| Abstract: | This article looks at collaborative actions in small, rural communities. Collaborative actions involve strong linkages among a stable membership in specific and often complex purposes and usually are long term. They involve formal processes and structural patterns of collaboration. They emerge from disaster occurrences which trigger fiscal stress or perceived stress to form collaborative action. Since there is often no push by public opinion to maintain them, there is a need for public incentives to support capacity building. These incentives are instrumental in the formation and maintenance of these collaborative actions. Organizational formation is also tied to an identifiable policy entrepreneur or several entrepreneurs. Their maintenance relies on an early focus on visible, effective strategies and an emphasis on collaborative skills building. |
