Skip to main content
Mobile
  • Finance, Accounting & Economics
  • Global Business Management
  • Management, Leadership & Organisation
  • Marketing & Sales
  • Strategy
  • Technology & Operations
HS Talks HS Talks
Subjects  
Search
  • Notifications
    Notifications

    No current notifications.

  • User
    Welcome Guest
    You have Limited Access The Business & Management Collection
    Login
    Get Assistance
    Login
    Forgot your password?
    Login via your organisation
    Login via Organisation
    Get Assistance
Finance, Accounting & Economics
Global Business Management
Management, Leadership & Organisation
Marketing & Sales
Strategy
Technology & Operations
You currently don't have access to this journal. Request access now.
Practice paper

Engagement to collaboration ensures success

Kathy L. Francis, Stephen S. Carter and Mark F. Hubbard
Journal of Business Continuity & Emergency Planning, 17 (4), 375-382 (2024)
https://doi.org/10.69554/NSMT6148

Abstract

Disruption to our daily business and functional lives is becoming more frequent, complex and costly. As leaders, what do we do with what we know, the support and tools we have, and our knowledge regarding the resources we need to acquire to navigate this disrupted world? One thing is clear: no one can do it alone. This is not a new concept — the ancient Greeks understood the power of the group. This paper argues that collaboration is the key to amplified knowledge, ability, energy, foresight and innovation, as there is obvious synergy when individuals, groups or organisations join together in a shared vision and with a dedicated purpose. This paper describes a process model developed by the Mid-Atlantic Center for Emergency Management & Public Safety to transform operational functions and spark quality engagement, the synergy of ideas and outcomes, and enhanced sustainability of purpose. This model uses a blend of new knowledge and experiences to build on collaboration models of the past, and has proven to be a success.

Keywords: engagement; collaboration; initiate action; organise for impact; sustain for success

The full article is available to subscribers to the journal.

Already a subscriber? Login or review other options.

Author's Biography

Kathy L. Francis is the Frederick Community College Executive Director of Emergency Management Programs and leader of the Mid-Atlantic Center for Emergency Management & Public Safety. She also teaches executive crisis leadership at Mount Saint Mary’s University. She has a master of science degree in management from the Police Executive Leadership Program at Johns Hopkins University, and a Certificate of Completion in Crisis Leadership in Higher Education from the John F. Kennedy School of Government at Harvard University. She has also earned her International Association of Emergency Managers (IAEM) Certified Emergency Manager (CEM) designation as well as the Maryland Professional Emergency Management Program (MDPEMP).

Stephen S. Carter is the Special Projects Manager for the Mid-Atlantic Center for Emergency Management & Public Safety at Frederick Community College. He also teaches in the undergraduate Public Safety Administration Program at the University of Maryland Global Campus (UMGC). He has a master of science in management with a state and local government concentration from UMGC, and is completing his dissertation for a doctor of education in higher education leadership from Frostburg State University.

Mark F. Hubbard recently served as the Deputy Director of the Maryland Governor’s Office of Homeland Security. He started his career in public safety in 1981, serving in fire, emergency medical services and emergency management/homeland security in both response and executive management roles. He holds an MBA from Loyola University, where he also serves as an executive in residence in the Sellinger School of Business and Management. He teaches business strategy, management consulting and business law. He also teaches at the University of Maryland Global Campus and the University of Maryland College Park Graduate School of Public Policy. He holds a JD from the University of Maryland School of Law.

Citation

Francis, Kathy L., Carter, Stephen S. and Hubbard, Mark F. (2024, June 1). Engagement to collaboration ensures success. In the Journal of Business Continuity & Emergency Planning, Volume 17, Issue 4. https://doi.org/10.69554/NSMT6148.

Options

  • Download PDF
  • Share this page
    Share This Article
    Messaging
    • Outlook
    • Gmail
    • Yahoo!
    • WhatsApp
    Social
    • Facebook
    • X
    • LinkedIn
    • VKontakte
    Permalink
cover image, Journal of Business Continuity & Emergency Planning
Journal of Business Continuity & Emergency Planning
Volume 17 / Issue 4
© Henry Stewart
Publications LLP

The Business & Management Collection

  • ISSN: 2059-7177
  • Contact Us
  • Request Free Trial
  • Recommend to Your Librarian
  • Subscription Information
  • Match Content
  • Share This Collection
  • Embed Options
  • View Quick Start Guide
  • Accessibility

Categories

  • Finance, Accounting & Economics
  • Global Business Management
  • Management, Leadership & Organisation
  • Marketing & Sales
  • Strategy
  • Technology & Operations

Librarian Information

  • General Information
  • MARC Records
  • Discovery Services
  • Onsite & Offsite Access
  • Federated (Shibboleth) Access
  • Usage Statistics
  • Promotional Materials
  • Testimonials

About Us

  • About HSTalks
  • Editors
  • Contact Information
  • About the Journals

HSTalks Home

Follow Us On:

HS Talks
  • Site Requirements
  • Copyright & Permissions
  • Terms
  • Privacy
  • Sitemap
© Copyright Henry Stewart Talks Ltd

Personal Account Required

To use this function, you need to be signed in with a personal account.

If you already have a personal account, please login here.

Otherwise you may sign up now for a personal account.

HS Talks

Cookies and Privacy

We use cookies, and similar tools, to improve the way this site functions, to track browsing patterns and enable marketing. For more information read our cookie policy and privacy policy.

Cookie Settings

How Cookies Are Used

Cookies are of the following types:

  • Essential to make the site function.
  • Used to analyse and improve visitor experience.

For more information see our Cookie Policy.

Some types of cookies can be disabled by you but doing so may adversely affect functionality. Please see below:

(always on)

If you block these cookies or set alerts in your browser parts of the website will not work.

Cookies that provide enhanced functionality and personalisation. If not allowed functionality may be impaired.

Cookies that count and track visits and on website activity enabling us to organise the website to optimise the experience of users. They may be blocked without immediate adverse effect.