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Implementation Plan Achieving the goals outlined in this plan will require sustained, coordinated action across multiple sectors and partners over the next five years.This Implementation Plan provides a roadmap for translating the plan's vision into practical progress, sequencing near-term actions, building toward medium- and long-term outcomes, and establishing a foundation for ongoing evaluation and improvement. Throughout this process, the Homeless and Affordable Housing Committee, in partnership with county and community stakeholders, will guide implementation, monitor progress, and ensure alignment with evolving community needs and opportunities. Short-Term Actions(Years 1-2) In the first two years,the community will focus on strengthening the foundation of the homeless response system and building capacity in key areas: • Launch public awareness campaigns to build understanding of homelessness, reduce stigma, and increase awareness of available resources. • Strengthen partnerships between service providers through collaborative planning,cross-agency training, and shared learning opportunities. • Improve access to existing mental health and substance use support through strengthened collaboration with behavioral health providers and integration of services into housing programs. • Continue to offer and stabilize seasonal emergency shelter while evaluating potential models and needs for future emergency housing options. • Prioritize funding for key interventions, including Rapid Rehousing (RRH), Permanent Supportive Housing (PSH), Homeless Prevention (HP),Transitional Housing(TS), Supportive Services(SS),and Diversion. • Review contracting practices to encourage or require collaboration and partnership across funded programs by Year 2. • Leverage local homeless funding to match and attract additional state and federal resources for housing and services. Medium-Term Actions (Years 3-4) Building on early progress,the community will expand capacity and deepen system coordination: • Advance development of affordable housing projects already in the pipeline and establish a broader housing project pipeline to meet identified needs. • Continue building public and private sector partnerships to expand funding, advocacy, and community engagement and drawing on models from other communities. • Sustain and deepen partnerships between service providers, ensuring consistency of service delivery and a strong culture of collaboration. • Continue public awareness campaigns, informed by evaluation and community feedback. • Implement a phased approach to planning for emergency housing and shelter needs, informed by evaluation of current seasonal shelter capacity and community need. • Continue strengthening and expanding partnerships with behavioral health providers, promoting integration of housing and behavioral health services.