and Disaster Management was developed to provide professionals already working in the field
with the critical thinking and decision making skills necessary to support and supervise comprehensive, integrated and effective management in the
event of natural, system-wide, and human-induced crises.
Comprehensive emergency and disaster management is a complex field that requires expertise in multiple areas. This highly-specialized degree
will cover all the following associated with public emergencies, disasters, and catastrophes:
• Planning
• Management
• Logistics
• Response
• Relief
• Recovery
• Economics
In addition, included in the curriculum is a research component whereby each student will develop actual comprehensive emergency management
plans for the organization where he or she is working. More than a thesis, this will serve as a case study and plan of action.
Students will have the opportunity to focus their interests in topical areas of homeland security, public health, terrorism, fire management, crisis
management, or emergency management. Through assessment of a broad range of modern disasters and complex emergency situations, the
program provides students with cutting edge skills in the areas of identification of needs, preparedness, service delivery systems, impact on
communities, decision-making and ethics.
This is a one-year Master’s degree requiring completion of 45 credits over three semesters of study.
MCNY is a member of the FEMA Higher Education Conference and the NORAD/US NorthCom Homeland Security Education Consortium.
Impact of Disaster on Cultures and Communities (2 credits)
This course is designed to equip the student with the preliminary identification of special populations and their needs in a disaster. The class
will examine these populations and will focus on their demographics, their specific issues, and the current disaster response measures in place.
Given the needs of these populations the course will also examine a number of CBO’s (Community Based Organizations) or VOAD (Volunteer
Organizations Active in Disaster) established to assist these special populations. The class is designed with a preparedness framework in mind
This course is designed to equip the student with the preliminary identification of special populations and their needs in a disaster. The class
basic understanding of these groups and their particular issues as well as gain insight into a number of community agencies that can assist
these populations in preparedness and in relief/recovery.
Systems I
Evaluating Service Delivery Systems (2 credits)
The role and function of the administrator and the nature of the decision-making process are inevitably tied to organizational structure and
philosophy. If administrators expect to assess, shape, design, and direct a variety of human service programs effectively, it is essential that
they become knowledgeable about the nature of organizations and how organizations behave when threatened by internal and external forces.
To improve their understanding, the class for the Systems Dimension will focus on the study of models of management, including scientific
management, public administration, and human relations. Students will examine the various models of management, carry out a comparative
analysis of these needs, and use them as a way of understanding the philosophical, organizational, and managerial principles that guide them.
Skills
Research and Analysis Methods in Disaster Management (2 credits)
This course has much in common with courses in research methods from a range of social and behavioral science disciplines, such as sociology,
psychology, political science, public administration, and criminal justice. While the course is specifically designed for a program of study in the
field of disaster management, it is designed to be taught as a specialized course within any of the disciplines mentioned above, or as a jointly
offered course by two or more of these departments. Unfortunately, in the disaster management field there has been very little targeted
research and little has been incorporated into improving practice and applications. As well, in America, research has been fairly narrowly focused
on specific hazards or disciplines. This is not a criticism of the research undertaken, but a reflection of the diverse and wide nature of the
disaster management field.
Values
Values and Ethics for Administrative Decision Making (2 credits)
The aim of the class for the Values and Ethics Dimension is to provide students with a comprehensive understanding of the major traditions of
ethical reflection and the implications for the administrator who is working with citizens to improve service delivery. As administrators and
professionals, students must, as a practical matter, make assumptions about what ethical standards should govern the management of staff,
relationships in the organization as a whole, and work with citizens. In the Values and Ethics Dimension class, students will be challenged to
clarify and reflect critically on their values and ethical standards.
Systems II
Economics of Hazards and Disasters (2 credits)
This course provides a comprehensive overview of the various economic systems available for the management of disaster incidents, both in
the field and in emergency operations centers. The course will examine how disasters frequently destroy or severely damage outmoded
infrastructure and force its replacement by more modern technology. It will examine how such technological innovation may result in the
alteration of the stratification system or the division of labor and may result in both differential growth and elaboration of sectors of the system’
s structure. The course will review how disasters frequently result in the influx of a large number of outsiders who supply additional labor and
expertise as well as large amounts of outside physical and financial resources. This may produce an economic boom, and provide the impetus
for change in both the division of labor and in stratification as well as differential growth and elaboration. There is an investigation of existing
and evolving organizations and their initiatives to improve disaster mitigation and recovery in the public and private sectors.
Constructive Action
Identifying Unmet Needs in Organizational Disaster Response (3 credits, 2 credits for field)
In a global society increasingly defined by issues of political, economic, ethnic and racial differences and polarization, war and violence are the
likely resulting outcomes. Invariably, the innocent and the downtrodden become the collateral victims of these social and economic
dysfunctions. Naturally occurring events, such as hurricanes, earthquakes and floods provide yet another context from which we can appreciate
the enormous impact that disastrous events play in the lives of the affected. When catastrophic events cast their daunting affects upon the lives
of citizens and the larger community as a whole, it is precisely at this point that constructive intervention of trained professionals in trauma
management becomes most warranted and needed.
Purpose B: Initiating and Managing Service Innovation
Self & Others
Individual and Collective Responses to Disaster (2 credits)
This course will review the impact of various types of disasters on individuals, groups and communities, as well as the various strategies that
have been developed to immediately respond to acute stress reactions. The course will review the theory and practice of Critical Incident Stress
Debriefing (CISD) and provide a framework for preserving the health and safety of emergency service workers. Students will be able to
distinguish between myth about disaster response and how people actually behave. Students will gain an expanded awareness of cultural
values and the diversity reflected in American society.
Systems I
Systematic Approaches to Management (2 credits)
The Systems Dimension class is designed to introduce participants to the dynamics of management practice and to provide them with a wide
variety of management techniques available to them as human service professionals. Surveying state-of-the-art management practices, this
course will help participants gain an integrated picture of the management process as well as the skills required for effecting organizational
change, increasing managerial and service efficiency, implementing program improvements and establishing systems for program evaluation.
Skills
Organizational and Municipal Community Planning (2 credits)
Investigation of vulnerability and risk assessment and management. Introduction to disaster recovery planning and concepts of organizational
continuity. The role of private sector in mitigation and recovery. Public/private partnerships in community reconstruction and recovery. Provides
a look at the prerequisites for preparedness planning, action plans and procedures, Incident Command Structure (ICS), training issues and
models, preparedness roles and responsibilities, and the public awareness and warnings, as well as providing preparedness action plans and
checklists. This course provides an overview of management from a disaster and emergency standpoint, looking at issues such as program
planning, decision making, information management, program supervision, monitoring and control, personnel, and leadership. Introduction to
concepts and problems of crisis and disaster management. Defining crises, emergencies, and disasters. Developing contingency plans.
Organizing for responses, managing the response organization, managing in a turbulent, high stress environment, crisis decision making and
crisis communication.
Values
The Ethics of Management (2 credits)
Organized human groups have a life and character all their own, strongly influencing their members in obvious and not-so-obvious ways. While
they are certainly the product of the actions and decisions of their founders and their significant members, the policies and procedures that
make up the daily existence of such groups present a group personality that is in many ways independent of the individuals involved. This
group person manifests itself in and through specific communication patterns within institutions. Ethical individuals can and do find themselves
pressured to fulfill role-governed expectations, defined by the group, that do not conform to their standards of ethical behavior.
Systems II
Public Health Systems Preparedness (2 credits)
Description of the important health and management issues involved in crises and emergencies presented for the non-medical disaster
manager. The wide range of medical and health issues inherent to crises and emergencies are described. Differentiation between natural and
man-mediated outbreaks in the community (SARS, influenza, smallpox, E. coli H-157, etc. Methods for integrating medical, public health and
psychological processes into disaster management programs are developed. Review of health systems implications of nuclear, biological, and
chemical disasters will be reviewed. There will be a distinction made between nuclear preparedness and preparedness for a radiological event
such as a radiological dispersal device (RDD). This course is designed to meet the need for a recognized curriculum in the Public Health aspects
of disaster care and organized emergency medical services systems. The course provides an understanding of the phenomena of disasters and
management of disaster impacts, as well as an understanding of the emergency medical services system, currently in place in North America,
which serve as a model for the developing systems worldwide.
Constructive Action
Initiating and Managing Service Innovation (3 credits, 2 credits for field)
In the second semester of this Master of Public Administration Program students are expected to transform their disaster plan into a piloted
project. In order to successfully complete this semester’s work, each student must establish a feasible plan of action that will become the
benchmark for the actions in which students will engage and document during this phase. Even though the format of the documentation in the
form of logs may vary from instructor to instructor, it is nonetheless imperative that the student practitioner demonstrates bold and innovative
decisions that are driven by a scholarly analysis of the preceding events in each log.
Purpose C: Long Range Planning for Service Improvement
Self & Others
Terrorism and Disaster Management (2credits)
The course defines terrorism and discusses why politically motivated acts of violence occur. The course explores the ideological forces behind
terrorism, and provides an overview of terrorists groups and their tactics of intimidation and fear. The course also highlights the effects of
terrorism (examining weapons of mass effect) and will explore what can be done to prevent terrorist attacks or respond more effectively.
Attention focuses on the history of counter-terrorism legislation, and the course will provide practical lessons (based on actual terrorist attacks)
for disaster managers and other related actors. The course helps students develop critical thinking and planning skills as they relate to the
management of terrorist events.
Systems I
Economic and Social Trends and the Organization of Services (2 credits)
Managers planning new and improved services must make decisions today that will be acted on in the future. How can policy makers understand
the new world into which they are being propelled? Policy decisions are not made in a vacuum; rather, they are influenced by competing social,
political, economic, and technological factors in a volatile environment. The course for the Systems Dimension focuses on the factors that
influence change, how they can be analyzed, and how they can be used in long-range planning. The course is designed to: 1) develop the
students’ perspective on management and the role of leaders and managers in the policy-making arena, 2) help students understand
institutional systems and the social, political, and economic forces, both national and international, that affect policy toward citizen
empowerment, 3) allow students the opportunity to sharpen and apply their research and analytical skills in defining and articulating policy, and
4) acquaint students with the processes of strategic planning.
Skills
The Federal Government and Disaster Planning/Response (2credits)
This course will introduce students to the responsibilities of the Department of Homeland Security (DHS), which oversees the Federal Emergency
Management Agency (FEMA) with regard to emergency management, and response to disaster. To achieve this goal the course examines
programs within DHS & FEMA. The process for requesting a Presidential Disaster Declaration will also be examined. The workings of the Federal
Response Plan (FRP) and the Emergency Support Functions of other federal agencies are discussed. The student s are introduced to the
responsibilities of: disaster field offices; the federal coordinating offices; legislation governing the federal response to disasters; the State’s
role in the disaster application process; and the role of other partners in emergency management.
Values
Values Issues in Policy Planning (2 credits)
The focus of this semester’s investigation into alternative political perspectives on social policy will be poverty and welfare policy because they
are central to the work of human service professionals and are related to many other social problems and policies. The course is organized
around lectures, discussions, class activities, and student presentations. All students will be expected to acquire a working knowledge of the
leading conservative and liberal perspectives on poverty and welfare policy. In addition, groups of students will conduct an in-depth study of
one perspective and present to the class a critical analysis of that perspective’s unique approach to welfare policy.
Systems II
Case Studies in Disaster Management (2 credits)
A seminar course organized about current issues and the management successes and failures exhibited during recent disaster or crisis events.
Includes presentation from federal, local, private sector and not-for-profit perspectives. This course offers a broad perspective on natural and
technological (man-made) disasters in the world and the policies nations and communities adopt to reduce human suffering and property loss.
The class examines the major types of natural and technological disasters in the world, including earthquakes and tsunamis,
hurricanes/cyclones, volcanoes, floods, wildfires, tornadoes, aviation disasters, terrorism, and public health emergencies. Shorter sessions focus
on structural failures and fires, nuclear accidents, and industrial accidents. The topics are sequenced thematically, from the social and economic
costs of disaster to the assessment of risk, measures to mitigate (reduce or prevent) the loss of life and property, disaster response, and
disaster relief and recovery issues.
Constructive Actiono
Long Range Planning for Service Improvement (3 credits, 2 credits for field)
Students will bring together the theoretical studies from other classes with the actual experience of evaluation, strategic planning and effective
advocacy in connection with their Constructive Action, thereby equipping them with the knowledge, tools, and hands-on experience they need for
thoughtful and productive long-term decision-making and future-oriented action. Students will carry their series of three Constructive Actions to
a new level of achievement by refining and expanding their plan and negotiating to gain long-term support from their own organization or
possibly in other settings. In the final analysis, it is our expectation that the sum of three semesters of integrated work will provide both the
student and the sponsoring agency with a tangible and fully explored disaster plan that can be presently incorporated into the overall delivery
systems of the agency. The ultimate goal of this program is to have the agency embrace a plan that has been fully researched and sufficiently
tested.
This course is designed to equip the student with the preliminary identification of special populations and their needs in a disaster. The class
will examine these populations and will focus on their demographics, their specific issues, and the current disaster response measures in place.
Given the needs of these populations the course will also examine a number of CBO’s (Community Based Organizations) or VOAD (Volunteer
Organizations Active in Disaster) established to assist these special populations. The class is designed with a preparedness framework in mind
This course is designed to equip the student with the preliminary identification of special populations and their needs in a disaster. The class
basic understanding of these groups and their particular issues as well as gain insight into a number of community agencies that can assist
these populations in preparedness and in relief/recovery.
Systems I
Evaluating Service Delivery Systems (2 credits)
The role and function of the administrator and the nature of the decision-making process are inevitably tied to organizational structure and
philosophy. If administrators expect to assess, shape, design, and direct a variety of human service programs effectively, it is essential that
they become knowledgeable about the nature of organizations and how organizations behave when threatened by internal and external forces.
To improve their understanding, the class for the Systems Dimension will focus on the study of models of management, including scientific
management, public administration, and human relations. Students will examine the various models of management, carry out a comparative
analysis of these needs, and use them as a way of understanding the philosophical, organizational, and managerial principles that guide them.
Skills
Research and Analysis Methods in Disaster Management (2 credits)
This course has much in common with courses in research methods from a range of social and behavioral science disciplines, such as sociology,
psychology, political science, public administration, and criminal justice. While the course is specifically designed for a program of study in the
field of disaster management, it is designed to be taught as a specialized course within any of the disciplines mentioned above, or as a jointly
offered course by two or more of these departments. Unfortunately, in the disaster management field there has been very little targeted
research and little has been incorporated into improving practice and applications. As well, in America, research has been fairly narrowly focused
on specific hazards or disciplines. This is not a criticism of the research undertaken, but a reflection of the diverse and wide nature of the
disaster management field.
Values
Values and Ethics for Administrative Decision Making (2 credits)
The aim of the class for the Values and Ethics Dimension is to provide students with a comprehensive understanding of the major traditions of
ethical reflection and the implications for the administrator who is working with citizens to improve service delivery. As administrators and
professionals, students must, as a practical matter, make assumptions about what ethical standards should govern the management of staff,
relationships in the organization as a whole, and work with citizens. In the Values and Ethics Dimension class, students will be challenged to
clarify and reflect critically on their values and ethical standards.
Systems II
Economics of Hazards and Disasters (2 credits)
This course provides a comprehensive overview of the various economic systems available for the management of disaster incidents, both in
the field and in emergency operations centers. The course will examine how disasters frequently destroy or severely damage outmoded
infrastructure and force its replacement by more modern technology. It will examine how such technological innovation may result in the
alteration of the stratification system or the division of labor and may result in both differential growth and elaboration of sectors of the system’
s structure. The course will review how disasters frequently result in the influx of a large number of outsiders who supply additional labor and
expertise as well as large amounts of outside physical and financial resources. This may produce an economic boom, and provide the impetus
for change in both the division of labor and in stratification as well as differential growth and elaboration. There is an investigation of existing
and evolving organizations and their initiatives to improve disaster mitigation and recovery in the public and private sectors.
Constructive Action
Identifying Unmet Needs in Organizational Disaster Response (3 credits, 2 credits for field)
In a global society increasingly defined by issues of political, economic, ethnic and racial differences and polarization, war and violence are the
likely resulting outcomes. Invariably, the innocent and the downtrodden become the collateral victims of these social and economic
dysfunctions. Naturally occurring events, such as hurricanes, earthquakes and floods provide yet another context from which we can appreciate
the enormous impact that disastrous events play in the lives of the affected. When catastrophic events cast their daunting affects upon the lives
of citizens and the larger community as a whole, it is precisely at this point that constructive intervention of trained professionals in trauma
management becomes most warranted and needed.
Purpose B: Initiating and Managing Service Innovation
Self & Others
Individual and Collective Responses to Disaster (2 credits)
This course will review the impact of various types of disasters on individuals, groups and communities, as well as the various strategies that
have been developed to immediately respond to acute stress reactions. The course will review the theory and practice of Critical Incident Stress
Debriefing (CISD) and provide a framework for preserving the health and safety of emergency service workers. Students will be able to
distinguish between myth about disaster response and how people actually behave. Students will gain an expanded awareness of cultural
values and the diversity reflected in American society.
Systems I
Systematic Approaches to Management (2 credits)
The Systems Dimension class is designed to introduce participants to the dynamics of management practice and to provide them with a wide
variety of management techniques available to them as human service professionals. Surveying state-of-the-art management practices, this
course will help participants gain an integrated picture of the management process as well as the skills required for effecting organizational
change, increasing managerial and service efficiency, implementing program improvements and establishing systems for program evaluation.
Skills
Organizational and Municipal Community Planning (2 credits)
Investigation of vulnerability and risk assessment and management. Introduction to disaster recovery planning and concepts of organizational
continuity. The role of private sector in mitigation and recovery. Public/private partnerships in community reconstruction and recovery. Provides
a look at the prerequisites for preparedness planning, action plans and procedures, Incident Command Structure (ICS), training issues and
models, preparedness roles and responsibilities, and the public awareness and warnings, as well as providing preparedness action plans and
checklists. This course provides an overview of management from a disaster and emergency standpoint, looking at issues such as program
planning, decision making, information management, program supervision, monitoring and control, personnel, and leadership. Introduction to
concepts and problems of crisis and disaster management. Defining crises, emergencies, and disasters. Developing contingency plans.
Organizing for responses, managing the response organization, managing in a turbulent, high stress environment, crisis decision making and
crisis communication.
Values
The Ethics of Management (2 credits)
Organized human groups have a life and character all their own, strongly influencing their members in obvious and not-so-obvious ways. While
they are certainly the product of the actions and decisions of their founders and their significant members, the policies and procedures that
make up the daily existence of such groups present a group personality that is in many ways independent of the individuals involved. This
group person manifests itself in and through specific communication patterns within institutions. Ethical individuals can and do find themselves
pressured to fulfill role-governed expectations, defined by the group, that do not conform to their standards of ethical behavior.
Systems II
Public Health Systems Preparedness (2 credits)
Description of the important health and management issues involved in crises and emergencies presented for the non-medical disaster
manager. The wide range of medical and health issues inherent to crises and emergencies are described. Differentiation between natural and
man-mediated outbreaks in the community (SARS, influenza, smallpox, E. coli H-157, etc. Methods for integrating medical, public health and
psychological processes into disaster management programs are developed. Review of health systems implications of nuclear, biological, and
chemical disasters will be reviewed. There will be a distinction made between nuclear preparedness and preparedness for a radiological event
such as a radiological dispersal device (RDD). This course is designed to meet the need for a recognized curriculum in the Public Health aspects
of disaster care and organized emergency medical services systems. The course provides an understanding of the phenomena of disasters and
management of disaster impacts, as well as an understanding of the emergency medical services system, currently in place in North America,
which serve as a model for the developing systems worldwide.
Constructive Action
Initiating and Managing Service Innovation (3 credits, 2 credits for field)
In the second semester of this Master of Public Administration Program students are expected to transform their disaster plan into a piloted
project. In order to successfully complete this semester’s work, each student must establish a feasible plan of action that will become the
benchmark for the actions in which students will engage and document during this phase. Even though the format of the documentation in the
form of logs may vary from instructor to instructor, it is nonetheless imperative that the student practitioner demonstrates bold and innovative
decisions that are driven by a scholarly analysis of the preceding events in each log.
Purpose C: Long Range Planning for Service Improvement
Self & Others
Terrorism and Disaster Management (2credits)
The course defines terrorism and discusses why politically motivated acts of violence occur. The course explores the ideological forces behind
terrorism, and provides an overview of terrorists groups and their tactics of intimidation and fear. The course also highlights the effects of
terrorism (examining weapons of mass effect) and will explore what can be done to prevent terrorist attacks or respond more effectively.
Attention focuses on the history of counter-terrorism legislation, and the course will provide practical lessons (based on actual terrorist attacks)
for disaster managers and other related actors. The course helps students develop critical thinking and planning skills as they relate to the
management of terrorist events.
Systems I
Economic and Social Trends and the Organization of Services (2 credits)
Managers planning new and improved services must make decisions today that will be acted on in the future. How can policy makers understand
the new world into which they are being propelled? Policy decisions are not made in a vacuum; rather, they are influenced by competing social,
political, economic, and technological factors in a volatile environment. The course for the Systems Dimension focuses on the factors that
influence change, how they can be analyzed, and how they can be used in long-range planning. The course is designed to: 1) develop the
students’ perspective on management and the role of leaders and managers in the policy-making arena, 2) help students understand
institutional systems and the social, political, and economic forces, both national and international, that affect policy toward citizen
empowerment, 3) allow students the opportunity to sharpen and apply their research and analytical skills in defining and articulating policy, and
4) acquaint students with the processes of strategic planning.
Skills
The Federal Government and Disaster Planning/Response (2credits)
This course will introduce students to the responsibilities of the Department of Homeland Security (DHS), which oversees the Federal Emergency
Management Agency (FEMA) with regard to emergency management, and response to disaster. To achieve this goal the course examines
programs within DHS & FEMA. The process for requesting a Presidential Disaster Declaration will also be examined. The workings of the Federal
Response Plan (FRP) and the Emergency Support Functions of other federal agencies are discussed. The student s are introduced to the
responsibilities of: disaster field offices; the federal coordinating offices; legislation governing the federal response to disasters; the State’s
role in the disaster application process; and the role of other partners in emergency management.
Values
Values Issues in Policy Planning (2 credits)
The focus of this semester’s investigation into alternative political perspectives on social policy will be poverty and welfare policy because they
are central to the work of human service professionals and are related to many other social problems and policies. The course is organized
around lectures, discussions, class activities, and student presentations. All students will be expected to acquire a working knowledge of the
leading conservative and liberal perspectives on poverty and welfare policy. In addition, groups of students will conduct an in-depth study of
one perspective and present to the class a critical analysis of that perspective’s unique approach to welfare policy.
Systems II
Case Studies in Disaster Management (2 credits)
A seminar course organized about current issues and the management successes and failures exhibited during recent disaster or crisis events.
Includes presentation from federal, local, private sector and not-for-profit perspectives. This course offers a broad perspective on natural and
technological (man-made) disasters in the world and the policies nations and communities adopt to reduce human suffering and property loss.
The class examines the major types of natural and technological disasters in the world, including earthquakes and tsunamis,
hurricanes/cyclones, volcanoes, floods, wildfires, tornadoes, aviation disasters, terrorism, and public health emergencies. Shorter sessions focus
on structural failures and fires, nuclear accidents, and industrial accidents. The topics are sequenced thematically, from the social and economic
costs of disaster to the assessment of risk, measures to mitigate (reduce or prevent) the loss of life and property, disaster response, and
disaster relief and recovery issues.
Constructive Actiono
Long Range Planning for Service Improvement (3 credits, 2 credits for field)
Students will bring together the theoretical studies from other classes with the actual experience of evaluation, strategic planning and effective
advocacy in connection with their Constructive Action, thereby equipping them with the knowledge, tools, and hands-on experience they need for
thoughtful and productive long-term decision-making and future-oriented action. Students will carry their series of three Constructive Actions to
a new level of achievement by refining and expanding their plan and negotiating to gain long-term support from their own organization or
possibly in other settings. In the final analysis, it is our expectation that the sum of three semesters of integrated work will provide both the
student and the sponsoring agency with a tangible and fully explored disaster plan that can be presently incorporated into the overall delivery
systems of the agency. The ultimate goal of this program is to have the agency embrace a plan that has been fully researched and sufficiently
tested.
Developed by Dr. Mick Maurer in January 2002 - August 2003,
first class Spring 2004.
first class Spring 2004.
A major goal of FEMA is to encourage and support the expansion of disaster and emergency management-related
education in colleges across the United States. The objective is to develop a generation of professionally developed
and better-educated emergency managers. We believe that the proposed Master of Public Administration will
prepare future emergency managers in government, business and industry jobs to meet this need.
The focus of each of three semesters is a specific area of study. The three semesters culminate in a document that
is the to significantly improve some aspect of disaster management delivery in the workplace or in the larger
community. This need is the focus and context for yearlong study. During the first semester the student engages
in scholarly research on the proposed project while the second semester challenges the student to translate the
research into a pilot project focusing on critical management decisions in an emergency situation. During the final
semester the student is required to report the results of his/her work and to propose a plan for the utilization of the
research in the context of a long-range plan.
The Master of Public Administration in Emergency and Disaster Management is a 45 credit, one-year program that is
operationally consistent with the MPA currently offered by the College. The requirements are completed over 3
semesters during each of which students must complete 15 credits.
Master of Public Administration in Emergency and Disaster Management
and
Trauma Response Certification Programs
at
Metropolitan College of New York
School for Public Affairs and Administration
Humphrey A. Crookendale, J.D., Dean
Michael T. "Mick" Maurer, D.Min., Chair
Louis H. Tietje, Ph.D.
education in colleges across the United States. The objective is to develop a generation of professionally developed
and better-educated emergency managers. We believe that the proposed Master of Public Administration will
prepare future emergency managers in government, business and industry jobs to meet this need.
The focus of each of three semesters is a specific area of study. The three semesters culminate in a document that
is the to significantly improve some aspect of disaster management delivery in the workplace or in the larger
community. This need is the focus and context for yearlong study. During the first semester the student engages
in scholarly research on the proposed project while the second semester challenges the student to translate the
research into a pilot project focusing on critical management decisions in an emergency situation. During the final
semester the student is required to report the results of his/her work and to propose a plan for the utilization of the
research in the context of a long-range plan.
The Master of Public Administration in Emergency and Disaster Management is a 45 credit, one-year program that is
operationally consistent with the MPA currently offered by the College. The requirements are completed over 3
semesters during each of which students must complete 15 credits.
Master of Public Administration in Emergency and Disaster Management
and
Trauma Response Certification Programs
at
Metropolitan College of New York
School for Public Affairs and Administration
Humphrey A. Crookendale, J.D., Dean
Michael T. "Mick" Maurer, D.Min., Chair
Louis H. Tietje, Ph.D.
Role of Emergency Response Workers
Course Overview: This course is concerned with issues of personnel management that are problematic or undergoing considerable change. It
responsibilities in any police/fire agency. Training serves three broad purposes. First, well-trained officers are generally are better prepared
to act decisively and correctly in a broad spectrum of situations. Second, training results in greater productivity and effectiveness. Third,
training fosters cooperation and unity of purpose. Moreover, agencies are now being held legally accountable for actions of their personnel
and for failing to provide initial or remedial training.
Course Objectives: This course is taught at several levels. In the areas of job analysis and in-service training, the student is expected to
understand the importance and necessary elements of two key personnel responsibilities. The student is also expected to analyze
performance evaluation systems, identify the purpose they are best suited for, and determine the best system for the student’s own agency.
With respect to performance interviewing and counseling, the student is expected to be able to apply the principles taught. This is true also
of the area of assessment centers, where students will take an extended exercise. In the area of labor relations, the intent of the course is
to make the student aware of the process so that he/she knows the issues and can recognize problems in need of expert assistance. The
student should be conversant with the process and terminology.
Class Sessions:
Week 1 - Introduction to Police/Fire/EMD Personnel Management Purpose & Scope
Week 2 - Police/fire Personnel Practices
Week 3 - Police/fire Personnel Management Milieu
Week 4 - Personnel Function: Roles and Constraints
Week 5 - Nature of Police/fire Personnel Management
Week 6 - Law Enforcement/Fire Role, Responsibilities, and Relationships
Week 7 - Midterm
Week 8 - Law enforcement/fire Role and Authority
1. Law enforcement/fire Role
2. Limits of Authority
3. Use of Force
Week 9 - Agency jurisdiction, mutual aid and regional services
1. Agency jurisdiction and mutual aid
2. Regional services
Week 10 - Relationships with other agencies
1. Liaison
2. Interagency Coordination and Planning
Week 11 - Commission on Accreditation of Law Enforcement/fire Agencies
1. Law enforcement/fire Role, Responsibilities and relationships.
2. Public Safety Organization, Management and Administration
3. The Public Safety personnel Structure
4. The Public Safety personnel Process
5. Law enforcement/fire operations
6. Traffic Operations - Fire Operations
Week 12 -Training
1. Historical Perspectives
2. Minimum Standards Legislation
3. The Essentials of Police/fire Training
4. The Probationary Period
5. Organizational and Administration
6. Instructor Selection
7. Instructor Training
8. In-service, Roll Call, and Advanced Training
Week 13 - Training and Development
1. Training Programs
2. Performance appraisal
3. Analysis of Job Requirements
4. Organizational Analysis
5. Survey of Human Resources
6. Development Programs
7. Coaching
8. Job Rotation
9. Training Positions
10. Planned work activities
Week 14 – Student Presentations
Week 15 – Final Exam
Course Overview: This course is concerned with issues of personnel management that are problematic or undergoing considerable change. It
responsibilities in any police/fire agency. Training serves three broad purposes. First, well-trained officers are generally are better prepared
to act decisively and correctly in a broad spectrum of situations. Second, training results in greater productivity and effectiveness. Third,
training fosters cooperation and unity of purpose. Moreover, agencies are now being held legally accountable for actions of their personnel
and for failing to provide initial or remedial training.
Course Objectives: This course is taught at several levels. In the areas of job analysis and in-service training, the student is expected to
understand the importance and necessary elements of two key personnel responsibilities. The student is also expected to analyze
performance evaluation systems, identify the purpose they are best suited for, and determine the best system for the student’s own agency.
With respect to performance interviewing and counseling, the student is expected to be able to apply the principles taught. This is true also
of the area of assessment centers, where students will take an extended exercise. In the area of labor relations, the intent of the course is
to make the student aware of the process so that he/she knows the issues and can recognize problems in need of expert assistance. The
student should be conversant with the process and terminology.
Class Sessions:
Week 1 - Introduction to Police/Fire/EMD Personnel Management Purpose & Scope
Week 2 - Police/fire Personnel Practices
Week 3 - Police/fire Personnel Management Milieu
Week 4 - Personnel Function: Roles and Constraints
Week 5 - Nature of Police/fire Personnel Management
Week 6 - Law Enforcement/Fire Role, Responsibilities, and Relationships
Week 7 - Midterm
Week 8 - Law enforcement/fire Role and Authority
1. Law enforcement/fire Role
2. Limits of Authority
3. Use of Force
Week 9 - Agency jurisdiction, mutual aid and regional services
1. Agency jurisdiction and mutual aid
2. Regional services
Week 10 - Relationships with other agencies
1. Liaison
2. Interagency Coordination and Planning
Week 11 - Commission on Accreditation of Law Enforcement/fire Agencies
1. Law enforcement/fire Role, Responsibilities and relationships.
2. Public Safety Organization, Management and Administration
3. The Public Safety personnel Structure
4. The Public Safety personnel Process
5. Law enforcement/fire operations
6. Traffic Operations - Fire Operations
Week 12 -Training
1. Historical Perspectives
2. Minimum Standards Legislation
3. The Essentials of Police/fire Training
4. The Probationary Period
5. Organizational and Administration
6. Instructor Selection
7. Instructor Training
8. In-service, Roll Call, and Advanced Training
Week 13 - Training and Development
1. Training Programs
2. Performance appraisal
3. Analysis of Job Requirements
4. Organizational Analysis
5. Survey of Human Resources
6. Development Programs
7. Coaching
8. Job Rotation
9. Training Positions
10. Planned work activities
Week 14 – Student Presentations
Week 15 – Final Exam
Crookendale
Tietje
