A Phenomenological Exploration of Co-Responder Program Leadership

Abstract

There has been a shift in how those in public safety respond to certain vulnerable populations. Many jurisdictions are now fielding co-responder teams. These teams typically consist of law enforcement officers, fire-rescue, or emergency medical services personnel, along with social workers or mental health clinicians, to better serve those challenged with substance use disorders, mental health concerns, chronic medical concerns, or other unmet needs. This research effort set out to uncover the nuances of how co-responder program leaders practice leadership in these collaborative interdisciplinary programs. This qualitative phenomenological study utilized semistructured interviews to find the essence of co-responder leadership. Findings extracted from a small but diverse sample of co-responder program leaders include common challenges, facilitators, and practices. The recommendations contained within will help current and future co-responder program leaders in the establishment and development of their programs.