From The Intersector Project’s “Research to Practice” series, this article looks closely at scholarly research and highlights key facts, actionable takeaways, and additional resources practitioners can turn to for related guidance.
Emergency management (EM) has evolved to rely increasingly on collaboration across federal, state, and local levels of government, and the business and non-profit sectors. In response, researchers have devoted attention to the factors that increase the likelihood and effectiveness of such collaborations – factors like form of government, the professionalism of emergency managers, and more. A new study aims to add to the field by examining the effects of community context on EM collaboration, particularly networks of social capital. These findings highlight strategies for EM professionals and other public officials and managers overseeing services where timely delivery after disaster is crucial, and where required responsibilities are shared among diverse stakeholders.