Megacommunity - a public sphere in which public, private, and civil organizations join together to address a compelling issue of mutual importance. Specifically, we argue there are five core elements to a mega community: (1) Tri-sector involvement: the public, private, and civil sectors must all be involved (2) Overlapping vital interests: members share a compelling reason or need to address an issue of mutual importance (3) Alliance: members demonstrate their commitment by establishing an organizing framework for working toward shared goals (4) Network structure: cross-boundary, collective participation and problem-solving activities create the social network that underpins true collaboration (5) Sustainability and adaptability: over time, the megacommunity becomes institutionalize and capable of evolving. six guideposts that can help initiating groups - whether they are government agencies, private-sector corporations, or NGOs - begin a responsiveness-oriented megacommunity: (6) Identify and Empower Stakeholders. The unpredictability of disaster events requires not just a full panorama of allies, but creative and engaging ways for them to participate from the beginning. U.S. Northern Command, for example, maintains an "NGO desk" to mobilize support from the civil sector. The desk is run by employees of the Humanitarian International Services Group, a nonprofit that specializes in identifying, mobilizing, and managing private-sector resources in response to a disaster. (7) Be an Initiator. Florida state officials played an essential role by convening the state's disaster preparedness megacommunity. This involved engaging publicly elected officials at the state and local levels emergency management officials and professionals, first responders, public health professionals, private-sector and civil organization experts, academic leaders, and others. The key was engaging these players as full partners. (8) Embrace Interdependence. During a crisis, effective medical assistance cannot be provided if hospitals lack electric power; if various police jurisdictions don't work together to provide safe, open roads for travel; or if vehicles are not available to deliver water and medical supplies and to remove medical waste. Plan, train, and rehearse the methods by which these separate but interrelated organizations will function together if a crisis occurs. (9) Allow for Ambiguity. Accept that your organization will have overlapping responsibilities with other organizations. For example, in the U.S. federal government, the Interior Department, Health and Human Services, Department of State, DHS, and U.S. Northern Command have all been assigned crucial but sometimes overlapping roles in the fight against pandemic influenza. Rather than ignoring this reality or resisting perceived encroachments on their turf, these organizations - if they want to succeed - will have to communicate, negotiate, and decide together in advance of a disaster how they will manage their common responsibilities. (10) Reward Collaboration. Everyone knows collaboration is a must, but organizations and people often need a push in the right direction. Instead of protecting their turf by punishing cooperative behavior, agency leaders should create incentives that encourage it. And, of course, example is the best teacher: How much planning and training are you doing with stakeholders in your preparedness community? (11) Strengthen Your Social Networks. Many officials have learned through sad experience that an emergency is not the time to start exchanging business cards. The more contacts that preparedness leaders have already developed in the community, the more effective their networks will be in facilitating preparedness. An important part of megacommunity activities is establishing the trust and rapport ahead of time that will be needed during a crisis. the megacommunity approach has at its core the notion of overlapping vital interests. Not everyone will have the same opinion or interest but they may have a vital interest -- public safety as an example that can help unite their efforts. (Krill and Sulek, The Megacommunity: A Group Discussion on Cross-Sector Collaboration for Preparedness. EIIP Virtual Forum Presentation, February 27, 2008)