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PAGE 77 any in-house providers for the Santa Rita Jail. We recognize that relationship-building takes time and is hard to sustain. This is especially the case as relationship building and maintenance are rarely among the direct job responsibilities of any one individual and relationships can be precarious if not formalized, particularly when there is staff turnover. Thus, we recommend that this be a formal role within Actionable Recommendation 1. Actionable Recommendations Actionable Recommendation 1: Create a Regional Service Network Actionable Recommendation 1 is to understand, support, and increase regional service networks. This recommendation requires further development by each of the three cities as there are a range of steps that could be taken to advance this goal, from investing in the expansion of the Tri-Valley Nonprofit Alliance to building a new regional service hub in Dublin or Pleasanton. As noted with these examples, the regional network promoted in this recommendation may or may not take the form of a physical structure. It is important that this process begins with an in- depth discussion between each of the three cities “I don’t think we have nearly enough mental health services or education. Even though we have places, it seems to be a real struggle for our most needy people to find and access them. If there was some sort of central hub where people could just go and then be directed… because I think a lot of the people who need it don’t even know where to begin or how to access it… I think we have a lot of people who could really use more support and it’s challenging to connect them.” and Alameda County about existing services, their geographic locations, and relative accessibility, as documented in the spatial exploration of existing services. Further, it should be determined whether awareness-raising and/or service navigation are key strategies to increase access. Decisions about where services are established, expanded, and/or co-located should be made regionally. While increasing regional service networks may alleviate several key challenges raised by community members and nonprofit organizations alike, some said that a physical structure or regional service hub (or hubs) was necessary. A nonprofit focus group participant discussed this in the context of mental health, but the need for a range of co-located and/or integrated services was also discussed. POSSIBLE REGIONAL SERVICE NETWORK FEATURES CHALLENGE Co-located services with diverse navigators (including an Alameda County presence) Community: service provision, awareness and navigation, racial, cultural, and linguistic responsiveness Organizational: perception of need and funding Formal and informal nonprofit networking opportunities Organizational: service awareness and duplication Nonprofit service collaboration (e.g., communications, data sharing) Organizational: funding Expanded mobile health services and/or shared mobile units Community: health care Organizational: funding Translation and interpretation services Community: linguistic responsiveness Organizational: racially, culturally, and linguistically responsive workforce Development specialist (e.g., grant writer, Alameda County liaison) Organizational: perception of need and funding Transportation specialist (assist people with transportation needs and liaise with transportation services) Community: transportation Approach recommendation: relationship building Table 26. Regional Service Network Features and Challenges Addressed EASTERN ALAMEDA COUNTY HUMAN SERVICES NEEDS ASSESSMENTSS Page 135 of 554