Cover Image
close this bookCommunity Emergency Preparedness: A Manual for Managers and Policy-Makers (WHO, 1999, 141 p.)
View the document(introduction...)
View the documentPreface
View the documentAcknowledgements
close this folderChapter 1 Introduction
View the documentDecision-making for emergency preparedness
View the documentWhat is emergency preparedness?
View the documentCommunity participation
View the documentProject management
View the documentSummary
View the documentReferences
close this folderChapter 2 Policy development
View the documentPolicy
View the documentEmergency preparedness policy
View the documentIssues in emergency management policy
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close this folderChapter 3 Vulnerability assessment
View the documentIntroduction
View the documentThe process of vulnerability assessment
View the documentThe planning group
View the documentHazard identification
View the documentHazard description
View the documentDescribing the community
View the documentDescription of effects and vulnerability
View the documentHazard prioritization
View the documentRecommending action
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close this folderChapter 4 Emergency planning
View the documentIntroduction
View the documentAn emergency planning process
View the documentPlanning group review
View the documentPotential problem analysis
View the documentResource analysis
View the documentRoles and responsibilities
View the documentManagement structure
View the documentStrategies and systems
View the documentContent of community emergency plans
View the documentSummary
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close this folderChapter 5 Training and education
View the documentIntroduction
View the documentA systematic approach to training
View the documentPublic education
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close this folderChapter 6 Monitoring and evaluation
View the documentIntroduction
View the documentProject management
View the documentChecklists
View the documentExercises
View the documentSummary
close this folderAnnexes
View the documentAnnex 1 - Project management
View the documentAnnex 2 - Hazard description tables
View the documentAnnex 3 - Emergency preparedness checklists
View the documentAnnex 4 - Personal protection in different types of emergencies
View the documentSelected WHO publications of related interest

Project management

Whether for developing and implementing an entire emergency preparedness programme or for conducting a vulnerability assessment or emergency planning project, project management methods are often required. These methods are used to ensure that the project is:

- appropriate (it sets out to do something worthwhile);
- effective (it achieves the required results);
- efficient (it is completed on time and with the available resources).

Project management methods are not an end in themselves and project management should not take over a project. Any project has a series of inputs and processes that produce outputs, which result in outcomes.

Inputs include people’s time and energy; their perceptions of vulnerability and of emergency management requirements; money and resources; and commitment and perseverance. Processes, in this instance, are the processes of emergency preparedness. Outputs include:

- an understanding of the hazards and their likely effects;

- a community that is aware of these hazards and of its vulnerability;

- people who are aware of their responsibilities in emergency prevention, preparedness, response, and recovery;

- commitment to an emergency plan;

- enhanced emergency preparedness.

The outcomes of appropriate and effective emergency preparedness are the improved protection of life, property, and the environment, and the ability to sustain development.

There are three major parts to project management: project definition; project planning; and project implementation (13). These are described in Annex 1.