Emergency Management: Gauging the Extensiveness and Quality of Public-and Private-Sector Collaboration at the Local Level

MacManus, Susan A.; Caruson, Kiki

doi:10.1177/1078087410362050

Cited by 16 publications

(15 citation statements)

References 10 publications

(10 reference statements)

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“…It is abundantly clear that local officials in the emergency management field have indeed reached out and increased their connections with other agencies and organizations during the past several years (MacManus and Caruson ; McGuire and Silvia ; Scavo, Kearney, and Kilroy ; Waugh and Streib ). Given the evidence of network formation, the next task for researchers is to drill down further to determine whether collaboration has really taken root in localities.…”

mentioning

confidence: 99%

Making Connections: Performance Regimes and Extreme Events

Bowman

Parsons

2012

Public Administration Review

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Local officials in the emergency management field have reached out and increased their connections with other agencies and organizations during the past several years. Collaborative networks have been created in an effort to address the complexities and uncertainties surrounding extreme events. But has this collaboration really taken root? In this article, the authors find that although a collaborative ethos has penetrated local emergency management, it is neither deep nor uniform. Data from a survey of emergency managers in North Carolina counties show that maintaining a functional network—a performance regime in which participants develop consistent management practices and rely on each other for the generation of new ideas—is a difficult task. The explanation for the variation found across the counties largely involves capacity and vulnerability.

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confidence: 99%

Making Connections: Performance Regimes and Extreme Events

Bowman

Parsons

2012

Public Administration Review

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“…There aren’t a lot of experts at the local level.” However, interaction with preparedness professionals at the nuclear power plant primarily occurs at the county level. Accordingly, a prior study reports that county-level personnel were more likely to rate their relationship with nuclear power plants as high quality versus their municipal counterparts (MacManus and Caruson 2010). …”

Section: Resultsmentioning

confidence: 99%

Emergency Preparedness in the 10-Mile Emergency Planning Zone Surrounding Nuclear Power Plants

Adalja

Sell

Ravi

et al. 2015

Journal of Homeland Security and Emergency Management

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Objectives Each of the nuclear power plants in the US is encircled by an Emergency Planning Zone (EPZ). Within each EPZ, government officials, utility professionals, emergency managers, and public health practitioners collectively conduct extensive planning, exercises, and outreach to better protect their communities in the event of a nuclear accident. Our objective was to conduct a cross-sectional study of off-site public health preparedness within EPZs to better understand the dynamics of nuclear preparedness and uncover lessons for all-hazards preparedness. Methods Using a qualitative, interview-based method, we consulted 120 county emergency managers, state health preparedness officers, state radiation health officials, and industry officials from 17 EPZs in ten different states. Results Interviewees reflected that EPZ emergency preparedness is generally robust, results from strong public-private partnership between nuclear plants and emergency management agencies, and enhances all-hazard preparedness. However, there exist a few areas which merit further study and improvement. These areas include cross-state coordination, digital public communication, and optimizing the level of public education within EPZs. Conclusions This first-of-its-kind study provides a cross-sectional snapshot of emergency preparedness in the 10-mile EPZ surrounding nuclear power plants.

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“…Waugh (1994) also indicates that EM makes sense at the county level because counties (1) are geographically close to environmental problems, (2) have larger resource bases than municipalities, (3) have ambiguous administrative structures that encourage inter-and intra-governmental cooperation, (4) are local agents for state administration, (5) have close administrative ties to state agencies, (6) provide forums for local-local cooperation, and (7) serve as general-purpose local governments representing local interests and having strong local identification. (p. 253) Third, in terms of collaboration, McManus and Caruson (2011) report that in Florida, "County officials are more likely than city officials to report higher quality collaborations . .…”

Section: Frameworkmentioning

confidence: 99%

Social Capital and Emergency Management Planning

Johnson

Goerdel

Lovrich

et al. 2013

The American Review of Public Administration

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Using a sample of U.S. counties, this article explores the relationships between community level resilience, represented by capacity (social capital), information (uses of technology), and motivation (perception of threats to county,) on the one hand, and county levels of emergency management (EM) collaboration on the other. We hypothesize that the greater relative presence of bridging social capital networks will be associated with greater levels of collaboration in county EM planning, while the greater relative presence of bonding social capital networks will be associated with lower levels of collaboration. Results indicate that first there are two collaborative environments to assess-the formal and informal-and, second, the presence of political networks (seen as predominantly bridging) relative to the presence of religious networks (viewed as predominantly bonding) has a significant and positive effect on informal collaboration levels, but not on formal collaboration levels. These findings provide insight into how community context in the form of network social capital matters for collaborative EM planning efforts. These results add to prior research that focuses primarily on organizational and institutional sources of collaboration and much less on the community level contextual factors at play.

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Emergency Management: Gauging the Extensiveness and Quality of Public-and Private-Sector Collaboration at the Local Level

Cited by 16 publications

References 10 publications

Making Connections: Performance Regimes and Extreme Events

Making Connections: Performance Regimes and Extreme Events

Emergency Preparedness in the 10-Mile Emergency Planning Zone Surrounding Nuclear Power Plants

Social Capital and Emergency Management Planning

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