@article{velez_mccartha_2019, title={A framework for understanding how nonprofits shape our physical environment: Identifying allies in making spaces}, volume={29}, ISSN={["1542-7854"]}, DOI={10.1002/nml.21341}, abstractNote={Research exists on the role of nonprofits directly shaping open spaces and preserving elements of the built environment, but the larger landscape of nonprofits that directly and indirectly shape the larger physical environment is less well understood. Although legislation exists to help protect and preserve natural spaces, nonprofits play a crucial role in carrying out work to protect and shape the natural and built components of the physical environment. Furthermore, nonprofit work that shapes public spaces is, by default, an attempt to reshape social environments and values through interventions in the physical environment. This is particularly important as the relationship between the physical environment and societal outcomes related to public health, human behavior, and sustainability is clear. Using past research by the authors, a review of related literature, and a localized case study, we refine a theoretical framework to better describe and understand the breadth of nonprofits that are shaping the physical environment. In doing so, we create a tool to help nonprofit managers identify and better engage allied stakeholders.}, number={3}, journal={NONPROFIT MANAGEMENT & LEADERSHIP}, author={Velez, Anne-Lise K. and McCartha, Emily B.}, year={2019}, pages={419–435} }
 @article{fleming_mccartha_steelman_2015, title={Conflict and Collaboration in Wildfire Management: The Role of Mission Alignment}, volume={75}, ISSN={["1540-6210"]}, DOI={10.1111/puar.12353}, abstractNote={AbstractResponding to large wildfires requires actors from multiple jurisdictions and multiple levels of government to work collaboratively. The missions and objectives of federal agencies often differ from those of state land management agencies as well as local wildfire response agencies regarding land use and wildfire management. As wildfire size and intensity increase over time and associated annual suppression costs range between $2 billion and $3 billion, learning more about the existence and management of perceived agency differences becomes imperative within the academic and practitioner communities. This article examines the extent to which perceived mission misalignment exists among federal, state, and local actors and how well those differences are managed. Findings provide quantitative evidence that mission misalignment is greater within intergovernmental relationships than within intragovernmental relationships. Additionally, findings speak to the larger conversation around intergovernmental relationships within the federal structure and perceptions of the presence and management of potential interagency conflict.Practitioner Points
Potential conflict between the missions of federal and state land agencies presents a challenge for disaster management, and differing governmental levels and land‐use mandates may highlight relationships where tensions are likely greater.
Wildfire managers may need to more proactively address relationships among federal agencies and state and local partners rather than relationships among multiple federal agencies.
Wildfire management may benefit from increased awareness of—and discussion around—partner agencies’ stated land management philosophies and legal mandates, as structural frameworks, such as the Incident Command Structure, may not alone lead to conflict‐free collaboration.
}, number={3}, journal={PUBLIC ADMINISTRATION REVIEW}, author={Fleming, Casey J. and McCartha, Emily B. and Steelman, Toddi A.}, year={2015}, pages={445–454} }