Executive Summary
Clear, timely communication is essential for responding to public health emergencies, such as extreme weather, wildfires, and infectious disease outbreaks. The growing frequency of such crises, which is straining an already fragile public health communication system, may further weaken this system. What is more, recent emergencies highlight the urgent need to strengthen the communication infrastructure. One of the core challenges with public health communication is that the range of audiences that need to be engaged is highly diverse, and it is unlikely that any single speaker or organization will be viewed as credible by all of them. In the face of this challenge, collaboration among government agencies, community organizations, universities, private partners, rural health networks, and others can help build communication strategies that are likely to be effective. These collaborations may range from informal to formal; they are most effective when supported by policies and funding that sustain both their operational and relational dimensions before, during, and after crises.
This rapid expert consultation outlines approaches to building strategic collaborations as essential infrastructure for effective public health communication. It is targeted to state and local health leaders, emergency response officials, communications staff, community organizations, and other partners. It highlights actionable strategies for improving state and local collaboration, with attention to assessing what kind of collaboration is needed, initiating that collaboration, tending to the quality of the relationship, and coordinating effectively among collaborating partners. Taken together, these strategies can serve as the groundwork for long-term sustainability, adaptability, and crisis readiness. The strategies also are aimed at closing persistent gaps in communication, particularly in areas where residents face higher risks during emergencies. Box 1 outlines strategies for supporting collaboration in public health communication, and Box 2 summarizes guiding principles for effective partnerships.
BOX 1
STRATEGIES FOR SUPPORTING COLLABORATION IN PUBLIC HEALTH COMMUNICATION
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Assessing Unmet Desire
Before initiating collaboration, assess unmet needs or gaps.
- Ask diagnostic questions: As a precursor to collaboration, assess the state of current capacity for public health communication. In a crisis, which parts of the public are likely to be reached successfully already, and which parts are not? What people or organizations do you need to collaborate with (a) to decide which strategies will credibly reach diverse audiences and (b) to implement such strategies?
- Inventory existing collaborations: Government and communities are rarely without existing collaborative structures. Before developing new engagements, consider if existing structures are appropriate or could be expanded upon for the purpose.
- Match the collaboration approach to needs: Collaboration exists on a continuum ranging from informal to formal. Frameworks such as the Collaboration Continuum or social network mapping can help uncover gaps and clarify which collaborative approaches are best. Recognize that collaborative relationships for designing communication strategy may differ in their degree of formality than those for implementing it and evaluating it.
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Getting Started
Once a need has been identified and an appropriate collaboration approach determined, begin with clear, early steps.
- Define a shared purpose: Agree on goals that bring in missing partners, align diverse organizations, and sustain momentum.
- Start small, then scale: Begin with low-risk, achievable activities (e.g., joint training or information-sharing) before moving toward deeper integration.
- Adopt a whole-health and whole-of-society lens: Even if not all aspects of health or sectors are directly involved, be aware of linkages across health topics and sectors, like housing, education, business, and other areas.
- Establish governance early: Shared committees or agreements clarify roles and expectations from the outset.
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Identifying Whom to Engage
Collaboration is needed not just among institutions—community partners are essential.
- Identify partners broadly: Think beyond governmental organizations to include community groups, local leaders, and informal networks.
- Recognize power differentials: Different actors may not feel equally empowered to initiate collaboration and/or contribute to it.
- Support capacity for engagement: Provide resources and training so community partners can colead.
- Value community expertise: Recognize lived experience as having importance equal to that of institutional knowledge.
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Coleading and Sustaining Collaborations
Sustaining collaboration requires intentional relationship-building and coordination.
- Build and maintain trust: Trust grows over time through joint activities, not during crises alone.
- Communicate consistently: Use regular meetings, clear protocols, and compatible data systems.
- Develop shared leadership: Encourage leadership that is accountable, culturally aware, and collective rather than hierarchical.
- Create feedback loops: Use dashboards, listening sessions, or scorecards to ensure that community input is heard and acted upon.
- Plan for the long term: Secure agreements, recurring funding, and preparedness activities to sustain collaboration beyond a single emergency.
BOX 2
GUIDING PRINCIPLES FOR ENABLING EFFECTIVE COLLABORATIVE RELATIONSHIPS
- Create the right conditions: Successful collaborations require clear support, structure, shared goals, and trust, which in turn means understanding the priorities and perspectives of each partner and recognizing the strengths and limitations they bring.
- Build before and stay after: It is hard to build new collaborative relationships in times of crisis. The strongest collaborations are in place before a crisis begins and remain active afterward, ensuring relationships and coordination improve over time.
- Promote fairness in practices: Different communities experience emergencies differently. Effective communication means recognizing those differences and ensuring that response efforts reach everyone as consistently as possible.
- Work with communities, not just for them: Lasting partnerships engage communities directly in decision-making, drawing on local knowledge and ensuring that strategies are relevant and practical.
- Lead with humility and respect: Strong collaboration depends on openness, curiosity, and respect across all partners to support genuine engagement and better decision-making.
- Stay flexible and adaptive: As conditions change, partners need to be able to adjust. Regular evaluation, reflection, and after-action reviews help collaborations learn and adapt.
