Competencies for the Professional Emergency Manager -- Lessons Learned
from the George Washington University Graduate Education Programs

**By Gregory L. Shaw, Research Scientist, CBCP**

**The George Washington University Institute for Crisis, Disaster and
Risk Management**

**Abstract:** The George Washington University (GWU) Institute for
Crisis, Disaster and Risk Management (ICDRM) is chartered within the
Engineering Management and Systems Engineering Department of the School
of Engineering and Applied Science. The Institute began offering courses
in the Crisis, Emergency, and Risk Management concentration in fall
1998. From an initial offering of one course for seven students, the
Institute now offers 14 concentration specific courses and has an
enrollment of 22 Doctoral and 65 Masters and Graduate Certificate
students. The three graduate programs, Certificate, Masters (Master of
Science in Engineering Management and Systems Engineering) and Doctoral
(Doctor of Science), have a common foundation in a systems approach to
the management of complex events and organizations, and the application
of technology to all functions and phases of crisis and emergency
management.

The concentration courses do not attempt to teach technology
development, but the appropriate use of technology by professional
crisis and emergency management personnel from the public, private and
not-for-profit sectors. Each of the Crisis, Emergency and Risk
Management concentration courses include the use and application of
technology, and the core concentration course, Information Technology in
Crisis and Emergency Management (EMSE 233), challenges the students to
look at current and future oriented crisis and emergency situations to
examine the existing and potential applications of technology.
Additionally, Master of Science students are required to complete the
course Information Management and Information Systems (EMSE 256) which
is structured to teach students to evaluate current and emergent
technologies in terms of benefits, limitations and costs.

The graduate education and research programs are supported by a six
computer station Crisis, Emergency and Risk Management Information and
Technology Laboratory. In May 2002 the ICDRM was provided an internal
GWU Research Enhancement Fund grant to transition and expand the current
laboratory into a Crisis and Emergency Management Enabling Technology
Center.

The evolution of the graduate courses and supporting laboratory/center,
the student projects, and the lessons learned are a guide for improving
course content and developing new courses to meet the changing
requirements of the crisis and emergency management professions.

**Introduction:** The mission of the Institute for Crisis, Disaster, and
Risk Management (ICDRM) is to respond to a critical national need by
improving the disaster, emergency, and crisis management plans, actions
and decisions of government, corporate, and not-for-profit
organizations. The Institute creates knowledge through its research and
experiential activities and disseminates this knowledge and facilitates
information exchange through education programs, professional forums,
and workshops.

The Institute is structured around the three functional areas of
research, education and professional development. Supporting the overall
Institute objective are three functional goals:

-   To become an international center of excellence in crisis and
    disaster research,

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-   To become an internationally recognized inter-disciplinary graduate
    degree program in crisis, emergency, and risk management,

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-   And to become a leading provider of crisis, disaster, and emergency
    management professional development programs.

Leveraging its Washington, DC location and the opportunity to establish
professional relationships with government, not-for-profit, corporate
and education leaders, the ICDRM has become a focal point for other
academic research and education centers and experts. ICDRM faculty,
research scientists, and staff are a team of experts that have supported
organizational planning, decision making and operational activities
prior to, during, and after a crisis event.

The Institute's domain of interest includes natural and technological
disasters, organizational crises, and political/military/social crises.
The Institute's organizational focus is equally broad, including the
United States and international public and not-for-profit organizations,
and private sector businesses. Drawing upon its domain experience and
expertise, the Institute is recognized for core competencies including:

-   Development of the use of information technology in crisis,
    emergency, and risk management

-   Decision making and decision support in complex organizational
    environments and turbulent environments

-   Risk analysis, management, and communication

-   Health and medical issues in emergency management

# Operational experience in emergency response and management

The above characteristics of the ICDRM allow it to support its research,
education and professional development initiatives in the following four
areas:

1.  *Disaster/Crisis Risk, Vulnerability, and Awareness*: Risk
    assessment, vulnerability assessment, hazard analysis, risk
    communication, and causal analysis of socio-technical hazards
    (reliability, human and organizational error, individual and group
    violence/terrorism).

2.  *Disaster/Crisis Planning*: Loss control and mitigation, risk
    management, contingency planning, and security planning.

3.  *Disaster/Crisis Management*: Response management systems,
    organizing for response, individual and group decision making under
    stress, crisis management teams, management of information, and
    crisis/emergency communication.

4.  *Post Disaster/Crisis Activities*: Disaster recovery, business
    continuity, incident analysis, and organizational learning.

**Education Programs:** Organizationally affiliated with the Department
of Engineering Management and Systems Engineering of the School of
Engineering and Applied Science, the ICDRM currently offers fourteen
graduate level courses within the Crisis, Emergency and Risk Management
concentration. The courses can be applied to a Graduate Certificate in
Crisis and Emergency Management or Emergency Management and Public
Health (18 credit hours), a Master of Science with a concentration in
Crisis, Emergency and Risk Management (36 credit hours), and a Doctor of
Science in Engineering Management and Systems Engineering with a major
area concentration in Crisis, Emergency and Risk Management. A
description of the core concentration courses and graduate programs is
included as Appendix A. Starting with one pilot course offering for
seven students in spring 1998, the educational programs have grown to a
current size of 22 Doctoral and 65 Masters or Graduate Certificate
students with interest and applications increasing each semester. Six of
the Institute's Doctoral candidates have completed their research and
have successfully defended their dissertations.

The graduate programs (Certificate, M.S., and D.Sc.) emphasize the
application of a systems approach to the management of complex events
and organizations, and the application of technology to the management
of all phases of crisis and emergency management. Each of the graduate
programs requires completion of the course, Information Technology in
Crisis and Emergency Management (EMSE 233), with the Master of Science
degree also requiring completion of the courses: Management of Technical
Organizations (EMSE 212); Systems Engineering (EMSE 283); and
Information Management and Information Systems (EMSE 256). The focus of
these courses is not on teaching technology development, but the
understanding of technology and its application to the management of
complex systems and events.

The courses, Information Technology in Crisis and Emergency Management
(EMSE 233) and Information Management and Systems Engineering (EMSE
256), provide an example of the Institute's philosophy and approach.
Following is a short description of the courses, the course objectives,
the student projects designed to support those objectives, and the
lessons learned for improving the courses and overall curriculum in the
future.

***Information Technology in Crisis and Emergency Management (EMSE
233)***

[Course Description]{.underline}

The application of appropriate information technology to crisis and
emergency management is a national and international priority. This
course focuses on the unique nature of managing and decision making in
the high velocity, complex, and unstructured environment created by
crises and disasters. Emergency and crisis managers must take actions
and make critical decisions, under great stress and time pressure, with
incomplete and contradictory information. Effective management of
information is critical to the success of these decisions and actions.
Information management requires an understanding of the decision making
process and environment, the capability, limitations, and
appropriateness of available technologies, and the ability to collect,
store, analyze, and communicate the information required. In short, the
object is to get the right information, in the right form, to the right
people, at the right time. The course describes information requirements
analysis methods and information management procedures based on a
conceptual framework of the nature of crises, emergencies, and
disasters. Software tools such as GIS, simulation, GDSS, and DSS that
have been adapted to crisis and emergency management are demonstrated.
Emerging hardware capabilities such as remote sensing, high performance
computing and communications, and advances in interoperability that
enhance crisis and emergency management are described. Potential areas
for research are identified.

[Course Objectives]{.underline}

-   An understanding of the concepts of crisis, disaster, and emergency
    management

-   An understanding of the decision environment encountered by crisis,
    emergency, and disaster managers.

-   The ability to determine and to structure the information
    requirements for a crisis or emergency management application.

-   The ability to apply technologies such as GIS, DSS and GDSS to
    support crisis and disaster management.

-   An understanding of remote sensing and warning system technologies
    and their objectives and limitations.

-   An understanding of the technologies used to collect and communicate
    information during a crisis or emergency.

-   An understanding of problems and issues that impede the effective
    utilization of information technology in crisis, disaster and
    emergency management.

[Student Project]{.underline}

Technology for Disaster Response: Write a 6-8 page case study based on
one of the following disaster scenarios. For the scenario you choose:

1.  Select one of the emergency manager roles described in the scenario.
    Describe the primary responsibilities of your roles and your
    organizations.

2.  Identify information, communication, and decision support technology
    and systems that your character could conceivably use to prepare
    for, to manage, and to recover from the scenario event. Evaluate the
    potential effectiveness of each technology or system relative to
    this scenario event.

3.  For each of the techologies or systems you identify in 2, describe
    the current availablity, accessability, ease of use, usefulness,
    skill requirements, quality of results, and cost.

4.  Identify areas where today's technology would not be adequate to
    meet your needs.

5.  Identify and discuss changes and innovations in technology that
    could occur in the next 3-5 years that would change your answers to
    1-4.

## [Scenario One:]{.underline}

A 7.4 earthquake has occurred on the Anatolian fault 25 kilometers
Southwest of Istanbul. Initial disaster reports indicate heavy damage,
significant loss of life, and several major fires caused by the
earthquake.

> Roles: General Director, Turkish Emergency Management Agency, Ankara
>
> Chairman, Kizilay (Turkish Red Crescent), Ankara
>
> Director, Municipal Crisis Management and Aid Committee (Mayor's
> office, Istanbul
>
> Director of UN Relief (UN OCHE), Geneva

[Scenario Two:]{.underline}

A 150,000 deadweight ton Liberian Flag tanker under charter to SeaRiver
Maritime (Exxon-Mobil shipping company) and laden with crude oil
collided in the fog with an 80,000 ton Peruvian flag bulk carrier just
below the 10 miles southeast of Key West, Florida. The tanker has been
severely damaged, 3 cargo tanks are open to the sea and approximately
20,000 to 25,000 tons of crude oil have escaped into the sea. Both ships
are burning and are drifting with the current.

> Roles: Director of the National Response Center, Washington, D.C.
>
> Director, Coast Guard Marine Safety Office, Miami
>
> President, SeaRiver Martime
>
> Director, State of Florida Environmental Affairs

## [Scenario Three:]{.underline} 

## A category 4 (Saffir Simpson Scale) hurricane has made landfall at Fort Lauderdale, FL (north of Miami). You received an accurate landfall prediction 36 hours in advance. The storm surge was 12 feet, the peak sustained wind velocity was 230 km/hr.

> Roles: Broward County Emergency Preparedness Director, Ft. Lauderdale
>
> Federal Emergency Management Agency Emergency Support Team (EST)
> Director, Washington
>
> American Red Cross Disaster Operations Center Manager, Washington

[Scenario Four:]{.underline}

Terrorists attack a railroad yard in Philadelphia, PA., using hand
grenades to ignite 6 railroad cars of chemicals. The chemicals include 3
tank cars of Phosgene and 1 tank car of chlorine, and 1 tank of ammonia,
and 1 tank of styrene. There was an explosion and fire on scene, other
tank cars are threatened, and a large toxic cloud has been observed.
Winds are light, but blowing toward the central city.

Role: Philadelphia Fire Chief

FEMA Regional Director (located in Philadelphia)

Director, FEMA EST (Washington)

[Scenario Five:]{.underline}

Scenario of your own design, approved by Professor

[Lessons Learned]{.underline}

The role based case study approach has been developed and refined during
the last three offerings of this course. Adding to the effectiveness of
this approach is the composition of the student body that includes a
mixture of full time students and current and future crisis and
emergency managers and practitioners. What would be purely academic
exercises without the real world experiences of many of the students,
are tempered with the realities of day to day crisis and emergency
operations. Issues such as inter-organizational relationships,
interoperability, and the dependency of data intensive technologies such
as GIS on often incomplete or otherwise inaccessible data sets are
injected into the students' work and classroom discussions.

During the spring 2002 semester, two of the three teams of students
chose Scenario Four (terrorist attack) and the role of Fire Chief while
the additional team chose Scenario One (Turkish earthquake) and the role
of Director of United Nations Relief.

Working independently, both of the terrorist scenario teams identified
the need for and sources of available technology to support tactical and
strategic communication, hazardous material surveillance, modeling and
diagnostics, chemical agent detection and identification, personnel
protection and decontamination, chemical fire suppression, and community
evacuation. Geospatial technologies (mapping, imaging, and modeling) and
access to databases were identified as essential components of
technology supporting each of the above areas.

Both teams also identified the gap between currently fielded
technologies and the requirements for issuing detailed warnings and
information to the public concerning safety precautions, evacuations,
sheltering in place, etc. One team addressed this shortfall through the
application of new and improved Reverse 911 technologies, while the
other team looked for a non-technological solution. They recommended the
development of partnerships between local government officials and the
media (television and radio) to facilitate the delivery of consistent
information and instructions from a "recognized and trusted," public
figure. They also emphasized pre incident public education and
preparedness as necessary components of public warning and information
systems.

The team choosing the Turkish earthquake scenario and role of Director
of United Nations Relief was able to step back from the on scene
incident management and operations and look at the application of
technology to fill a more strategic function, the coordination of the
efforts of the international community to respond to the needs of the
Turkish people and their government. Geospatial technologies,
particularly GIS mapping and imagery (satellite and aerial) were
identified as useful tools to determine and communicate the boundaries
and degree of damage and the changing situation. The primary means of
communication chosen by this team was the Internet to advise worldwide
stakeholders of the situation and coordinate logistics and response
deployments. This team also addressed the important issues of developing
and maintaining databases and reporting systems supporting resource
allocation and financial accounting for the response efforts by multiple
countries, organizations and individuals. The team identified the need
for and access to accurate databases and timely imagery to support
geospatial technologies.

As a result of the students' work and input, the emphasis and
availability of geospatial technology software and applications will be
expanded in the next course convening. Additionally, GIS courses offered
by the Geography Department and Civil Engineering Department will be
listed and recommended as elective courses supporting the Crisis and
Emergency Management graduate programs. The ICDRM is also working with a
GIS software company to improve capabilities for its existing
Information and Technology Laboratory and the new Enabling Technology
Center. University funding will support a laboratory technician/teaching
assistant who will receive training in the various geospatial
technologies, software and applications.

In the area of communication, all of the teams have focused almost
exclusively on the application of technology for communication
connectivity with little or no consideration of the more inclusive
requirement for information management. A comprehensive model of
information management and the application of technology to the entire
model will be emphasized in future convenings of the course.

*Information Management and Information Systems (EMSE 256)*

[Course Description]{.underline}

The role of information systems in every facet of life is
fundamental:  the transmission of information between processes and
systems allows those elements to work cooperatively and towards a common
goal.  The faster information is exchanged, the faster the processes can
work and the greater the output.  With the explosion of electronic
information processing technology, there has been a systematic trend to
replace non-automated information transfer mechanisms with automated
information transfer and processing mechanisms.  This has been done in
both innovative ways and in counter-productive ways.  The challenge for
any manager is to understand how to harness information for productive
uses.\
\
Modern managers need more than just a general familiarity with
information technology, they need to be able to use information systems,
evaluate them, contribute to the their development, and manage their
operation and maintenance.  \
\
Businesses must be viewed as systems consisting of business
processes.  Information systems are used to implement, improve, and
support business processes. In order to analyze IT-enabled systems, a
clear understanding of the business system and its processes must be
combined with knowledge of current information technology.  This course
looks at information systems using a systems analysis approach: defining
the situation, gathering pertinent information, developing alternative
solutions, choosing a solution, and implementation. 

[Course Objectives \
]{.underline}

-   To understand the importance of information and technology in
    business

processes.

-   To provide a broad overview of the way businesses use information

technologies, and how they are altering the competitive balance.

-   To provide students the understanding necessary to perform analyses
    of

applications of computers and communications systems for competitive

advantage.

-   To allow students to gain a basic appreciation for how the
    technology works

and how it is used for business, and to provide a vision of the future
so

that students will be prepared for the continued rapid growth in this
area.

[Student Project]{.underline}

Student teams will identify a specific real organizational situation
that can be improved with a web site. The project will be conducted in
phases, with each phase building upon the last. The phases are:

-   Work system analysis of the current situation and proposed solution
    -- The Work system analysis identifies the situation, then presents
    the analysis of the current situation, the proposed action, and the
    analysis of the proposed solution.

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-   Performance measures - Performance measures identify specific
    performance measures that will be used to measure the web site and
    its processes as they relate to achieving specified goals.

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-   Coded web site -- The coded web site presents the web site solution.

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-   Business case - The business case report builds upon the work done
    in the work system analysis, performance measures and coded web site
    reports. It presents the analysis of the problem and the proposed
    solution, and justifies the expenditure for the project through a
    benefit/cost analysis.

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-   Executive presentation - The executive presentation summarizes the
    highlights of the business case report and is geared towards getting
    executive approval for the proposed project.

[Lessons Learned]{.underline}

The course content of EMSE 256 has evolved over time. The course was
originally titled Computer and Information Technology and focused on
hardware and software and not on

information management and systems or their implementation. Based upon
the course evaluation process the course focus was changed to meet the
needs of the target audience. The current focus still introduces state
of the art technology, but the over riding goal is to teach the students
how to evaluate the technology in terms of benefits, limitations and
costs. The students are potential crisis and emergency managers and need
to be able to analyze the potential of technology as it becomes
available and not just memorize the benefits, limitations and costs of
current technology.

**Crisis, Disaster and Risk Management Information Technology Laboratory
and Enabling Technology Center**

The existing Crisis, Disaster and Risk Management Information Technology
Laboratory has been developed over the past four years using incremental
funding provided by the Institute's chartering Department, Engineering
Management and Systems Engineering and the School of Engineering and
applied Science. The existing laboratory hardware and software suite,
described in Table 1., has proven to be very functional and has
supported the students and curriculum of all the Crisis and Emergency
Management concentration courses. Hands on use of technology combined
with field visits to operational technology centers including local and
federal government emergency operation centers and corporate crisis
management centers helps bring the technologies, their capabilities and
limitations alive for the students. The laboratory has also supported
the doctoral research of current and past doctoral candidates and
ongoing sponsored research projects that have included several of the
Institute's masters and doctoral students.

Table 1

ICDRM CERMIT Laboratory Hardware and Software

+-----------------+--------------+------------+--------+-------------+
| Equipment       | Description  | Ma         | Qu     | Installed   |
|                 |              | nufacturer | antity | Software    |
+-----------------+--------------+------------+--------+-------------+
| Desk Top        | Intel        | Dell       | 3      | ARCVIEWGIS, |
| Computer Work   | Pentium III  | OptiPlex   |        | H           |
| Station \*      |              |            |        | AZUS,CAMEO, |
|                 | 256M RAM     | GX110      |        |             |
|                 |              |            |        | Visual      |
|                 | 19GB Hard    |            |        | Analyst,    |
|                 | Drive        |            |        | Strohl BIA  |
|                 |              |            |        | and ADRPS,  |
|                 | CD-Writer    |            |        | Max         |
|                 |              |            |        | Responder,  |
|                 |              |            |        | MS Office,  |
|                 |              |            |        | Internet    |
|                 |              |            |        | Browser     |
+-----------------+--------------+------------+--------+-------------+
| Desk Top        | Intel        | Dell       | 2      | "           |
| Computer Work   | Pentium II   | OptiPlex   |        |             |
| Station \*      |              |            |        |             |
|                 | 256M RAM     | G1         |        |             |
|                 |              |            |        |             |
|                 | 10GB Hard    |            |        |             |
|                 | Drive        |            |        |             |
+-----------------+--------------+------------+--------+-------------+
| Desk Top        | Intel        | Dell       | 1      | "           |
| Computer Work   | Pentium I    | OptiPlex   |        |             |
| Station \*      |              |            |        |             |
|                 | 64M RAM      | GX Pro     |        |             |
|                 |              |            |        |             |
|                 | 3 GB Hard    |            |        |             |
|                 | Drive        |            |        |             |
+-----------------+--------------+------------+--------+-------------+
| Printer \*\*    | Scan Jet     | HP         | 1      |             |
|                 | 6200C        |            |        |             |
+-----------------+--------------+------------+--------+-------------+

In April 2002, the Institute submitted a proposal to the GWU Office of
Sponsored Research for Research Enhancement Fund support to upgrade and
expand the capacity of the laboratory and transition to a Crisis and
Emergency Management Enabling Technology Center. The Center was proposed
not only for University education programs and research initiatives, but
to support first responder and emergency management organizations,
Federal agencies and private sector partners in the research and
development of:

-   Disaster and emergency response techniques, management, and decision
    analysis methods utilized by first responder organizations
    responding to all-hazards incidents, whether contained or
    multi-county/state/federal response to large scale and long term
    crises of any proportions.

-   Disaster and emergency response tools and equipment for every
    responder at any level of crisis, including
    communications-information management equipment, fluid flow modeling
    software, hazardous substance analysis packages, search and
    rescue-extraction equipment, damaged structure analysis
    hardware/software packaging and first-responder safety concerns of
    both traditional hazards and modern threats of weapons of mass
    destruction (WMD).

-   Disaster and emergency response doctrine and training to support
    interoperability, organizational structure, best practices and
    operational coupling between local capabilities and national goals.

-   Technology to support public health/acute medical care response to
    terrorist events.

-   Situational awareness simulation and visualization

-   Development of tailored geospatial based products for incident
    manager

Table 2 describes the hardware and software requirements necessary to
develop a fifteen station state of the art technological capability in
support of crisis and emergency management education and research. In
addition to internal University funding, the Institute has, and will
continue to approach outside organizations as a source of demonstration
and application software. For example, Public Safety Corporation has
provided demonstration licenses for its MaxResponder tactical display
software, Vector Command has provided licenses for its fire fighting
simulation training package, and the government funded Consequence
Management Interoperability Services project has asked the Institute to
serve as a software test bed.

Table 2

Hardware and Software for the Crisis and Emergency Management

Enabling Technology Lab

+--------------------------+------------+--------+---------+----------+
| Resources                | Current    | End of | End of  | End of   |
|                          |            | Year 1 | Year 2  | Year 3   |
|                          | Quantity   |        |         |          |
+--------------------------+------------+--------+---------+----------+
| Dell OptiPlex            | 3          | 3      | 3       | 0        |
|                          |            |        |         |          |
| GX110 Work Station       |            |        |         |          |
+--------------------------+------------+--------+---------+----------+
| Dell OptiPlex            | 2          | 2      | 2       | 0        |
|                          |            |        |         |          |
| G1 GX110 Work Station    |            |        |         |          |
+--------------------------+------------+--------+---------+----------+
| Dell OptiPlex            | 1          | 1      | 0       | 0        |
|                          |            |        |         |          |
| GX Pro GX110 Work        |            |        |         |          |
| Station                  |            |        |         |          |
+--------------------------+------------+--------+---------+----------+
| HP Scan Jet Printer      | 1 (Shared  | 0      | 0       | 0        |
|                          | with DSS   |        |         |          |
|                          | Lab)       |        |         |          |
+--------------------------+------------+--------+---------+----------+
| Dell OptiPlex            |            | 5      | 10      | 15       |
|                          |            |        |         |          |
| GX400                    |            |        |         |          |
|                          |            |        |         |          |
| Work Station             |            |        |         |          |
+--------------------------+------------+--------+---------+----------+
| Dell Power Edge 6450     | 0          | 1      | 1       | 1        |
| Server                   |            |        |         |          |
+--------------------------+------------+--------+---------+----------+
| HP 5470 Scanner          | 0          | 1      | 1       | 1        |
+--------------------------+------------+--------+---------+----------+
| HP 2200 Series Printer   | 0          | 1      | 1       | 2        |
+--------------------------+------------+--------+---------+----------+
| Software suite including | 0          | 5      | 10      | 15       |
| administrative and       |            |        |         |          |
| domain applications\*    |            |        |         |          |
+--------------------------+------------+--------+---------+----------+

\* ESRI ARC VIEW plus ARC VIEW extensions (15 licenses)

Precision Tool Support Suite Professional

CATS - Catastrophic Assessment Tool Set

In May 2002, the Institute was awarded partial funding (30%) to field
the Center. The availability of surplus hardware and departmental end of
year funds will allow for development of the Center according to the
three year plan laid out above. The Crisis and Emergency Management
Enabling Technology Center will not only enhance the education and
research programs, but will provide a link between operational crisis
and emergency management practitioners, technology developers and
providers, and the current and future crisis and emergency management
professionals that make up the Institute's student body. Students will
only benefit by increased exposure and hands on experience with current
and emerging technologies and these technologies will be incorporated in
additional course work and research projects.

**Conclusion**

The GWU Crisis, Emergency, and Risk Management curriculum is based upon
a systems approach to the management of complex events and organizations
and the application of technology to all functions and phases of crisis
and emergency management. Course offerings and content are continually
evolving based upon classroom experiences, interaction with the crisis
and emergency management communities, and course evaluations. Curriculum
changes are made in an effort to educate the students and provide them
with the knowledge and skills to appropriately employ technology to the
crisis and emergency management professions.

[APPENDIX A]{.underline}

> CRISIS, EMERGENCY, and RISK MANAGEMENT

DEGREE AND GRADUATE CERTIFICATE PROGRAMS

*GRADUATE CERTIFICATE*

***MASTER OF SCIENCE***

**AND *DOCTOR OF SCIENCE***

##### ENGINEERING MANAGEMENT AND SYSTEMS ENGINEERING DEPARTMENT 

#####  SCHOOL OF ENGINEERING AND APPLIED SCIENCE 

# **THE GEORGE WASHINGTON UNIVERSITY**

The George Washington University's Department of Engineering Management
and Systems Engineering, supported by the GW Institute for Crisis,
Disaster, and Risk Management, offers the degree of Master of Science
(M.S.) with a concentration in Crisis, Emergency, and Risk Management
and Graduate Level Certificate in Crisis and Emergency Management and a
Graduate Certificate in Emergency Management and Public Health. The
Department also solicits applications for the Engineering Management
Doctor of Science degree program from persons with research interests in
the field of crisis, disaster, emergency, and risk management.

The Certificate, and Masters and Doctor of Science degree programs are
designed to provide interdisciplinary graduate education for persons
engaged in or seeking professional careers in crisis, disaster, and
emergency management in the public, private, and not for profit sectors.
The 18 credit hour Certificate program requires completion of six
Crisis, Emergency, and Risk Management courses (see the list of courses
on pages 2 and 3). The 36 credit hour Masters degree programs require
completion of 4 Engineering Management and Systems Engineering core
courses (see the list of required and elective courses on page 2), 4
required Crisis, Emergency and Risk Management courses, and 4 additional
Crisis, Emergency, and Risk Management or elective courses in the
student's area of interest (see the list of suggested elective courses
on pages 3 and 4). The Doctor of Science degree requires completion of 6
courses in a major area, 4 courses in a minor area, and 24 credit hours
of research and dissertation work.

The George Washington University Institute for Crisis, Disaster, and
Risk Management was established in August, 1994 as an interdisciplinary
academic center affiliated with the University's School of Engineering
and Applied Science, Medical School, Elliott School of International
Affairs, Columbian School of Arts and Sciences, and The School of
Business and Public Management. The capabilities of the Institute are
enhanced by its close links with other GWU academic and research
centers: The Political Psychology Program, The Aviation Institute, The
Ronald Reagan Institute of Emergency Medicine, The Institute of the
Environment, The Center for Infrastructure Safety and Reliability, The
Institute for Reliability and Risk Analysis, The Cyberspace Policy
Institute, The National Crash Analysis Center, and the International
Institute for Tourism Studies. In 1998, the Institute joined with the
Virginia Polytechnic Institute and State University College of
Architecture and Urban Studies to establish a Joint Center for Crisis
and Disaster Management and Mitigation. The Institute has additional
formal partnership agreements with Bogazici University (Istanbul,
Turkey), Karlsruhe University (Germany), The U.S. Army Corps of
Engineers, SAIC Inc., The Corporate Response Group, and the District of
Columbia Emergency Management Agency. The Institute integrates the
existing diverse expertise and research related to crisis, disaster, and
risk management at the George Washington University and is unique in its
interdisciplinary focus and structure. The synergy that results from
this interdisciplinary approach produces innovative research, training,
and education that enhances crisis and emergency management, risk
management, emergency response, disaster recovery and business
continuity, and organizational learning.

For additional information concerning these degree programs contact:

-   Jack Harrald, Institute Director, (202) 994-7153

-   Joseph Barbera, Institute Co-Director (202) 994-8424

-   Greg Shaw, Institute Masters Degree Coordinator (202) 994-6736

-   Institute e-mail: <crisismgt@seas.gwu.edu>

-   WebSites:
    [www.seas.gwu.edu/\~icdm](http://www.seas.gwu.edu/seas/institutes/icdm),
    www.emse.gwu.edu

####### Four (4) Engineering Management and Systems Engineering Core Courses

EMSE 212 The Management of Technical Organizations

EMSE 260 Survey of Finance and Engineering Economics

EMSE 269 Elements of Problem Solving and Decision Making for Managers

EMSE 283 Systems Engineering

**Four (4) courses required by the Crisis, Emergency and Risk Management
Concentration**

## [EMSE 232]{.underline} Crisis and Emergency Management 

> Description: Introduction to concepts and problems of crisis and
> emergency management. Defining crises, emergencies, and disasters.
> Developing crisis and contingency plans. National Plans\--the Federal
> Response Plan and National Contingency Plan, organizing for response,
> managing the response organization, managing in a turbulent, high
> stress environment crisis decision making and crisis

## [EMSE 233]{.underline} Information Technology in Crisis and Emergency Management

> Description: The role of information in crisis and response
> management; determining disaster and crisis information requirements;
> information technologies applied to crisis, disaster and emergency
> management; the cause and effects of information breakdowns during
> crises and disasters

[EMSE 234]{.underline} Management of Risk and Vulnerability for Natural
and Technological Hazards

> Description: Development of concepts required for risk based planning
> and risk management. Objectives of and methods for vulnerability
> assessment for natural disaster, technological hazards, and terrorist
> threats. Concepts of risk analysis, risk perception, risk
> communication, risk mitigation.

###### **[EMSE 256]{.underline}** **Information Management and Information Systems**

> Description: The use of information in organizations, the management
> of the information resource; the impact of information and
> communication technology.

Four (4) Elective Courses at least two selected from the below listed
Crisis, Emergency, and Risk Management Courses; two additional free
electives may be selected from this list, from any EMSE course, or from
outside the EMSE Department with the permission of the Advisor:

###### **[EMSE 218]{.underline} Management of Information and Systems Security**

> Description: Development and management of effective security systems.
> Including information, personnel, and physical security. Emphasis on
> risk analysis for information protection.

**[EMSE 238]{.underline} Current Issues in Emergency and Crisis
Management**

> Description: A seminar course organized around current issues and the
> management successes and failures exhibited during recent disaster or
> crisis events.

**[EMSE 239]{.underline} Health and Medical Issues in Emergency
Management**

> Description: Description of the important health and medical
> management issues involved in crises and emergencies presented for the
> non medical emergency manager. The wide range of medical and health
> issues inherent to crises and emergencies are described. Methods for
> integrating medical, public health, and psychological processes into
> emergency management programs are developed.

**[EMSE 240]{.underline} Terrorism Preparedness, Critical Infrastructure
Protection, and Emergency Management**

> Description: Investigation of vulnerability and risk assessment and
> management associated with terrorist acts. Description of the
> requirements and methods of critical infrastructure protection from
> terrorism, technological disasters, and natural disasters. Description
> of national and international organizations and initiatives in this
> evolving area of concern. (Offered Fall 2000)

**[EMSE 298/398]{.underline} Directed Studies**

## [EMSE 332]{.underline} Crisis Management, Disaster Recovery, and Organizational Continuity

> Description: Introduction to disaster recovery planning and concepts
> of business continuity. Recovery of information and communication
> systems. The role of the private sector in mitigation and recovery.
> Public/private partnerships in community reconstruction and recovery.

**[EMSE 334]{.underline} Environmental Hazard Management**

> Description: Analysis of the geological, meteorological, radiological,
> chemical and biological hazards facing U.S. and international
> communities. Description of organizational responsibilities for hazard
> identification and management. Communication and perceptions of
> vulnerability and risk. Challenges to local governments and
> communities.

**CRISIS, EMERGENCY, and RISK MANAGEMENT COURSES UNDER DEVELOPMENT**

**[EMSE XXX]{.underline} Issues in International Crisis and Disaster
Management (currently offered as EMSE 238)**

> Description: Analysis of the threat from natural and technological
> disasters and terrorism. Description of economic, political, and
> social impacts of disasters on the sustainable development of lesser
> developed countries. Description of the international framework for
> disaster response and recovery and the roles and functions of
> international government and non-government organizations.

**[EMSE XXX]{.underline} Disaster Mitigation and Recovery (To be offered
as EMSE 298, Fall 2002)**

> Description: Investigation of existing and evolving organizations and
> their initiatives to improve disaster mitigation and recovery in the
> public and private sectors. Description of national and international
> organizations, their roles, coordination, successes and problems faced
> in accomplishing disaster mitigation and recovery operations.

**[EMSE XXX]{.underline} Crisis Communications (To be offered as EMSE
298, Fall 2002)**

> Description: Internal and external communications are critical
> elements of crisis and emergency management. Description of crisis
> communications principles, examination of case studies taken from
> public, private and not for profit sectors.

### **SUGGESTED ENVIRONMENTAL MANAGEMENT ELECTIVES**

> EMSE 220 Policy Factors on Environmental and Energy Management
>
> EMSE 221 Environmental Management
>
> EMSE 225 Hazardous and Toxic Waste Management and Cleanup

**SUGGESTED ENGINEERING MANAGEMENT AND SYSTEMS ENGINEERING ELECTIVES**

> EMSE 211 Organizational Behavior for the Engineering Manager
>
> EMSE 231 Project Management
>
> EMSE 235 Systems Thinking and Policy Modeling I
>
> EMSE 236 Systems Thinking and Policy Modeling II
>
> EMSE 270 Knowledge Management I
>
> EMSE 370 Knowledge Management II
>
> EMSE 285 Systems Analysis and Management
>
> EMSE 287 Decision Support Systems and Models
>
> EMSE 288 Technology Issue Analysis
>
> EMSE 290 Human Factors Engineering

**SUGGESTED INTERNATIONAL AFFAIRS ELECTIVES**

IAF 211-212 Multidisciplinary Seminar in Development

> IAF 220 Science, Technology, and Public Policy
>
> IAF 225 Environmental Policy
>
> IAF 229 Multidisciplinary Seminar in Science, Technology, and Global
> Affairs

### **SUGGESTED POLITICAL PSYCHOLOGY ELECTIVES**

> PPSY 201 Fundamentals of Political Psychology
>
> PPSY 205 Political Violence and Terrorism

### **SUGGESTED PUBLIC ADMINISTRATION ELECTIVES**

PAD 213 Administration in the Federal Government

> PAD 220 Theory and Practice of Public Management
>
> PAD 221 Organization Theory and the Public Sector
>
> PAD 245 Intergovernmental Relations
>
> PAD 253 Financial Management in the Public Sector
>
> PAD 260 Policy Formulation and Administration

### **SUGGESTED GEOGRAPHY ELECTIVES**

> GEO 219 Climatology
>
> GEO 220 Seminar: Climatic Change

#### PROGRAM FACULTY

Joseph Barbera, M.D. Professor of Engineering Management and Systems
Engineering

> Co-Director, Institute for Crisis, Disaster, and Risk Management
>
> Former Director, Disaster Medicine Program,
>
> Ronald Reagan Institute of Emergency Medicine
>
> B.S. Notre Dame Univ., M.D., Pittsburgh School of Medicine

Paul Bourget, D.Sc. Assistant Professorial Lecturer of Engineering
Management and Systems Engineering

U.S. Army Corps of Engineers

B.S. University of Wisconsin Eau Claire, M.S. George Mason Univ.,

> D.Sc. George Washington University

Jonathon Deason, Ph.D. Professor of Engineering Management and Systems
Engineering

Lead Professor for Environmental Management Concentration

> B.S. U.S. Military Academy, M.B.A. Golden Gate Univ., M.S. Johns
> Hopkins Univ., Ph.D. University of Virginia

George Haddow, M.A Assistant Professorial Lecturer in Engineering
Management

M.A. Washington College, M.A. Univ. New Orleans

John Harrald, Ph.D. Professor of Engineering Management and Systems
Engineering

Co-Director, Institute for Crisis, Disaster, and Risk Management

B.S., U.S. Coast Guard Academy, M.A.L.S. Wesleyan Univ.,

M.S. Massachusetts Institute of Technology, M.B.A.,

Ph.D. Rensselaer Polytechnic Institute

Thomas Mazzuchi, D.Sc. Professor of Engineering Management and Systems
Engineering

Chair, Dept. of Engineering Management and Systems Engineering

Co Director, Institute for Reliability and Risk Analysis

B.A. Gettysburg College, M.S., D.Sc. The George Washington Univ.

Robert McCreight, Ph.D. Associate Professorial Lecturer in Engineering
Management

U.S. State Department

B.A., M.A., Ph.D.

Jerrold Post, M.D. Professor of Political Psychology and International
Affairs

Co-Director, Institute for Crisis, Disaster, and Risk Management

Director, Political Psychology Program

> B.A., M.D. Yale University

Claire Rubin, M.A. Assistant Professorial Lecturer of Engineering
Management

> Consultant in Emergency Management

B. S. Simmons College, M.A. Boston University

Julie Ryan, D.Sc. Assistant Professor of Engineering Management and
Systems Engineering B.S. U.S. Air Force Academy

D.Sc. The George Washington University

Gregory Shaw, M.A. Assistant Professorial Lecturer of Engineering
Management and Systems Engineering

B.S. U.S. Coast Guard Academy, M.A.L.S, Wesleyan University,

> M.A. The George Washington University and M.B.A, Webster University

Rene Van Dorp, D.Sc. Assistant Professor of Engineering Management and
Systems Engineering

M.S. Delft University, D.Sc., The George Washington, University