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Existing research on local government adoption of age friendly policies has been limited in its theoretical approach and empirical analysis. While these findings suggest an important role for local government in this issue, this paper asserts that a single model does not offer a full explanation. Therefore, the following paper assess different conceptual models for local government adoption of policies deemed important for older adults to remain independent in their community. This paper argues that responsiveness, multi-level governance, and public entrepreneurship theories offer a fuller explanation for local government policy decision-making. Some local governments throughout the nation are already showing an increase in support for the adoption of age-friendly policies and are designing initiatives that address fundamental policies like housing, transportation, and other services. This research examines evidence from a 20-question survey designed to probe general features of local governments and specific community characteristics to determine the extent to which local governments adopt relative policies and implement programs. The authors find support for a multi-model explanation.

PurposeThe purpose of this paper is to share the findings from a learning intervention aimed at facilitating more regular and effective collaboration across the planning and aging sectors in order to advance Livable Communities for All Ages (LCA).Design/methodology/approachA half-day summit that convened over 250 aging sector professionals and planners. Data from these conversations, as well as a pre-event survey, post-event evaluations, and a six-month post-event follow-up survey provide the findings for the discussion.FindingsThe results revealed that the participants increasingly recognized the value of cross-sector relationships to their work on LCA. Further, the success on current projects was highly attributed to the trust gained from a previous experience of aging and planning professionals working together.Research limitations/implicationsResearchers relied on a purposive sample of respondents already registered to attend the Livable Communities Summit, who were likely to be somewhat knowledgeable about the topic of age-friendly planning. While not generalizable to the broader professional fields of the aging and planning sectors, the results inform on the importance of cross-sector collaboration in the context of planning communities supportive of individuals across the lifespan.Practical implicationsExisting challenges to the local residents in a broad swath of areas including housing, transportation, social isolation, purpose and more, are exacerbated in a rapidly aging world that does not advance policies, practices, and built environments to make communities more livable for residents of all ages.Originality/valueThe intention of this research is to contribute to the limited existing literature on collaboration between professionals in the planning and aging fields and to stimulate the increased and improved cross-sector relationships.

This article investigates the utility of an integrated approach which combines the Incident Command System (ICS) model and the Disruption-Ambiguity-Innovation-Challenge model, for understanding local government homeless service responses during the COVID-19 pandemic. A case study in the City of Dallas, Texas is used to understand how three functional areas of the ICS (authority, operations, and finances), were influential in creating disruptions, ambiguities, innovations, and challenges for local government and its nonprofit partners. By using an integrated approach, we identify challenges, learning outcomes, and action strategies useful for consideration for local governments' strategies for crisis management.

AbstractThis Viewpoint essay examines the service delivery responses of nonprofit organizations that offer homeless support services amid the COVID‐19 pandemic. Government mandates and severe human needs have forced nonprofits to adapt quickly. Literature reviews provide little information about how nonprofits should manage service continuity under pandemics. Data collected from websites and interviews with nonprofits executives provide an understanding of adaptations and innovations. The study uses a crisis response model—"Disruptions‐Ambiguities‐Innovations‐Challenges" (DAIC)—to demonstrate how social service nonprofits are responding to challenges under COVID‐19. Lessons learned are useful for scholars and practitioners to understand ways nonprofits have remained agile and innovative.