Master of Public Administration in
Emergency and Disaster Management
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.
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.

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 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.

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

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.

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 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

Developed by Dr. Mick Maurer in January 2002 - August 2003, 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
Trauma Response Certification Programs
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
Dean Crookendale
Dr. Lou Tietje
On Tuesday, November 23rd, 2010, book author Joe Flood stood at a podium
in the front of a packed room at Metropolitan College of New York, reading
from the first chapter of his book, Management students and professors from
the graduate program at MCNY, as well as visiting guests from the field.

Professor Velez, Dr. Maurer, Director Gheith, author Joe Flood, John Jay
College Professor Norm Grorner, and Professor Motola.
Professor Velez, Professor Khaled, Dr. Maurer, Bibi Leslie, Dean Crookendale, Kay Goss
the former Associate Director of the Federal Emergency Management Agency (FEMA),
Dilshad Jafarly, Professor Motola, Professor Frank, and Matt Ricci
Dr. Mick Maurer
John Odermatt, JD
Chris Hetherington, JD
Deputy Commissioner,
Homeland Security Liaison
Ed Gabriel, MPA,
Deputy Commissioner
for Planning and
Commissioner Odermatt, Deputy Commissioner Hetherington, and Deputy Commissioner Gabriel reviewed the
degree proposal before being sent to Dr. B. Wayne Blanchard at the FEMA Higher Education Project.
Response Office Scott Graham