![]() | Community Emergency Preparedness: A Manual for Managers and Policy-Makers (WHO, 1999, 141 p.) |
![]() | ![]() | (introduction...) |
![]() | ![]() | Preface |
![]() | ![]() | Acknowledgements |
![]() | ![]() | Chapter 1 Introduction |
![]() | ![]() | Decision-making for emergency preparedness |
![]() | ![]() | What is emergency preparedness? |
![]() | ![]() | Community participation |
![]() | ![]() | Project management |
![]() | ![]() | Summary |
![]() | ![]() | References |
![]() | ![]() | Chapter 2 Policy development |
![]() | ![]() | Policy |
![]() | ![]() | Emergency preparedness policy |
![]() | ![]() | Issues in emergency management policy |
![]() | ![]() | Summary |
![]() | ![]() | Reference |
![]() | ![]() | Chapter 3 Vulnerability assessment |
![]() | ![]() | Introduction |
![]() | ![]() | The process of vulnerability assessment |
![]() | ![]() | The planning group |
![]() | ![]() | Hazard identification |
![]() | ![]() | Hazard description |
![]() | ![]() | Describing the community |
![]() | ![]() | Description of effects and vulnerability |
![]() | ![]() | Hazard prioritization |
![]() | ![]() | Recommending action |
![]() | ![]() | Summary |
![]() | ![]() | References |
![]() | ![]() | Chapter 4 Emergency planning |
![]() | ![]() | Introduction |
![]() | ![]() | An emergency planning process |
![]() | ![]() | Planning group review |
![]() | ![]() | Potential problem analysis |
![]() | ![]() | Resource analysis |
![]() | ![]() | Roles and responsibilities |
![]() | ![]() | Management structure |
![]() | ![]() | Strategies and systems |
![]() | ![]() | Content of community emergency plans |
![]() | ![]() | Summary |
![]() | ![]() | References |
![]() | ![]() | Chapter 5 Training and education |
![]() | ![]() | Introduction |
![]() | ![]() | A systematic approach to training |
![]() | ![]() | Public education |
![]() | ![]() | Summary |
![]() | ![]() | References |
![]() | ![]() | Chapter 6 Monitoring and evaluation |
![]() | ![]() | Introduction |
![]() | ![]() | Project management |
![]() | ![]() | Checklists |
![]() | ![]() | Exercises |
![]() | ![]() | Summary |
![]() | ![]() | Annexes |
![]() | ![]() | Annex 1 - Project management |
![]() | ![]() | Annex 2 - Hazard description tables |
![]() | ![]() | Annex 3 - Emergency preparedness checklists |
![]() | ![]() | Annex 4 - Personal protection in different types of emergencies |
![]() | ![]() | Selected WHO publications of related interest |
Policy is the formal statement of a course of action. Policy development is usually a top-down process, in that the central authority will prepare policy, and further decentralized policies may then be required. Policy is strategic in nature and performs the following functions:
- establishes long-term goals;
- assigns responsibilities for achieving goals;
- establishes recommended work practices;
- determines criteria for decision-making.
Policy is required to ensure that common goals are pursued within and across organizations, and that common practices are followed. Without agreed policies, efforts are fragmented, leading to lack of coordination and poor results.
While policies tend to be top-down (that is, authorized by higher levels), implementation of the strategies that arise from a policy tends to be bottom-up, with higher levels assisting lower levels. Policy may also be created at all administrative levels of an organization or country, and be developed in consultation with those who are required to implement it. This ensures that a policy is realistic and achievable, and gains the commitment of those responsible for its implementation. Policy must be monitored and evaluated, and possibly revised. Specific responsibility for this should be allocated and evaluation criteria established.