9D Consent - Laserfiche WebLink

Home

24 a. The CRE report and system model includes adding new capacity to provide affordable housing without time limits for 30% of the adult only households and 28% of family households  b. Add capacity within the system to support new dedicated affordable units including staff for a new flexible subsidy program for providing operation support (Local Operating Subsidy Program) additional Coordinated Entry staffing and lighter and variable supportive services 4. Create shallow subsidies for those who need more limited assistance. 5. Add new slots of rapid rehousing for those who can take over the full rent given time. a. Couple these resources with expansions in employment programs  Table X: Number of units and subsidy types needed by 2026 Supportive Housing Units Supportive Housing for Older/Frail Dedicated Affordable Shallow Subsidies Rapid Rehousing slots Total units & subsidy slots 4,195 3,190 10,070 5,240 2,000 24,695 6. Ensure new housing funding is distributed according to need. The numbers of people and the significant subpopulations in each region are different. As much as possible, housing resources should be distributed based on the regional needs. 7. Reduce entry barriers to housing ensure racial equity in referrals and placements Corresponding System Performance Measures Progress on this goal area will be tracked using two system performance measures and corresponding measures of increased racial equity. 5a. Increase the number of people exiting homelessness into permanent housing 5b. Monitor for any emerging disparities and maintain racial equity within people exiting homelessness into permanent housing. 6a. Reduce the length of time a person experiencing homelessness remains homeless 6b. Monitor for racial disparities in length of time homeless and address disparities 4) Strengthen Coordination, Communication and Capacity This plan emerges at a time of great uncertainty. While new resources are anticipated, how much will become available when, and what may happen with COVID-19 and other factors which may impact homelessness, are unknown. For this reason, this Plan must be closely tracked and refined over time and its projections will be updated as new resources become available. A community-wide commitment to improve and use the communities HMIS data for tracking and accountability is a central tenet of the Plan. Improved communication about efforts and impacts are also key to keeping the buy-in of the partners and the confidence of the community. This includes expanding the range of partners to other system of care that overlap with the homelessness response system and ensuring that both housed and unhoused people have access to the best information about current and anticipated resources. Finally, the network of programs and providers will have to be strengthened and grow to reach the Plan goals. Alameda County benefits from a strong network of nonprofit agencies committed to addressing