Contingency planning is widely touted as a method of preparing for and confronting disruptions to organizational activity; its attributes are proposed to promote organizational flexibility. This study examines the relationship between information sharing, internal and external collaboration, and information technology use and organizational flexibility and develops a model that will provide both academicians and practitioners with a means of determining the attributes with the highest relationship to organizational flexibility. This knowledge will allow for prioritization of resources in the planning process. A survey of 50 professionals from various sectors of the government is used to test the hypotheses developed.