Organizational Capacity to Implement Social Equity in Emergency Management: A Local Government Perspective

Original

Organizational Capacity to Implement Social Equity in Emergency Management: A Local Government Perspective

Jason D. Rivera, Claire Connolly Knox, Clinton McNair, Joseph Ripberger

Abstract

ABSTRACT The emergency management profession and discipline is increasingly embracing social equity as a core value, yet limited attention has been paid to whether local emergency management organizations possess the capacity to implement equity‐focused practices. Drawing on the Capacity Building Framework, this exploratory study analyzes data from a national panel survey of US emergency managers to examine the organizational capacity to advance social equity through the lens of adaptive capacity. The findings reveal that while political, technical, financial, and managerial capacities matter, financial capacity is the most critical constraint. Respondents prioritized additional funding for personnel, community outreach and education, and the development of accessible public resources. The results highlight how resource scarcity shapes the pursuit of equity at the local level and underscores the need to align equity goals with investments in organizational capacity. This study contributes insight into the practical challenges emergency managers face in translating equity commitments into action.