Fairfield City Council
October 21, 2025

Version June 28, 2023
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DOC #6

DISCLOSURE OF I

NVESTMENT ACT IVITIES IN IRAN, RUSSIA AND BELARUS
N.J.S.A. 52:32-57, et seq. (P.L. 2012, c.25 and P.L. 2021, c.4) and N.J.S.A. 52:32-60.1 Pursuant to N.J.S.A. 52:32-57, et seq. (P.L. 2012, c.25 and P.L. 2021, c.4) and N.J.S.A. 52:32-60.1 any person or entity that submits a bid or proposal or otherwise proposes to enter into or renew a contract must certify that neither the person nor entity, nor any of its parents, subsidiaries, or affiliates, is identified on the New J ersey Department of the Treasury’s Chapter 25 List as a person or entity engaged in investment activities in Iran, Russia or Belarus. The Chapter 25 list is found on the Division’s website at https://www.state.nj.us/treasury/purchase/.

Vendors/Bidders must review this list prior to completing the below certification. If the Qualified Purchasing Agent of the Atlantic County Utilities Authority finds a person or entity to be in violation of the law, he shall take action as may be appropriate and provided by law, rule or contract, including but not limited to, imposing sanctions, seeking compliance, recovering damages, declaring the party in default and seeking debarment or suspension of the party.

CHECK THE APPROPRIATE BOX
I certify, pursuant to N.J.S.A. 52:32-57, et seq. (P.L. 2012, c.25 and P.L. 2021, c.4), and N.J.S.A. 52:32-60.1 that neither the Vendor/Bidder listed above nor any of its parents, subsidiaries, or affiliates is listed on the New Jersey Department of the Treasury’s Chapter 25 List of entities determined to be engaged in prohibited activities in Iran, Russia or Belarus.

OR
I am unable to certify as above because the Vendor/Bidder and/or one or more of its parents, subsidiaries, or affiliates is listed on the New Jersey Department of the Treasury’s Chapter 25 List. I will provide a detailed, accurate and precise description of the activities of the Vendor/Bidder, or one of its parents, subsidiaries or affiliates, has engaged in regarding investment activities in Iran by completing the
information requested below.

Entity Engaged in Investment Activities
Relationship to Vendor/ Bidder
Description of Activities
Duration of Engagement
Anticipated Cessation Date
Attach Additional Sheets If Necessary.

CERTIFICATION
Printed Name of Authorized Agent Signature of Authorized Agent Title Date
Company Name
December 13, 2023
CDW Government LLC
Dario Bertocchi
Vice President, Contracting Operations
I, the undersigned, certify that I am authorized to execute this certification on behalf of the Vendor, that the foregoing information and any attachments hereto, to the best of my knowledge are true and complete. I acknowledge that the ACUA is relying on the information contained herein, and that the Vendor is under a continuing obligation from the date of this certification through the completion of any contract(s) with the ACUA to notify the Qualified Purchasing Agent in writing of any changes to the information contained herein; that I am aware that it is a criminal offense to make a false statement or misrepresentation in this certification. If I do so, I will be subject to criminal prosecution under the law, and it will constitute a material breach of my agreement(s) with the ACUA, I am permitting the ACUA to declare any contract(s) resulting from this certification void and unenforceable.

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2024056 Page 89 of 133
DOC #7

NEW JERSEY BUSINESS REGISTRATION CERTIFICATE
(N.J.S.A. 52:32-44)

Offerors wishing to do business in New Jersey must submit their State Division of Revenue issued Business Registration Certificate with their proposal here. Failure to do so will disqualify the Offeror from offering products or services in New Jersey through any resulting contract.

https://www.njportal.com/DOR/BusinessRegistration/

2024056 Page 90 of 133
DOC #8

EEOAA EVIDE
NCE
Equal Employ
ment Opportunity/Affirmative Action
Goods, Professional Services & General Service Projects EEO/AA Evidence
Vendors are required to submit evidence of compliance with N.J.S.A. 10:5-31 et seq. and N.J.A.C. 17:27 in order to be considered a responsible vendor.

One of the following must be included with submission:
• Copy of Letter of Federal Approval
• Certificate of Employee Information Report
• Fully Executed Form AA302
• Fully Executed EEO-1 Report
See the guidelines at:
https://www.state.nj.us/treasury/contract compliance/documents/pdf/guidelines/pa. pdf for further information.

I certify that my bid package includes the required evidence per the above list and State website.

Name: _________
_____________________ Title: _____________________
Signature: __
_________________________ Date: _____________________
December 13, 2023
Vice President, Contracting Operations
Dario Bertocchi

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2024056 Page 91 of 133
DOC #9

MACBRIDE-PRINCIPLES

MACBRIDE PRINCIPALS FORM

VENDOR’S/BIDDER’S REQUIREMENT

TO PROVIDE A CERTIFICATION IN COMPLIANCE WITH THE MACBRIDE PRINCIPALS AND NORTHERN IRELAND ACT OF 1989

Pursuant to Public Law 1995, c. 134, a responsible Vendor/Bidder selected, after public bidding, by the Director of the Division of Purchase and Property, pursuant to N.J.S.A. 52:34-12, must complete the certification below by checking one of the two options listed below and signing where indicated. If a Vendor/Bidder that would otherwise be awarded a purchase, contract or agreement does not complete the certification, then the Director may determine, in accordance with applicable law and rules, that it is in the best interest of the State to award the purchase, contract or agreement to another Vendor/Bidder that has completed the certification and has submitted a bid within five (5) percent of the most advantageous bid. If the Director finds contractors to be in violation of the principals that are the subject of this law, he/she shall take such action as may be appropriate and provided by law, rule or contract, including but not limited to, imposing sanctions, seeking compliance, recovering damages, declaring the party in default and seeking debarment or suspension of the party.

I, the undersigned, on behalf the Vendor/Bidder, certify pursuant to N.J.S.A. 52:34-12.2 that:

CHECK THE APPROPRIATE BOX
☐ The Vendor/Bidder has no business operations in Northern Ireland; or OR
☐ The Vendor/Bidder will take lawful steps in good faith to conduct any business operations it has in Northern Ireland in accordance with the MacBride principals of nondiscrimination in employment as set forth in section 2 of P.L. 1987, c. 177 ( N.J.S.A. 52:18A-89.5) and in conformance with the United Kingdom’s Fair Employment (Northern Ireland) Act of 1989, and permit independent monitoring of its compliance with those principals.

CERTIFICATION

I, the undersigned, certify t hat I am authorized to execute this certification on behalf of the Vendor/Bidder, that the foregoing information and any attachments hereto, to the best of my knowledge are true and complete. I acknowledge that the State of New Jersey is relying on the information contained herein, and that the Vendor/Bidder is under a continuing obligation from the date of this certification through the completion of any contract(s) with the State to notify the State in writing of any changes to the information contained herein; that I am aware that it is a criminal offense to make a false statement or misrepresentation in this certification. If I do so, I will be subject to criminal prosecution under the law, and

STATE OF NEW JERSEY DEPARTMENT OF THE TREASURY

DIVISION OF PURCHASE AND PROPERTY

33 WEST STATE STREET, P.O. BOX 230
TRENTON, NEW JERSEY 08625-0230
BID SOLICITATION #: VENDOR/BIDDER:

2024056
CDW Government LLC

Version June 28, 2023
2024056 Page 92 of 133
__________________
____________________________________________________________________ Signature Date
__________________
____________________________________________________________________ Print Name and Title
December 13, 2023
Dario Bertocchi - Vice President, Contracting Operations it will constitute a material breach of my agreement(s) with the State, permitting the State to declare any contract(s) resulting from this certification to be void and unenforceable.

City of Mesa , Information Technology Solutions, Products, and Services 595 © CDW Government LLC 2023 | 230 N. Milwaukee Ave. | Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal (“RFP”) furnished by the City of Mesa are the Proprietary and Confidential property of CDW Government LLC (“CDW•G”).

Exhibit H – Advertising Compliance Requirement
CDW•G confirms review of Exhibit H.

City of Mesa , Information Technology Solutions, Products, and Services 596 © CDW Government LLC 2023 | 230 N. Milwaukee Ave. | Vernon Hills, IL 60061 To the extent allowable, all information and documents hereby submitted in response to the Request for Proposal (“RFP”) furnished by the City of Mesa are the Proprietary and Confidential property of CDW Government LLC (“CDW•G”).

Agenda Item No: N.10

AGENDA REPORT
DATE: October 21, 2025

TO: Mayor and Council

FROM: David Gassaway, City Manager

SUBJECT: Resolution 2025-204 IT Cybersecurity Purchase with ePlus

Approving the Purchase for Security Operations Center, Security Information and Event Management Services, and Managed Risk Services with ePlus, Inc.

Funding Source: $907,031; Computer Fund

Contact: Naveed Ashraf, (707) 428-7542

RECOMMENDED ACTION
Adopt resolution.

STATEMENT OF ISSUE
The City Information Technology (IT) Department is recommending the purchase for the Security Operations Center (SOC) and Security Information and Event Management (SIEM) services , and Managed Risk services renewal from reseller ePlus, Inc.

DISCUSSION
The City’s IT Department requests City C ouncil approval to continue using a 24/7 SOC for cybersecurity event management. The SOC provides continuous monitoring, threat detection, mitigation, event correlation, and protection against ransomware and other malicious cyber threats.

Integrated with our SIEM solution, the SOC addresses critical IT security audit requirements such as event logging, retention, threat monitoring, and provides additional response support during security incidents.

The SOC also works in conjunction with the Managed Risk tool, giving IT visibility into, and the ability to prioritize and remediate, vulnerabilities across applications and IoT devices—including electric vehicle charging stations, CCTV cameras, and traffic signal controllers. With the proliferation of non -standard devices with proprietary hardware and firmware, continuous

monitoring and remediation are essential. This system enables IT staff to track, assign, and report remediation efforts efficiently, with centralized dashboard visibility across the enterprise.

FINANCIAL IMPACT
The renewal will cost a total of $907,030.92 for a five -year term, from November 29, 2025 , to November 28, 2030. The City will purchase under the cooperatively negotiated National Association of State Procurement Officials (NASPO) Master Contract Number: AR2472.

The annual costs are as follows:

Fiscal Year (FY) Cost Time Period
FY 2026 $170,842.23 11/29/2025 – 11/28/2026
FY 2027 $175,968.31 11/29/2026 – 11/28/2027
FY 2028 $181,253.90 11/29/2027 – 11/28/2028
FY 2029 $186,675.68 11/29/2028 – 11/28/2029
FY 2030 $192,290.80 11/29/2029 – 11/28/2030
TOTAL $907,030.92

There are sufficient funds budgeted for this purchase under the Computer Fund’s Cybersecurity Project (OITCYBEROP). By switching from the current vendor to ePlus, the City will save approximately $25,000 this fiscal year.

PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
N/A

ALTERNATIVE ACTION
Council may choose not to authorize the annual expenditure for cybersecurity operations and event management services. Doing so would leave the City highly vulnerable in an increasingly complex threat landscape and prevent IT staff from effectively monitoring, prioritizing, and addressing vulnerabilities in the hardware and software of systems and applications connected to the City’s network.

COORDINATED WITH
N/A

STAFF CONTACT
Brian Lew, Cybersecurity Analyst
(707) 428-7525
[email protected]

ATTACHMENTS
Attachment 2: Proposed Resolution
Attachment 3: Proposed Quote

CITY OF FAIRFIELD

RESOLUTION NO. 2025-204

APPROVING THE PURCHASE FOR SECURITY OPERATIONS CENTER, SECURITY INFORMATION AND EVENT MANAGEMENT SERVICES, AND MANAGED RISK SERVICES WITH EPLUS, INC.

WHEREAS, the City utilizes a 24/7 Cyber Security Operations Center (SOC) for Security Information and Event Management (SIEM), notification, mitigation, event correlation, and protecting City systems from ransomware and other malicious cyber threats; and

WHEREAS, the City also utilizes Managed Risk services, which allow Information Technology (IT) visibility, prioritization, reporting, and assigning vulnerability remediation efforts of applications and various Internet of Things IoT devices across the network; and

WHEREAS, the contract contains an information security record that would reveal vulnerabilities to, or otherwise increase the potential for an attack on, an information technology system of the City of Fairfield (Government Code 7929.210); and

WHEREAS, the City IT Infrastructure and Security Division proposes to purchase SOC and SIEM services and Managed Risk services annual renewal from reseller ePlus, Inc. from the Cybersecurity Project (OITCYBEROP) to cover the purchase and taxes not to exceed $907,030.92 for a five-year term; and

WHEREAS, the City will purchase these services under a cooperatively negotiated purchasing agreement, National Association of State Procurement Officials (NASPO) Master Contract No.

AR2472, which meets the City’s competitive bidding requirements.

NOW, THEREFORE, THE COUNCIL OF THE CITY OF FAIRFIELD HEREBY RESOLVES:

Section 1. The City Council authorizes the purchase for SOC and SIEM services, and Managed Risk services annual renewal from reseller ePlus, Inc., not to exceed $907,030.92 from the Computer Fund 522 (Cyber security Project OITCYBEROP) , which includes five years of subscription and support from November 29, 2025, through November 28, 2030.

Section 2. The City Council further authorizes the city manager or his designee to take all steps necessary to implement this resolution.

RES. NO. 2025-204

PASSED AND ADOPTED this 21st day of October 2025, by the following vote:

AYES: MEMBERS: MOY/BERTANI/CARR/PANDURO/SANDHU/TONNESEN/WILLIAMS NOES: MEMBERS: _________________________________________________ ABSENT: MEMBERS: _________________________________________________ ABSTAIN: MEMBERS: _________________________________________________

_________________________________________________
MAYOR
ATTEST:
___________________________

CITY CLERK

Customer Name: CITY OF FAIRFIELD
Quote No:

Quote Name: City of Fairfield -
Quotation Date: 09/15/2025
Sales Support Contact:

Sales Support Phone:

Sales Support Email:

Account Executive:

Account Executive Phone:

Account Executive Email:

Customer PO No:

Order No:

Expiration Date: 11/15/2025
ePlus Technology inc, 13595 Dulles Technology Drive, Herndon, VA, 20171 External Notes:Contract Number:

NASPO Master Contract Number: AR2472
**Contract must be referenced on all associated Purchase Orders.** Notwithstanding anything to the contrary, the following terms (the “Order Terms”) shall apply and supersede any conflicting terms with regards to the products and services on this quote (the “Products and Services”) and City of Fairfield (“Customer”) agrees that the Order Terms are hereby incorporated into any order placed by Customer for the Products and Services (an “Order”).
• Term: 60 months.
• The total fee on this quote (“Total Fee”) shall be payable in installments as set forth below:
o Payment 1: $170,842.23 due on execution of this quote or the initial purchase order; o Payment 2: $175,968.31 due on the first anniversary date of Payment 1; o Payment 3: $181,253.90 due on the second anniversary date of Payment 1; o Payment 4: $186,675.68 due on the third anniversary date of Payment 1; o Payment 5: $192,290.80 due on the fourth anniversary date of Payment 1. • Customer’s use of the Products and Services is subject to the terms at • If, and only if, Customer is subject to appropriations and applicable law requires termination rights when funds are not appropriated, these Order Terms are qualified to provide that Customer may terminate if sufficient appropriated and other lawfully-sourced funds are not received after Customer has used all lawful means to obtain them (a “non-appropriation”), provided that Customer shall be obligated to pay all charges incurred through the end of that fiscal year and, where allowed by law, Customer will not use substitutes to perform the functions for which the Products and Services under this quote were obtained for a period of one hundred twenty (120) days after termination of this order for non-appropriation.

Customer shall use best efforts to notify ePlus of any termination for non-appropriation at least sixty (60) days prior to the last day for which funds were appropriated. Customer agrees that it intends to continue the Products and Services for the Term. • Fees do not include sales, use or other applicable taxes, shipping, tariffs, or duties which Customer may be required to pay. By signing this quote or issuing the initial purchase order for the Products and Services, Customer agrees to these Order Terms and that Customer’s obligation to pay the Total Fee due hereunder shall be absolute, non-cancellable and unconditional in all events, and shall not be subject to any abatement, reduction, set-off, defense, termination of services, counterclaim or recoupment due or alleged to be due by any reason unless otherwise provided in these Order Terms. Any such defenses or claims Customer has may only be attempted to be enforced against other parties, such as the product or service provider, and not against ePlus and shall not be a basis for Customer failing to make all payments due under these Order Terms to ePlus. Customer acknowledges that it is a sophisticated party and understands the meaning of this clause and that this clause is clear and unambiguous. Customer’s signature below or issuance of a purchase order in connection with this quote shall be deemed Customer’s acceptance of the foregoing terms. 001
Line Note:
1 1/29/2025-
11/28/2026
800 321.00 256,800.00 127.62 102,096.00
002
Line Note:
11/29/2025-
11/28/2026
211 321.00 67,731.00 202.20 42,664.20
003
Line Note:
11/29/2025-
11/28/2026
1011 14.40 14,558.40 11.23 11,353.53
004
Line Note:
11/29/2025-
11/28/2026
2 3,000.00 6,000.00 2,328.00 4,656.00
005
Line Note:
11/29/2025-
11/28/2026
750 22.50 16,875.00 13.43 10,072.50
006 11/29/2025-
11/28/2026
1 5,000.00 5,000.00 0.00 0.00
007 1 1/29/2025-
11/28/2026
1 15,000.00 15,000.00 0.00 0.00
008
Line Note:
1 1/29/2026-
11/28/2027
800 321.00 256,800.00 131.45 105,160.00
009
Line Note:
11/29/2026-
11/28/2027
211 321.00 67,731.00 208.26 43,942.86
010
Line Note:
11/29/2026-
11/28/2027
1011 14.40 14,558.40 11.57 11,697.27
011
Line Note:
11/29/2026-
11/28/2027
2 3,000.00 6,000.00 2,397.84 4,795.68
012
Line Note:
11/29/2026-
11/28/2027
750 22.50 16,875.00 13.83 10,372.50
Year 1 Year 1
Sub-Total (USD) 170,842.23Sub-Total (USD) 170,842.23
Year 2Year 2
Line No. Part Number MFG Description/Line Notes Dates QTY List Price Ext List Price Unit Price Ext Price

013 11/29/2026-
11/28/2027
1 5,000.00 5,000.00 0.00 0.00
014 11/29/2026-
11/28/2027
1 15,000.00 15,000.00 0.00 0.00
015
Line Note:
11/29/2027-
11/28/2028
800 321.00 256,800.00 135.39 108,312.00
016
Line Note:
11/29/2027-
11/28/2028
211 321.00 67,731.00 214.52 45,263.72
017
Line Note:
11/29/2027-
11/28/2028
1011 14.40 14,558.40 11.92 12,051.12
018
Line Note:
11/29/2027-
11/28/2028
2 3,000.00 6,000.00 2,469.78 4,939.56
019
Line Note:
11/29/2027-
11/28/2028
750 22.50 16,875.00 14.25 10,687.50
020 11/29/2027-
11/28/2028
1 5,000.00 5,000.00 0.00 0.00
021 11/29/2027-
11/28/2028
1 15,000.00 15,000.00 0.00 0.00
022
Line Note:
11/29/2028-
11/28/2029
800 321.00 256,800.00 139.45 111,560.00
023
Line Note:
11/29/2028-
11/28/2029
211 321.00 67,731.00 220.95 46,620.45
024
Line Note:
11/29/2028-
11/28/2029
1011 14.40 14,558.40 12.27 12,404.97
025
Line Note:
11/29/2028-
11/28/2029
2 3,000.00 6,000.00 2,543.88 5,087.76
026
Line Note:
11/29/2028-
11/28/2029
750 22.50 16,875.00 14.67 11,002.50
027 11/29/2028-
11/28/2029
1 5,000.00 5,000.00 0.00 0.00
028 11/29/2028-
11/28/2029
1 15,000.00 15,000.00 0.00 0.00
029
Line Note:
11/29/2029-
11/28/2030
800 321.00 256,800.00 143.64 114,912.00
030
Line Note:
11/29/2029-
11/28/2030
211 321.00 67,731.00 227.58 48,019.38
031
Line Note:
11/29/2029-
11/28/2030
1011 14.40 14,558.40 12.64 12,779.04
032
Line Note:
11/29/2029-
11/28/2030
2 3,000.00 6,000.00 2,620.19 5,240.38
033
Line Note:
11/29/2029-
11/28/2030
750 22.50 16,875.00 15.12 11,340.00
034 11/29/2029-
11/28/2030
1 5,000.00 5,000.00 0.00 0.00
Sub-Total (USD) 175,968.31Sub-Total (USD) 175,968.31

Year 3

Year 3
Sub-Total (USD) 181,253.90Sub-Total (USD) 181,253.90

Year 4

Year 4
Sub-Total (USD) 186,675.68Sub-Total (USD) 186,675.68

Year 5

Year 5

Totals 1,909,822.00 907,030.92
Shipping:

Packing:

Sub Total (USD): 907,030.92

Est. Tax (USD): 0.00

Shp&Hnd (USD): 0.00

Total (USD): 907,030.92
All orders are governed by your organization's signed agreement with ePlus or applicable public sector contract; if there is no such agreement the Customer Terms and Conditions for Products and/or Services located at www.ePlus.com govern. No additional or contrary terms in a purchase order shall apply, and ePlus' performance shall not be deemed acceptance of any preprinted PO terms. Use of software, subscription services or other products resold by ePlus is subject to manufacturer/publisher end user agreements or subscription terms. Any periodic payment obligations for specific offerings, along with customer-incurred overages, consumption fees, add-ons, quantity adjustments and automatic renewals are non-cancelable for any reason except by public sector customers required by law to terminate due to non-appropriation of funds.

PLEASE NOTE: Recent supply chain disruption and tariffs on certain imports are causing price increases for many IT products, with little or no notice, and beyond ePlus' control. As a result, this quote is subject to change without notice, even before the expiration date reflected above. Related manufacturer policy changes may result in orders being non-cancelable and products non-returnable except in accordance with the manufacturer warranty. Please confirm pricing and other restrictions prior to order placement. Unless freight amount is indicated, or is zero, freight will be added to the invoice. Unless Bill-To company is exempt from Sales Tax, it will be added to the invoice. Recognizing that the global pandemic has disrupted operations for many organizations, ePlus will ship products for delivery in accordance with customer's written ship-to instructions and products will be deemed delivered notwithstanding any failure of customer personnel to sign for receipt due to facility closing or otherwise. Supply chain disruption and tariffs on certain imports in accordance with applicable law may cause price increases for many IT products, with little or no notice, and beyond [SELLER’S] control. When such increases occur, this quote is subject to change without notice, even before the expiration date reflected above.
ePlus offers flexible and easy leasing options for your IT equipment. Use leasing to increase your IT acquisition capability, overcome limited budgets, and manage the lifecycle of your assets. Contact an ePlus Leasing Coordinator at 1-703-984-8021 or [email protected] to receive a lease quote today.

Customer Acceptance Bill To Ship To
Signature: ____________________________________
Name: _______________________________________
Title: _________________________________________
Date: ________________________________________
Customer PO #: _______________________________

CITY OF FAIRFIELD
1000 WEBSTER STREET
FAIRFIELD CA 94533

UNITED STATES
IT DIV

CITY OF FAIRFIELD
1000 WEBSTER STREET
FAIRFIELD CA 94533-4836

UNITED STATES
©2025 ePlus inc. All rights reserved.
*NGDC P1 4.2.2.9
035 11/29/2029-
11/28/2030
1 15,000.00 15,000.00 0.00 0.00
Sub-Total (USD) 192,290.80Sub-Total (USD) 192,290.80

Agenda Item No: N.11

AGENDA REPORT
DATE: October 21, 2025

TO: Mayor and Council

FROM: David Gassaway, City Manager

SUBJECT: Resolution 2025-205 PD California Office of Traffic Safety 2025-26 Selective Traffic Enforcement Program Grant

Approving Acceptance of the California Office of Traffic Safety 2025 -26 Selective Traffic Enforcement Program Grant and Approval of Activities to Reduce Traffic Collisions and Fatalities Due to Unsafe Driving

Funding Source: N/A

Contact: Dan Marshall, (707) 580-1055

RECOMMENDED ACTION
Adopt resolution.

STATEMENT OF ISSUE
The Fairfield Police Department has applied for and obtained tentative approval for a traffic safety grant from the State of California, Office of Traffic Safety. The grant is in the amount of $230,000 and will fund several traffic safety activities to include sobriety checkpoints, impaired driving saturation patrols, distracted driving enforcement, motorcycle enforcement , and enforcement operations for reducing collisions involving pedestrians and bicyclists. Additionally, the grant provides travel funds for in -state training and D riving Under the Influence (DUI) checkpoint supplies.

DISCUSSION
The Fairfield Police Depar tment continuously focuses staffing and financial resources on traffic safety. This is being done to improve the quality of life for our residents and visitors utilizing our local highways. The goal of the Police Department’s Traffic Unit is to reduce inju ry and fatal collisions on our roadways. The Traffic Unit plans to reduce these collisions by dedicating enforcement resources to behaviors known to result in traffic crashes.

This grant allows the Police Department to assign officers on an overtime basis and task them with specifically enforcing the traffic safety laws. These enforcement operations will focus on times and locations when these collisions are known to occur.

The Fairfield Police Department has seen a drastic increase in the number of fatal crashes in 2024.

Specifically, fatal traffic crashes that involved pedestrians. In 2023, the Fairfield Police Department responded to 5 fatal traffic crashes where 2 out of those 5 fatal crashes involved a pedestrian that sustained fatal injuries. In 2024 , the Fairfield Police Department responded to nine fatal traffic crashes where seven out of those nine fatal crashes involved a pedestrian that sustained fatal injuries.

The Fairfield Police Department continues to see unsafe speed as a primary crash factor.  2022: Of the 1,389 traffic crashes, about 15% were primarily caused by unsafe speed  2023: Of the 1,345 traffic crashes, about 17% were primarily caused by unsafe speed  2024: Of the 1,288 traffic crashes, about 18% were primarily caused by unsafe speed

Data also reveals that when the crash is caused by unsafe speed, the likelihood for injuries increases.
 2023, about 22% of the total 523 injury crashes were caused by unsafe speed  2024, about 24% of the total 457 injury crashes were caused by unsafe speed

Besides unsafe speed, another common primary crash factor in the city of Fairfield is DUI.  2022: Of the 1,389 traffic crashes, about 12% were primarily caused by DUI  2023: Of the 1,345 traffic crashes, about 9% were primarily caused by DUI  2024: Of the 1,288 traffic crashes, about 11% were primarily caused by DUI

In 2023, there were 86 people injured in DUI-related traffic crashes. In 2024, we saw a slight decrease to 69 people injured in DUI crashes. However, in 2024, there were five fatal DUI-related traffic crashes compared to the two we had in 2023. The 2024 DUI-related fatal traffic crashes involved alcohol and/or drugs.

FINANCIAL IMPACT
With the acceptance of the grant, the Police Department will receive $230,000. The grant funding will cover overtime costs for Police Department personnel participating in grant-related activities. A special programs fund will be used for the grant (Fund 155, Division, Responsibility code 50199, and Project code 10624).

PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
N/A

ALTERNATIVE ACTION
City Council may choose not to accept the grant funding.

COORDINATED WITH
Mark Talon, Program Coordinator, State of California, Officer of Traffic Safety

STAFF CONTACT
Josh Bender, Police Sergeant
(707)428-7524
[email protected]

ATTACHMENTS
Attachment 2: Proposed Resolution
Attachment 3: Proposed Agreement

CITY OF FAIRFIELD

RESOLUTION NO. 2025-205

APPROVING ACCEPTANCE OF THE CALIFORNIA OFFICE OF TRAFFIC SAFETY 2025-26 SELECTIVE

TRAFFIC ENFORCEMENT PROGRAM GRANT AND APPROVAL OF ACTIVITIES TO REDUCE

TRAFFIC COLLISIONS AND FATALITIES DUE TO UNSAFE DRIVING

WHEREAS, the City of Fairfield recognizes traffic safety is a quality-of-life issue and a major concern to all its residents; and

WHEREAS, the Police Department has determined that a significant number of traffic collisions involve unsafe driving; and

WHEREAS, the Police Department wishes to continue a partnership with the California Office of Traffic Safety and undertake a project designated as the Selective Traffic Enforcement Program Grant for 2025-2026; and

WHEREAS, the City of Fairfield has been awarded a grant in the amount of $230,000 by the California Office of Traffic Safety to conduct several traffic safety enforcement operations between October 1, 2025, through September 30, 2026.

NOW, THEREFORE, THE COUNCIL OF THE CITY OF FAIRFIELD HEREBY RESOLVES:

Section 1. The city manager is hereby authorized to apply for a fiscal year 2026 Selective Traffic Enforcement Program (STEP) Grant from the California Office of Traffic Safety in the amount of $230,000.

Section 2. The city manager is authorized to accept on behalf of the city the fiscal year 2026 STEP award, and the city manager is authorized to execute a grant agreement with the State of California acting through its California Office of Traffic Safety.

Section 3. The city manager is authorized to provide such information and assurances as are required for the fiscal year 2026 STEP Grant application.

Section 4. The Fairfield Police Department Financial Serv ices Unit is authorized to perform all administrative matters related to the fiscal year 2026 STEP Grant application, grant agreement, amendments, and reimbursement requests, and to submit required online grant documents on the city manager’s behalf.

RES. NO. 2025-205

PASSED AND ADOPTED this 21st day of October 2025, by the following vote:

AYES: COUNCILMEMBERS: MOY/BERTANI/CARR/PANDURO/SANDHU/TONNESEN/WILLIAMS

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:

MAYOR

ATTEST:

____________________________

CITY CLERK

Agenda Item No: N.12

AGENDA REPORT
DATE: October 21, 2025

TO: Mayor and Council

FROM: David Gassaway, City Manager

SUBJECT: Resolution 2025 -206 FN Authorizing the Director of Finance to Write Off Uncollectible Debt

Authorizing the Director of Finance to Write Off Uncollectible Debt

Funding Source: N/A

Contact: John Furtado, (707) 428-7629

RECOMMENDED ACTION
Adopt resolution.

STATEMENT OF ISSUE
In addition to proactively collecting the City’s delinquent accounts, it is also important to write off the City’s uncollectible debts to ensure the City’s financial statements are reflected correctly.

DISCUSSION
The attached resolution authorizes the director of finance to write off uncollectible utility accounts and non-utility accounts. In response to comments provided by its external auditor, the City adopted a policy that requires the council to approve the write-off of accounts with balances greater than or equal to $1,000. There are 23 uncollectible utility accounts that closed between July 1, 2019, and June 30, 2025, and are in excess of $1,000 for a total of $58,066 ($12,979 – Sewer and $45,087 – Water). These are detailed in Exhibit A. It should be noted that such write- offs are not a relinquishment of the City’s claim for debts due to the City. Even after writing off accounts that are deemed uncollectible, the Finance Department will continue to pursue collection on the accounts to the extent legally possible.

The total water write-off amount is $381,256 made up of 1,758 accounts. The total sewer write- off amount is $262,428 made up of 1,542 accounts.

FINANCIAL IMPACT
The Finance Department establishes reserves for bad debt to cover potential write -offs for uncollectible accounts. The bad debt reserves are funded as an estimate of total billings each year. The accounts recommended for bad debt write-off will be offset by the bad deb t reserves that have been established. During the City’s annual external audit of the City’s financial statements, the City’s external auditors review the City’s bad debt exposure as well as the adequacy of the bad debt reserves.

PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
N/A

ALTERNATIVE ACTION
City Council may choose not to approve the resolution, which would result in inaccuracies in the City’s financial statements.

COORDINATED WITH
N/A

STAFF CONTACT
John Furtado, Director of Finance
(707) 428-7629
[email protected]

ATTACHMENTS
Attachment 2: Proposed Resolution
Attachment 3: Exhibit A

CITY OF FAIRFIELD

RESOLUTION NO. 2025-206

AUTHORIZING THE DIRECTOR OF FINANCE TO WRITE OFF UNCOLLECTIBLE DEBT

WHEREAS, the City has established a policy to write off delinquent utility accounts and non-utility accounts; and

WHEREAS, City Council approval is required on all accounts in excess of $1,000; and

WHEREAS, the City has attempted collection efforts on delinquent utility and non -utility accounts; and

WHEREAS, collection efforts on these accounts have been unsuccessful for various reasons; and

WHEREAS, the City desires to accurately portray the true economic value of past due accounts in the Annual Comprehensive Financial Report.

NOW, THEREFORE, THE COUNCIL OF THE CITY OF FAIRFIELD HEREBY RESOLVES:

Section 1. The council hereby approves the write-off of 23 uncollectible utility accounts in excess of $1,000 for a total of $ 58,066 (Exhibit A), and the director of finance is authorized to write off these uncollectible accounts.

Section 2. The council hereby approves the write-off of the uncollectible accounts listed in Exhibit A is authorized solely to facilitate the keeping of the books of account of the City, and under no circumstances shall any such write-offs be deemed to constitute relinquishment or abandonment by the City from collecting or enforcing payment of any such account or claim at any time.

PASSED AND ADOPTED this 21st day of October 2025, by the following vote:

AYES: MEMBERS: MOY/BERTANI/CARR/PANDURO/SANDHU/TONNESEN/WILLIAMS NOES: MEMBERS: _________________________________________________ ABSENT: MEMBERS: _________________________________________________ ABSTAIN: MEMBERS: _________________________________________________

_________________________________________________
MAYOR
ATTEST:
___________________________

CITY CLERK

Accounts over $1,000
Account and Name Type Balance
9282-00 MONUMENT ARMS AP S SEWER 7,103.11
18825-03 IN SHAPE HEALTH S SEWER 5,876.28
1731-00 BURNSIDE BEN W WATER 1,047.43
2590-04 LEFEVER MATSON W WATER 1,077.80
9253-00 TOWN HOUSE INN W WATER 1,449.82
9282-00 MONUMENT ARMS A W WATER 6,217.61
11055-03 LEFEVER MATTSON W WATER 2,846.08
11056-03 LEFEVER MATTSON W WATER 2,656.94
11058-02 LEFEVER MATTSON W WATER 2,375.37
21047-03 DRIVEN RACEWAY W WATER 1,025.40
18825-03 IN SHAPE HEALTH W WATER 4,722.99
7792-52 VSS INTERNATION W WATER 1,096.14
28205-01 BENICIA CORTICA W WATER 2,564.76
28948-03 HERETIC BREWING W WATER 2,139.83
3124-01 GMP CARS FAIRFI W WATER 1,342.97
22777-06 MILLER STEVE W WATER 1,303.15
7789-63 LIVE OAK LANDSC W WATER 2,981.73
26038-05 PICAZO NICOLE M W WATER 2,180.63
34186-00 CENTURY COMMUNI W WATER 1,110.54
4800-07 ALCORN BRIANA W WATER 2,394.25
34470-00 MARSHALLA JASON W WATER 1,085.71
7793-79 VANCOIS WILSON W WATER 1,655.11
7793-80 RX LODGE INC W WATER 1,812.64

Agenda Item No: O.1

AGENDA REPORT
DATE: October 21, 2025

TO: Mayor and Council

FROM: David Gassaway, City Manager

SUBJECT: PW Updated Landscape Oversight Committee Recommendations for Landscaping and Lighting Maintenance District Proposition 218 Balloting Process

Discussion and Direction Regarding Landscape Oversight Committee Recommendations for Modified Timeline for Landscaping and Lighting Maintenance District Proposition 218 Balloting Process

Funding Source: N/A

Contact: Chris Lewis, (707) 428-7089

RECOMMENDED ACTION
Receive report, open discussion, and provide direction to staff.

STATEMENT OF ISSUE
The Landscape Oversight Committee (LOC) provided an updated recommendation to extend the Proposition 218 balloting process timeline with a new target effective date for new assessment rates of July 1, 2027, or fiscal year (FY) 2027-2028.

DISCUSSION
In 2023, the City conducted a community engagement and balloting process in accordance with Article XIII D of the California Cons titution (also known as Proposition 218) to increase assessment rates in nine Landscaping and Lighting Maintenance District (LLMDs) that were projected to have a structural budget deficit.

The ballot was passed by property owners in the Gateway and Para dise Valley communities , resulting in the formation of LLMDs No. 2023 -1 (Gateway) and No. 2023 -11 (Paradise Valley).

However, the ballot was not passed by property owners in the remaining seven LLMDs: No. 3 – Waterman Highlands, No. 5 – Smith Ranch (Rancho Solano), No. 6 – Peppertree, No. 7 – Rolling Hills, No. 8 – Kolob Estates, No. 12 – Downtown Business District, and No. 13 – North Cordelia.

As a result, services were reduced in these communities.

At the April 17, 2025, LOC meeting, the Committee moved to recommend to the City Council that LLMD No. 5 – Smith Ranch and LLMD No. 7 – Rolling Hills be considered for a second Proposition 218 balloting process to increase assessments rates and address each district’s structural budget deficit. The LOC also rec ommended that a third LLMD be considered if at least 10% of district property owners provide written requests to be included in a balloting process by August 1, 2025.

The LOC’s recommendation included a target effective date for new assessment rates of Ju ly 1, 2026, or FY 202 6-2027, based on the 2026 LLMD Proposition 218 Balloting Timeline shown in Exhibit A.

On May 20, 2025, staff brought the 2026 LLMD Proposition 218 Balloting Timeline and the LOC recommendations to the council and was directed to move forward with all recommendations, except that a third district would not be included in the process.

Rick Johnson, the LOC Chair, has received feedback from members of the Smith Ranch and Rolling Hills communities regarding their concerns about the current timeline citing limited time available for community engagement activities.

The current timeline only allows approximately one month (February 2026) for community engagement between the scheduled publication of the Engineer’s Reports (a technical document required by California law that outlines the details of a proposed assessment district ) and when ballots will be mailed to property owners on March 4, 2026.

While community engagement may commence at any time, m any property owners stated that engagement was less effective without the Engineer's Reports during the 2023 ballot process .

Additionally, many property owners did not think there was enough time between the publication of the Engineer's Reports and the mailing of the ballots (approximately two months) to thoroughly consider their options during the 2023 process.

At the August 28, 2025, LOC meeting, the Committee moved to update their recommendation to council to extend the Proposition 218 balloting process timeline with a new target effective date for new assessment rates of July 1, 2027, or FY 2027-2028.

The proposed modified timeline will allow for a longer community engagement period between the scheduled publication of the Engineer’s Reports and when ballots will be mailed to property owners. The LOC and resident-led LLMD working groups will have approximately one year (February 2026 through February 2027) to share information, collaborate with their community, and encourage property owner participation in the balloting process.

Exhibit A shows the current timeline that was accepted by the council on May 20, 2025, with a target effective date for new assessment rates of July 1, 2026 (FY 2026-2027).

Exhibit B shows the proposed modified timeline with a target effective date for new assessment rates of July 1, 2027 (FY 2027-2028).

Council Direction
Staff requests the c ouncil’s direction regarding the LOC’s recommendations that the council approve the proposed modified timeline with a target effective date for new assessment rates of July 1, 2027 (FY 2027-2028).

FINANCIAL IMPACT
N/A

PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
On August 28, 2025, the Landscape Oversight Committee moved to update their recommendation to council to extend the Proposition 218 balloting process timeline with a new target effective date for new assessment rates of July 1, 2027, or FY 2027-2028.

ALTERNATIVE ACTION
The council may choose to request more information from staff or the LOC or take other related actions.

COORDINATED WITH
Landscape Oversight Committee

STAFF CONTACT
Chris Lewis, Sr. Management Analyst
(707) 428-7089
[email protected]

ATTACHMENTS
Attachment 2: Exhibit A - Current Timeline (Target Effective Date July 1, 2026) Attachment 3: Exhibit B - Proposed Modified Timeline (Target Effective Date July 1, 2027)

Date Action
April 1, 2025 Council directs staff to proceed with Prop 218 April - May 2025 RFQ development
May 21, 2025 Release RFQ
June 17, 2025 RFQs due to City
June 18, 2025 - June 24, 2025 RFQ review panel independently review and score submittals June 25, 2025 RFQ review panel meets
June 26, 2025 - July 11, 2025 Consultant interviews (if needed) July 17, 2025 LOC dicusses RFQ results
August 2025 Consultant contract negotiations and Council approval September 2025 - February 2026 Develop Engineer's Report (Min. 6 months; consideration for holidays) February 2026 Community engagement w/Engineer's Report
March 3, 2026 Notice of Intent
March 4, 2026 Mail notice and ballot package (NLT 45 days before public hearing) April 21, 2026 Public Hearing; Begin ballot tabulation
May 5, 2026 Announce ballot results; Form new districts June 2, 2026 Notice of Intent for districts that did not pass June 16, 2026 Public Hearing for districts that did not pass July 1, 2026 New assessment rates effective for FY 2026-2027 August 10, 2026 Tax rolls due to county
2026 LLMD PROPOSITION 218 BALLOTING TIMELINE FOR NEW ASSESSMENTS EFFECTIVE FY 2026-2027 ATTACHMENT 1

CURRENT TIMELINE

Date Action
April 1, 2025 Council directs staff to proceed with Prop 218 April - May 2025 RFQ development
May 21, 2025 Release RFQ
June 17, 2025 RFQs due to City
June 18, 2025 - June 24, 2025 RFQ review panel independently review and score submittals June 25, 2025 RFQ review panel meets
June 26, 2025 - July 11, 2025 Consultant interviews (if needed) July 17, 2025 LOC dicusses RFQ results
August 2025 Consultant contract negotiations and Council approval September 2025 - February 2026 Develop Engineer's Report (Min. 6 months; consideration for holidays) February 2026 - February 2027 Community engagement w/Engineer's Report March 3, 2027 Notice of Intent
March 4, 2027 Mail notice and ballot package (NLT 45 days before public hearing) April 21, 2027 Public Hearing; Begin ballot tabulation
May 5, 2027 Announce ballot results; Form new districts June 2, 2027 Notice of Intent for districts that did not pass June 16, 2027 Public Hearing for districts that did not pass July 1, 2027 New assessment rates effective for FY 2027-2028 August 10, 2027 Tax rolls due to county
ATTACHMENT 2

PROPOSED MODIFIED TIMELINE
2027 LLMD PROPOSITION 218 BALLOTING TIMELINE FOR NEW ASSESSMENTS EFFECTIVE FY 2027-2028

Agenda Item No: O.2

AGENDA REPORT
DATE: October 21, 2025

TO: Mayor and Council

FROM: David Gassaway, City Manager

SUBJECT: Resolution 2025 -207 HR Amending Terms and Conditions for Fairfield Police Managers’ Association Memorandum of Understanding

Amending the Terms and Conditions of the Memorandum of Understanding for the Fairfield Police Managers’ Association

Funding Source: N/A

Contact: Farbod Pirouzmand (707) 428-7397

RECOMMENDED ACTION
Adopt resolution.

STATEMENT OF ISSUE
The Human Resources Department (HR) seeks to amend the current terms and conditions and adopt the resolution for the new successor memorandum of understanding (MOU) between the City and Fairfield Police Managers’ Association (FPMA) to reflect the amendments made to the agreement as a result of successful bargaining between the parties.

DISCUSSION
In March of 2025 , city management and FPMA representatives began negotiating a successor MOU. The parties came to a negotiated settlement for the successor MOU, and the members of FPMA have voted to ratify this new agreement. Management’s approach to negotiation was focused on generating significant savings for the city without compromising essential services.

The immediate impact of approving this MOU is a projected savings of $15,000 over the next two years. While this figure may seem modest in the context of the city's overall budget , it yields significant long-term savings over a ten -year period estimated at $335,250. This MOU, and the collaborative, good-faith negotiations with which both parties participated, is a proactive step towards securing the city’s financial future. Therefore, staff recommend the City Council adopt the resolution for the successor MOU with FPMA.

The term of the successor MOU begins July 1, 2025, and expires June 30, 2027. The amendments will take effect on the first full pay period following the council adoption of the successor MOU.

There are no cost-of-living adjustments during this term of this MOU.

Additional amendments to the successor MOU are summarized in the table below:

Provision Summary of Change
Bereavement Leave Updated to ensure compliance with state law Bilingual Pay Updated eligibility standards to ensure pay is granted only where language skills are routinely
used
Constructive Receipt Committed parties to meet and confer to ensure leave cash-out practices comply with federal
Internal Revenue Service (IRS) rules, thus protecting
the City from risk of penalties
Deferred Compensation: 401(a) Enhanced benefit offerings Health, Life Insurance, and Other Benefits Streamlined existing language Holidays Eliminated floating holiday and converted existing holiday leave banks to a premium to reduce long-
term liability for unused paid time off
Meal Reimbursement (P .O.S.T. Training) Aligned MOU with administrative policy Personal Leave Established a maximum accrual limit where none existed previously
Retirement (EPMC/Contribution Rates) Decreased employer obligations through a reduced benefit offering and increase to employee share
Sick Leave Streamlined existing language
Tuition Reimbursement Enhanced benefit offering and brought into compliance with IRS rules
Uniform Allowance Aligned with CalPERS reporting requirements Vacation Accrual Rates Reduced accrual rates for employees hired into city service after the adoption of successor MOU

The redlined successor MOU is attached to this report.

FINANCIAL IMPACT
The total savings to the General Fund (Fund 101) over the two years for the amendments made to the successor MOU between the City and FPMA is $15,000.

PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
N/A

ALTERNATIVE ACTION
The council may choose not to approve the new successor MOU between the City and FPMA and direct staff to negotiate different terms than stated above.

COORDINATED WITH:

City Attorney’s Office, City Manager’s Office, and Finance Department

STAFF CONTACT
Farbod Pirouzmand, Assistant City Manager/Director of Human Resources (707) 428-7397
[email protected]

ATTACHMENTS
Attachment 2: Proposed Resolution
Attachment 3: Proposed MOU - FPMA

CITY OF FAIRFIELD

RESOLUTION NO. 2025-207

AMENDING THE TERMS AND CONDITIONS OF THE MEMORANDUM OF UNDERSTANDING FOR THE FAIRFIELD POLICE MANAGERS’ ASSOCIATION

WHEREAS, the City Council and the City of Fairfield enacted the Employer -Employee Relations Resolution No. 2001-185, pursuant to the Meyers -Millias-Brown Act (MMB A), California Government Code Section 3500, et. Seq, and representatives of the city manager ha ve met and conferred in good faith with the representatives of the Fairfield Police Managers’ Association, the recognized organization for certain employees; and

WHEREAS, the Fairfield Police Managers’ Association has held a successful ratification vote.

NOW, THEREFORE, THE COUNCIL OF THE CITY OF FAIRFIELD HEREBY RESOLVES:

Section 1. The council hereby approves the Memorandum of Understanding (MOU) as outlined in Attachment 3 for the Fairfield Police Managers’ Association.

Section 2. The city manager is hereby authorized and directed to do all things necessary to implement this resolution.

PASSED AND ADOPTED this 21st day of October 2025, by the following vote:

AYES: MEMBERS: MOY/BERTANI/CARR/PANDURO/SANDHU/TONNESEN/WILLIAMS NOES: MEMBERS: _________________________________________________ ABSENT: MEMBERS: _________________________________________________ ABSTAIN: MEMBERS: _________________________________________________

_________________________________________________
MAYOR
ATTEST:
___________________________

CITY CLERK

CITY OF FAIRFIELD
&

FAIRFIELD POLICE

MANAGEMENT

ASSOCIATION

July 01, 2022 - June 30, 2025

MEMORANDUM OF UNDERSTANDING

Table of Contents

ARTICLE 1. RECOGNITION .................................................................................................................... 1 ARTICLE 2. MOU CONTROLLING .......................................................................................................... 1 ARTICLE 3. TERM OF MOU ................................................................................................................... 1 ARTICLE 4. NO DISCRIMINATION ........................................................................................................ 1 ARTICLE 5. DUES CHECKOFF ................................................................................................................ 2 ARTICLE 6. EMPLOYEE AND ASSOCIATION RIGHTS ............................................................................ 2 ARTICLE 7. MANAGEMENT RIGHTS ...................................................................................................... 4 ARTICLE 8. COMPENSATION / WAGES ................................................................................................. 5 A. Wage Increases ................................................................................................................... 5 B. Salary Compaction .............................................................................................................. 5 C. Bilingual Pay ........................................................................................................................ 5 D. Incentive Pay ....................................................................................................................... 6 E. Overtime for Police Sergeants ............................................................................................ 6 F. Compensation for Lieutenants ........................................................................................... 8 G. Definitions ........................................................................................................................... 9 ARTICLE 9. PROBATIONARY PERIOD AND MERIT REVIEW ............................................................... 10 A. Probationary Period .......................................................................................................... 10 B. Merit/Review .................................................................................................................... 10 C. Promotion and Demotion ................................................................................................. 10 ARTICLE 10. WORK HOURS .................................................................................................................. 10 A. Fixed Schedule .................................................................................................................. 10 B. Flexible Schedule .............................................................................................................. 11 C. Shift Bidding ...................................................................................................................... 12 D. Rest Period ........................................................................................................................ 12 ARTICLE 11. LIGHT DUTY ...................................................................................................................... 12 ARTICLE 12. LEAVE/TIME OFF .............................................................................................................. 12 A. Holiday Conversion Premium ........................................................................................... 12 B. Vacation ............................................................................................................................ 15 C. Personal Leave .................................................................................................................. 18 D. Sick Leave .......................................................................................................................... 19 E. Bereavement Leave .......................................................................................................... 21 F. Constructive Receipt ..................................................................................................... 2221 ARTICLE 13. HEALTH, LIFE INSURANCE, AND OTHER BENEFITS ......................................................... 22

A. Medical and Dental Program ............................................................................................ 22 B. Unreimbursed Medical Expenses and Childcare Expenses............................................... 24 C. Vision Care ........................................................................................................................ 24 D. Retiree Medical ................................................................................................................. 24 E. Life Insurance .................................................................................................................... 25 F. Short Term Disability (STD) ............................................................................................... 25 G. Long Term Disability (LTD) ................................................................................................ 25 H. Employees' Deferred Savings Accounts ........................................................................ 2625 I. Car Allowance ................................................................................................................... 26 J. Direct Deposit ................................................................................................................... 26 K. Financial Consulting Service .............................................................................................. 26 L. Retiree Medical Expense Program .................................................................................... 26 ARTICLE 14. UNIFORM ALLOWANCE, AND SAFETY EQUIPMENT ISSUANCE .................................. 2726 A. Uniform Allowance ....................................................................................................... 2726 B. Ballistic Vests .................................................................................................................... 27 ARTICLE 15. TUITION REIMBURSEMENT ............................................................................................. 27 ARTICLE 16. P.O.S.T. REIMBURSEMENT .......................................................................................... 2827 ARTICLE 17. RETIREMENT ................................................................................................................ 2827 A. CalPERS Member Tiers .................................................................................................. 2827 B. Employee PERS Contribution ............................................................................................ 28 ARTICLE 18. EMPLOYEE ASSISTANCE PROGRAM (EAP) ....................................................................... 29 ARTICLE 19. INTERNAL AFFAIRS PANEL ............................................................................................... 29 ARTICLE 20. GRIEVANCE PROCEDURE ................................................................................................. 30 A. Definition of Grievance ..................................................................................................... 30 B. Purpose ............................................................................................................................. 30 C. Process .............................................................................................................................. 30 D. General Provisions ............................................................................................................ 31 ARTICLE 21. DISCIPLINE PROCEDURE ................................................................................................... 32 A. Written Reprimand ........................................................................................................... 32 B. Suspensions, Demotions, and Terminations..................................................................... 33 ARTICLE 22. LAYOFF PROCEDURE......................................................................................................... 34 A. Statement of Intent .......................................................................................................... 34 B. Notification ....................................................................................................................... 34 C. Vacancy and Demotion ..................................................................................................... 34 D. Seniority ............................................................................................................................ 35

E. Employment Status ........................................................................................................... 35 F. Re-employment List ...................................................................................................... 3635 G. Duration of Re-employment List ...................................................................................... 36 ARTICLE 23. NO STRIKE ........................................................................................................................ 36 ARTICLE 24. RESIDENCY REQUIREMENT ............................................................................................. 36 ARTICLE 25. DRUG AND ALCOHOL TESTING ....................................................................................... 36 ARTICLE 26. SPECIAL ASSIGNMENTS ............................................................................................... 3736 ARTICLE 27. SEVERABILITY AND INTEGRATION .................................................................................. 37 ARTICLE 28. CONTINUATION OF LABOR AND MANAGEMENT MEETINGS ......................................... 37 SIGNATURE PAGE ....................................................................................................................................... 38 Appendix 1. LIGHT DUTY POLICY AND PROCEDURE……………………………………………………………………….…39

Return to Table of Contents 1

MEMORANDUM OF UNDERSTANDING BETWEEN THE CITY OF

FAIRFIELD AND

THE FAIRFIELD POLICE MANAGEMENT ASSOCIATION

Whereas, the Fairfield Police Management Association ("FPMA" or the "Association") represents all sworn police officers holding the rank of Sergeant or above, excluding the Chief of Police; and

Whereas, the authorized representatives of the City and the authorized representatives of the Association have met and conferred pursuant to California Government Code Section 3500 et seq., and the City's Resolutions No. 2001-185, in order to reach an agreement concerning wages, hours, and working conditions within the scope of representation; and

Whereas, the Association and the City hereby acknowledge that the provisions of this agreement are not intended to abrogate the authority and responsibility of the City Government provided for under the laws of the State of California or the ordinances and resolutions of the City Council; and

Now, therefore, the City of Fairfield and the Association agree to this Memorandum of Understanding (MOU), as follows:

ARTICLE 1. RECOGNITION
The Association is recognized by the City as the exclusive representative of sworn officers at or above the rank of Sergeant, excluding the Chief of Police, in the Fairfield Police Department. As such, the Association has the exclusive right to serve as the negotiating representative for all such employees, on matter within the scope of representation as defined by California Government Code section 3504.

ARTICLE 2. MOU CONTROLLING
The City's Employee Relations Resolution shall govern City employment, unless the MOU conflicts, in which case the MOU shall control.

ARTICLE 3. TERM OF MOU
The terms of this MOU shall commence from July 1, 2022 2025 through June 30, 20252027.

ARTICLE 4. NO DISCRIMINATION
In the administration of this MOU, no person covered by this MOU shall be discriminated against on the basis of membership or non-membership in the Association, or participation in the activities of the Association.

The City reserves the right to administer and interpret the MOU to ensure compliance with anti-discrimination laws.

This MOU provision shall not be interpreted to grant rights in addition to those conferred by federal, state, and local laws.

Return to Table of Contents 2
ARTICLE 5. DUES CHECKOFF
The City and the Association acknowledge that a dues checkoff procedure has been adopted pursuant to City Resolution No. 2001-185, which procedure shall continue during the term of this MOU.

ARTICLE 6. EMPLOYEE AND ASSOCIATION RIGHTS
A. The Association and covered employees shall have those rights conferred by the Meyers-Milias-Brown Act, Government Code section 3500, et seq.

B. Employees shall not have any formal punitive personnel action taken which will result in any loss of pay or benefits, unless the employee is notified in writing as to the reason or reasons thereof and given reasonable opportunity to respond. Nothing in this clause shall prevent the City from rejecting, without cause, an employee during probationary status.

C. The City shall abide by the Public Safety Officers Procedural Bill of Rights (Government Code Section 3300 et seq.) and such is hereby incorporated into this agreement.

D. Formally recognized employee organizations may select not more than two (2) employee members of such organizations to attend scheduled meetings with the Director of Human Resources or other management officials on subjects within the scope or representation during regular work hours without loss of compensation.

Where circumstances warrant, the Director of Human Resources may approve the attendance of additional employee representatives with or without the loss of compensation. The employee organization shall, whenever practicable, submit the names of all such employee representatives to the Director of Human Resources at least three (3) calendar days in advance of such meetings. Provided further:

1. That no organization representative, who is a City employee, shall leave his or her their duty or work station without specific approval of the Chief of Police or other authorized City Management official.

2. That any such meeting is subject to scheduling by City management in a manner consistent with operation and work schedule.

3. Nothing provided herein, however, shall limit or restrict City management from scheduling such meetings before or after regular duty or work hours under appropriate circumstances. No compensation shall be paid City employees for any meetings or related work conducted out of the normal working hours.

E. Reasonable access to employee work locations shall be granted officers of recognized employee organizations and their officially designated representatives, for the purpose of processing grievances or contacting members of the organization concerning business within the scope of representation. Such officers or representatives shall not enter any work location during normal duty hours without the consent of the Chief of Police or the

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Director of Human Resources. Such consent shall not be unreasonably withheld. Access shall be restricted so as not to interfere with the normal operations of the department or with established safety or security requirements.

F. Recognized employee organizations may, with prior approval of the Director of Human Resources, be granted use of the City facilities during off-duty hours for meetings of City employees provided such space is available. All such requests shall be in writing and shall state the purpose or purposes of the meeting. The City reserves the right to assess reasonable charges for the use of such facilities.

The use of City equipment, other than items normally used in the conduct of business meetings, such as desks, chairs, and blackboards, is strictly prohibited, the presence of such other equipment in approved City facilities notwithstanding.

G. Recognized employee organizations may use portions of City bulletin boards under the following conditions:

Prior to posting, all materials must receive the approval of the Department or Division Head in charge of the departmental bulletin board. Should the Department Head not approve any item for posting and, if after discussing the matter with the employee organization representative a disagreement still remains, then the matter shall be referred to the Director of Human Resources for determination.

1. All materials posted shall not constitute harassment, discrimination, or retaliation based on a legally protected status.

2. All materials must be dated and must identify the organization that published them.

3. Unless special arrangements are made, materials posted must be removed thirty-one (31) days after publication date.

4. The City reserves the right to determine where bulletin boards shall be placed and what portion of them are to be allocated to employee organizations' material.

5. An employee organization that does not abide by these rules shall forfeit its right to have materials posted on City bulletin boards.

H. The parties recognize that a substantial body of statutory and case law has developed relative to the rights and obligations of an employer and the employees pursuant to the Meyers-Milias-Brown Act. It is agreed by both parties that each will be bound by applicable statutory and case law. It is also agreed in the interest of maintaining improved employer/employee relations, that each party will make a good faith effort to respect the rights of the other party at all times during the life of the MOU.

Return to Table of Contents 4
ARTICLE 7. MANAGEMENT RIGHTS
A. The Association recognizes that the City retains, whether exercised or not, solely and exclusively, all express and inherent rights and authority pursuant to law with respect to determining the level of and the manner in which the City's law enforcement activities are conducted, managed, and administered, and the Association recognizes the exclusive rights of the City to establish and maintain Departmental rules and procedures for the administration of the Police Department during the term of this MOU provided that such rules and procedures do not violate any of the specified express provisions herein.

B. The City retains the exclusive right and authority to schedule work and/or overtime work as required in the manner most advantageous to the City.

C. It is understood by the parties that every incidental duty connected with operations enumerated in job descriptions is not always specifically described, nevertheless, it is intended that all such duties shall be performed by the employee.

D. The City reserves the right to discipline or discharge employees for cause, subject to the City's and/or Police Department's discipline procedures.

E. The City reserves the right to lay off personnel in accordance with the City's procedures, and as established in the MOU.

F. The City shall determine work assignments, and establish methods and processes by which assignments are performed.

G. The City shall have the right to transfer or reassign employees within the Police Department in a manner most advantageous to the City.

H. Except as otherwise specifically provided in this MOU, the City retains unqualifiedly all rights and authority to which, by law, the City is entitled.

I. The City shall have the authority to affect reorganization of the Police Department.

J. The Association recognizes that the City has rights and obligations in contracting for matters related to municipal operations. The right of contracting or subcontracting is vested exclusively in the City.

K. The Association pledges cooperation to the increasing of Departmental efficiency and effectiveness. Any and all rights concerning the management, organization, and direction of the Police Department and the police force shall be exclusively the right of the city unless otherwise provided by the express terms of this MOU as permitted by law.

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ARTICLE 8. COMPENSATION / WAGES
A. Wage Increases
There will be no cost-of-living adjustments during this memorandum of understanding.Wage increases for the term of this MOU are as follows:

 5% increase in base wage the first full pay period in July of 2022  3% increase in base wage the first full pay period in July 2023  5.5% increase in base wage the first full pay period in July 2024

B. Salary Compaction
The top step base wage for a Police Sergeant with a Bachelor’s Degree is no less than

17.5% above a top step Police Officer with a Bachelor’s Degree, Advanced POST, FTO, Proficient officer and maximum Longevity incentives. The top step base wage for a Police Sergeant with an Associate’s Degree or 60 accredited college units is 2.5% below the top step Police Sergeant with a Bachelor’s Degree. The top step base wage for a Police Lieutenant is no less than 15.0% above a top step Sergeant with a Bachelor’s Degree. The top step base wage for a Police Captain is no less than 15.0% above a top step Police Lieutenant.

C. Bilingual Pay

1. Eligibility
a. Any bilingual employee in a position that necessitates substantial public contact, which may involve the regular and frequent application of bilingual skills, shall be eligible to receive additional compensation. b. Regular and frequent application of bilingual skills shall be defined as utilizing the skill on average of once per week.
c. The eligible second languages for compensation shall be limited to Tagalog and Spanish. Exceptions can be made at the discretion of the Department Head, provided they attest that the employee will meet criteria listed in (a) and (b) above for the additional language.

Human Resources may carry out a biannual evaluation to determine the necessity of bilingual employees within a department.

2. Pay
a. Each eEmployees who meets the City's certification and eligibility requirements shall be compensated an additional $75.00$100 per month, . b. Such compensation shall be effective beginning the pay period following testing and certification. The City will choose the languages qualifying for bilingual pay.

3. Termination of Bilingual Pay
The bilingual pay may be terminated if/when any of the following occurs:

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a. Refusing to use their bilingual skill without justification or frequently refusing to use their bilingual skills.
b. If an employee moves to a new position due to a promotion, demotion, or transfer, their bilingual pay will be discontinued until the Department Head submits a new request attesting that the employee’s new position meets the criteria for bilingual skills.
c. If it is assessed that employees are not utilizing their bilingual skills as part of their job responsibilities or if a language service can adequately meet the department’s needs.
d. Termination of employment.

Employees on leave of absence other than workers’ compensation for a full pay period will not be eligible for bilingual pay during that pay period. Bilingual pay will be reinstated at the start of the pay period following their return to work.

D. Incentive Pay
Police Sergeants with a P.O.S.T. Supervisory Certificate, which requires an A.A. degree or 60 semester credits, 11 of years of experience as a Police Officer (with two or more years as a supervisor) and completion of 900 hours of P.O.S.T. training, shall be paid at the same level as a Sergeant with a B.A. degree.

E. Overtime for Police Sergeants
Police Sergeants shall receive overtime, at the rate of 1-1/2 times the regular rate of pay, to the closest quarter of an hour as follows:

1. FPMA acknowledges the City’s intention to declare a 7K work period, 171 hours/28 days. Thus, for purposes of the FLSA, the City shall pay overtime at the rate of 1-1/2 times the regular rate of pay, for hours worked beyond 171 in a 28-day.

2. The City will pay overtime based on this MOU, as follows:

a. For all sergeants, overtime shall be paid for all hours in excess of 165.42 in a 28-day period.

b. Police Sergeants assigned to a fixed work schedule (i.e., patrol sergeants) shall be paid at an overtime rate for hours worked as an extension of a regularly scheduled work shift. If an employee has already worked the normally scheduled workday and is subsequently called back to duty before the next normally scheduled workday, the employee shall receive compensation at the overtime rate to the closest quarter of hour.

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3. In addition to overtime compensation pursuant to the FLSA and paragraph 2 above, the City will pay MOU overtime benefits for unscheduled work time as follows:

a. Court: 1-1/2 pay or Compensatory Time Off (CTO), with four-hour minimum.

Exception: 1-1/2 pay or CTO for court appearances, which occur prior to, or extend beyond, employees' scheduled work periods shall be hour-for- hour, with no minimum.

b. Multiple court appearances in the same day shall be paid straight through from the start of the initial appearance through the last appearance when the employee is relieved. In such instances, there shall not be multiple four-hour minimums.

c. Employees who have been subpoenaed to appear in Court on a regularly scheduled day off and are subsequently cancelled less than 48 hours prior to the Court appearance will be eligible to receive two (2) hours of pay at time and one-half of the employee’s base wage.

If an employee is subpoenaed for a Court appearance on a Monday and this is the employee’s regularly scheduled day off, the employee will be eligible to receive two (2) hours of pay at time and one-half of the employee’s base wage unless the subpoena is cancelled at least 48 hours prior to the beginning of the employee’s regularly scheduled weekend.

If the employee has multiple subpoenas on the same day, the employee may be eligible for an additional two (2) hours of pay if the second subpoena is scheduled more than two (2) hours after the first. Example: if the first subpoena is for 8:00 a.m. and the appearance is cancelled after the 48-hour limit, and the second subpoena is for 10:30 a.m. and the appearance is cancelled for that appearance, the employee will be eligible to receive four (4) hours of pay at time and one-half of the employee's base wage. For purposes of this section, no employee will be eligible for more than four (4) hours of additional in any one day. Employees may be noticed by the City or District Attorney’s Office of Court cancellation.

Should the employee receive two subpoenas and one is cancelled while the other still requires the employee to attend, the employee will only be compensated for the scheduled appearance. In this instance the employee will not be entitled to the two (2) hours of time and one-half pay.

d. Call Outs: 1-1/2 pay or CTO, with four-hour minimum.

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Exceptions:

1. If call out begins less than four hours before the start of an employee's reporting to duty, there will be no four-hour minimum.

2. Multiple call outs on the same day shall be paid straight through from the start of the initial appearance through the last appearance when the employee is relieved. In such
instances, there shall not be multiple four-hour minimums.

e. Special Services Assignments
1-1/2 pay or CTO. There will be no minimum number of hours.

f. Preparatory/Briefing Time Premium Pay
Based upon the parties' good faith estimates of the time necessary to prepare for and conduct daily briefings, each Police Sergeant shall be paid

5.42 hours of Preparatory/Briefing Time each 28-day work period.

g. Preparatory/Briefing Time will be paid at the straight time rate of pay and will be paid during periods of paid leave.

Preparatory/Briefing Time will be reported to PERS as compensation and is subject to confirmation by PERS.

4. CTO: In lieu of pay, upon request of the employee, the City will pay for overtime in the form of Compensatory Time Off (CTO). CTO balances may not exceed 240 hours. CTO is earned at the rate of 1-1/2, as described above. The City may cash out CTO balances at any time, upon notice to the affected employee. Employees may cash out Compensatory Time Off upon reasonable advance notice to the City. Employees may, with approval of their supervisors, take Compensatory Time Off. Requests for taking CTO shall not be unreasonably denied. With reasonable notice to payroll, all Compensatory Time may be cashed out upon employee request.

F. Compensation for Lieutenants
Lieutenants will be paid a salary for scheduled hours worked during each pay period.

1. Work Hours In Excess of Regular Schedule
For all Police Lieutenants, overtime shall be paid at a rate of 1-1/2 times the employee’s hourly rate of pay for all paid hours in excess of 160 hours in each 28 day FLSA work period.

2. Compensation for Particular Duties
Overtime for additional duties shall be paid as follows:

a. Court Appearances - 1-1/2 pay or CTO with four-hour minimum:

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Exception: 1-1/2 pay or CTO for court appearances, which occur prior to, or extend beyond, employees' scheduled work periods shall be hour-for- hour, with no minimum.

b. Extra Shifts - 1-1/2 pay or CTO.

c. Meetings - 1-1/2 pay or CTO with four-hour minimum.

d. Call outs - 1-1/2 pay or CTO with a four-hour minimum.

e. Shift Extensions - 1-1/2 pay when employees are required to work more than two hours past the end of their normally scheduled work day.

f. Travel/TDY Time - To be handled by shift adjustment or 1-1/2 pay or CTO.

g. Special Services Assignments: - 1-1/2 pay or CTO. There will be no minimum number of hours.

3. Preparatory/Briefing Time Premium Pay
Based upon the parties’ good faith estimates of the time necessary to prepare for and conduct daily briefings, each Police Lieutenant will be paid

3.84 hours of Preparatory/Briefing Time each 28-day work period.

a. Preparatory/Briefing Time will be paid at the straight time rate of pay and will be paid during of periods of paid leave.

b. Preparatory/Briefing Time will be reported to PERS as compensation and is subject to confirmation by PERS.

G. Definitions

1. Call outs — A call out occurs when the City instructs an employee to report to work on City business during off-duty hours. Employees must receive prior approval from their supervisor before responding to call outs.

2. Meetings — Employees who are required to attend a meeting on their day off shall be eligible for the additional compensation. Employees who are required to attend a meeting which occurs more than two hours prior to the start of their shift, or which occurs and concludes more than two hours after the end of their shift, shall be eligible for the additional compensation.

3. Shift extensions — Employees who are required to work into the next shift shall be eligible and will receive the additional compensation upon approval of their supervisor.

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ARTICLE 9. PROBATIONARY PERIOD AND MERIT REVIEW

A. Probationary Period
Police Management shall serve a probationary period of 12 months.

B. Merit/Review
If appointed at (or promoted to) Step 1, employee is eligible for a merit review six (6) months after the date the action becomes effective. If appointed above Step 1, the merit review will be 12 months from effective date.

C. Promotion and Demotion

1. Promotion
Upon promotion to Sergeant, the promoting Officer will receive the Sergeant wage step no less than 5.0% above the monthly wage of the highest paid Police Officer, inclusive of Field Training Officer pay. In the event the Field Training Officer program is eliminated, upon promotion to Sergeant, the promoting Officer will receive the Sergeant wage step no less than 5.0% above the monthly wage with incentives of the highest paid Police Officer.

All other classifications will receive the wage step of the new classification closest to 5.0% without going under 5.0%.

A promotion is defined as moving from one classification to another classification where the top step salary of the new classification exceeds the top step wage of the previous classification. Employees who are promoted will serve a 12-month probationary period.

2. Demotion
Upon rejection during secondary probation employees will go to the same step and seniority as they had in their previous classification prior to the promotion.

3. Merit Date
The annual review date will change to correspond to the effective date of the promotion or rejection during secondary probation.

ARTICLE 10. WORK HOURS
A. Fixed Schedule
Police Sergeants assigned to a fixed work schedule shall have specified starting times and ending times to their work shifts. The employees shall have a fixed number of hours per shift, though they may not have the same starting and ending times every day.

Hours worked in excess of the scheduled shift shall be paid in accordance with the overtime policy.

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 5 days work / 2 days off
8 hours per workday

 4 days work / 3 days off
10 hours per workday

 4 days work / 3 days off / 5 days work / 2 days off
9 hours per workday

 4 days work / 2 days off / 5 days work / 3 days off
9 hours per workday

 3 days work / 4 days off / 4 days work / 3 days off
One additional day off to be assigned per 28-day FLSA work period

12.31 hours per workday

NOTE: On schedules listed above, workdays indicated are not exact and would be adjusted to total 165.42 hours per 28-day work period.

B. Flexible Schedule
Police Sergeants assigned to a flexible work schedule shall have the responsibility for working a minimum of 165.42 hours per 28-day FLSA work period. Employees on a flexible schedule shall have a general understanding or agreement regarding when the employee will routinely report to work (e.g., Monday-Friday, 2:00 p.m. to 10:00 p.m.).

That normally scheduled workday may be flexed at any time to accommodate Department operations.

If the Department directs an employee at the end of the work period to flex hours to avoid exceeding 165.42 hours worked, it must provide at least 48 hours written or verbal notice.

If flexible schedule employees are assigned to schedules with other than weekends off, to the extent possible, consistent with Department needs, days off shall be selected by seniority.

When employees assigned to a flexible schedule are required to work more than two hours past the end of their normally scheduled workday, they shall be compensated in accordance with the overtime policy and the compensated time shall be excluded from counting towards the minimum work required of 165.42 hours minimum within the 28- day FLSA work period.

Employees assigned to a flexible work schedule shall be notified by Personnel Action Form.

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C. Shift Bidding
Sergeants and Lieutenants assigned to a patrol shift will bid for their shift based on seniority within their classification. Shift bids will take place during the regular shift rotations, normally every six (6) months.

D. Rest Period
Employees who are assigned to a fixed or flex schedule and are called in to work prior to the beginning of their shift, shall have up to seven hours rest prior to the start of their next shift. The City shall pay up to seven hours for the rest period, so employees do not have to use their leave banks to cover the hours. However, if an employee wants to request more time off than seven hours, they will need to follow the current time off request protocol of the department.

ARTICLE 11. LIGHT DUTY
Light duty may be provided for employees who are unable to work due to injury or illness from either industrial or non-industrial causation. Further, workers' compensation law and disability plans provide that an employee is not entitled to temporary disability benefits if suitable light duty work is available.

The basic principles are as follows:
 The employee is temporarily not able to resume full duty, but is capable of performing some work duties.
 The employer may develop a light duty work assignment commensurate with the employee's temporary work restriction.
 If the employer is unable to offer light duty work, the employee is entitled to continued temporary disability benefits until the employee is able to resume normal duties, or is permanent and stationary, whichever is earlier.
 If the employee declines suitable light duty work, the employee is no longer entitled to temporary disability benefits.
 The City’s policy and procedure for light duty is available in Appendix 1.

ARTICLE 12. LEAVE/TIME OFF
A. Holidays Conversion Premium
The City recognizes the following 14 holidays for the Association:

New Year’s Day Indigenous Peoples’ Day/Columbus Day
Martin Luther King, Jr. Day Veterans Day
Presidents Day Thanksgiving Day
Memorial Day Day after Thanksgiving
Juneteenth (June 19) Christmas Eve
Independence Day Christmas Day
Labor Day New Year’s Eve

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Employees who are normally required to work on an approved holiday because they work in positions that require scheduled staffing without regard to holidays shall receive additional compensation, over and above the employee’s monthly rate of pay. The additional compensation is calculated as a percentage of base wage at the below rates.

Base wage is the employee’s salary step, excluding any other premiums or incentives.

Rank Holiday Conversion
Premium Rate
Calculation
Sergeant 5.46%
8 holidays @ 8 hours per holiday (64 hours /
2080 hours annually = 3.08%)

6 holidays @ 8 hours plus 16 minutes briefing
prep time per holiday (49.63 hours / 2080
hours annually = 2.38%)

64 + 49.63 = 113.63 / 2080 = 5.46%
Lieutenant 5.44%
8 holidays @ 8 hours per holiday (64 hours /
2080 hours annually = 3.08%)

6 holidays @ 8 hours plus 12 minutes briefing
prep time per holiday (49.15 hours / 2080
hours annually = 2.36%)

64 + 49.15 = 113.15 / 2080 = 5.44%
Captain 5.38%
14 holidays @ 8 hours per holiday (112 hours)

112 / 2080 = 5.38%

Beginning with the first full pay period following City Council adoption of this MOU, employees will no longer receive Holiday-in-Lieu or Vacation-in-Lieu (“HIL/VIL”) as described in the predecessor MOU. All existing HIL/VIL banks will be converted to a cash value that includes the Holiday Conversion Premium and set aside based on the following calculation:

Combined total # of hours in HIL/VIL banks x employee’s base wage increased by corresponding Holiday Conversion Premium

Example:
 A Sergeant-BA has 25 hours HIL and 75 hours VIL for a combined total of 100 hours HIL/VIL.
 Their base wage at step 4 is $88.3699
 The corresponding Holiday Conversion Premium for their rank is 5.46%  100 x $88.3699 = $8,836.99

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 $8,836.99 x 5.46% = $482.4997
 $8,836.99 + $482.4997 = $9.319.4897
 This employee’s HIL/VIL bank will be frozen at a cash value of $9,319.4897

Employees must elect one or more of the following options for the converted cash value of the frozen HIL/VIL leave balances accrued under the predecessor MOU:
 Receive a cash payout either in a single payment or broken up over multiple years  Transfer the balance into the employee’s deferred compensation account (457 Plan), subject to IRS limits and plan Administrator approval, either in a single payment or broken up over multiple years
 Transfer the balance into the employee’s Retirement Health Savings (RHS) account, subject to IRS limits and plan Administrator approval  Any combination of the above
 Note: cash payments are not reportable as PERS compensation

1. Paid Holidays
Employees are eligible for paid holidays beginning the first date of hire.

Employees who are required to work on holidays accrue holidays as cash payment. The accrual rate is 48 hours per year (1.846 hours/pay period).

2. Vacation In-Lieu of Holiday
Employees are eligible to take vacation in lieu of holidays beginning the first date of hire as they are accrued. Police classifications required to report to work on holidays accrue vacation in-lieu of holiday at an accrual rate of 64 hours per year (2.462 hours /pay period). The maximum accrual rate is 64 hours per year.

3. Holiday credits shall be accrued on the following basis:

Sergeants
In Lieu Holidays 64 hours per year – 2.462 hours per pay period Paid Holidays 49.63 hours per year – 1.909 hours per pay period

Lieutenants
In Lieu Holidays 64 hours per year – 2.462 hours per pay period Paid Holidays 49.15 hours per year – 1.89 hours per pay period

All Other members
In Lieu Holidays 64 hours per year – 2.462 per pay period Paid Holidays 48 hours per year – 1.846 per pay period

4. Holidays for 40-Hour Workweek
Those scheduled for a 40-hour workweek receive the following paid holidays:

 January 1 – New Year’s Day
 January (third Monday) – Martin Luther King Jr’s Day

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 February (third Monday) – President’s Day
 May (last Monday) – Memorial Day
 June 19 - Juneteenth
 July 4 – Independence Day
 September (first Monday) – Labor Day
 October - Columbus Day
 November 11 – Veterans Day
 November – Thanksgiving
 November – Friday after Thanksgiving
 December 24 – Christmas Eve
 December 25 – Christmas Day
 New Year’s Eve

Holidays that fall on Saturday shall be observed on the previous Friday and holidays that fall on Sunday shall be observed on a succeeding Monday.

Sequential holidays falling on a Friday/Saturday or a Sunday/Monday shall be celebrated on a Friday and Monday.

5. Floating Holiday
Employees will have one 8-hour floating holiday placed into a floating holiday bank annually. The hours in this bank are not cashable and must be used in the year they are accrued. This bank is capped at a total of 8 hours.

B. Vacation
During the first six (6) months of employment, new hires shall not be eligible to take vacation. Upon completion of six (6) months of continuous full-time service, vacation accrued during the previous six (6) month period may be taken. Vacation credits are earned during each anniversary year at the rate indicated below.

1. Vacation Accrual
a. For members hired or promoted into the bargaining unit before the adoption of the successor MOU, vVacation leave with pay shall accrue on the following basisas follows:

Sergeants
Years of Service Vacation Accrual Rate
Date of Hire through year 3 3.18 hours per pay period
Beginning year 4 through year 10 4.78 hours per pay period Beginning year 11 through year 15 6.36 hours per pay period Beginning year 16 through year 20 7.32 hours per pay period

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Beginning year 21 and over 7.95 hours per pay period

All Other Members
Years of Service Vacation Accrual Rate
Date of Hire through year 3 3.08 hours per pay period
Beginning year 4 through year 10 4.62 hours per pay period Beginning year 11 through year 15 6.15 hours per pay period Beginning year 16 through year 20 7.08 hours per pay period Beginning year 21 and over 7.69 hours per pay period

b. Employees who promote from FPOA but were hired into City service prior to the adoption of this MOU will be Y rated and will receive the greater of their accrual rate at the time of promotion or the rate they are entitled to receive based on the below tables.

c. Employees who join the City after the adoption of this MOU will receive vacation accruals based on the tables below.

Sergeants
Years of Service Vacation Accrual Rate
Date of Hire through year 3 2.8592 hours per pay period Beginning year 4 through year 10 4.1784 hours per pay period Beginning year 11 through year 15 6.0459 hours per pay period Beginning year 16 through year 20 6.9987 hours per pay period Beginning year 21 and over 7.6343 hours per pay period

All Other Members
Years of Service Vacation Accrual Rate
Date of Hire through year 3 2.7692 hours per pay period Beginning year 4 through year 10 4.0385 hours per pay period

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Beginning year 11 through year 15 5.8462 hours per pay period Beginning year 16 through year 20 6.7692 hours per pay period Beginning year 21 and over 7.3846 hours per pay period

Sergeants – Years of Service Number of Vacation Days Per Year
Date of Hire through year 3 3.18 hours per pay period (10 days per year)
Beginning year 4 through 10 4.78 hours per pay period (15 days per year)
Beginning year 11 through 15 6.36 hours per pay period (20 days per year)
Beginning year 16 through 20 7.32 hours per pay period (23 days per year)
Beginning year 21 and over 7.95 hours per pay period (25 days per year)

All Other Members – Years of Service Number of Vacation Days Per Year Date of Hire through year 3 3.08 hours per pay period (10 days per year)
Beginning year 4 through 10 4.62 hours per pay period (15 days per year)
Beginning year 11 through 15 6.15 hours per pay period (20 days per year)
Beginning year 16 through 20 7.08 hours per pay period (23 days per year)
Beginning year 21 and over 7.69 hours per pay period (25 days per year)

2. Maximum Accrual
The maximum vacation hours that may be accrued are 2.0 times the employee's current annual rate.

3. Upon ratification of the successor MOU between the parties, the City will adhere to the following criteria for lateral hires and current employees in the bargaining unit that were hired prior to 2017:

Front-Loaded Accrual for Lateral Hires

a. Lateral Hires will be credited with years of service for each year of full- time peace officer service with another agency for the purposes of determining vacation and sick leave accrual rates. For example, a Lateral Hire

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with five years of full-time service as a peace officer with another agency is eligible for City vacation accrual at the five years of service rate.

b. Laterals hired prior to 2017 will also be credited with the years of service for each year of full-time peace officer service with another agency for the purposes of determining vacation accrual rate. The years of service credit will become effective for qualified employees the first full pay period of July 2023

c. Upon hire, Lateral Hires will be immediately provided one year’s worth of sick
leave and vacation, at the rate of accrual as determined in 1 above, inaccording to the appropriate accrual tier listed above, front-loaded to their leave banks.

4. 2. Vacation Cash Out
Employees may cash out up to 100 hours of their vacation balance each calendar year; provided, however, that employees exercising their option to
cash out must maintain a minimum balance of 80 hours of vacation (includes
vacation-in-lieu) after the cash out.

FPMA and the City agree to explore legal and appropriate methods to render the vacation cash outs reportable to PERS. Upon separation from the City, employees shall be paid for any unused vacation credit, at the rate applicable
on their date of separation.

C. Personal Leave

1. Sergeants and Lieutenants –
The annual amount of personal leave will be 40 hours (accrues at 1.538 hours per pay period) with a maximum accrual of four times the annual accrual rate (160 hours). Employees may cash out up to 100% of their personal leave bank with advance notice to payroll.

2. Captains
a. Employees currently holding the rank of Captain, and all existing bargaining unit members as of the date the successor MOU is adopted who are subsequently promoted to the rank of Captain:
- The annual amount of personal leave is 164.86 hours (accrues at 6.341 hours per pay period) with a maximum accrual rate of three times the annual accrual rate (495 hours). Employees are eligible to use personal leave as it is accrued, subject to the Police Chief’s discretion. Employees may cash out up to 100% of their personal leave bank with advance notice to payroll.

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b. Captains hired or promoted into the bargaining unit on or after the adoption of the successor MOU:

The annual amount of personal leave is 100 hours (accrues at 3.846 hours per pay period) with a maximum accrual of three times the annual accrual rate (300 hours). Employees are eligible to use itpersonal leave as it is accrued, subject to the Police Chief’s discretion.

D. Sick Leave

1. Accrual and Use
Sergeants shall receive 12 working days of sick leave with pay for each full year, accrued biweekly at a rate of 3.83 hours per pay period.

All other membersLieutenants and Captains shall receive 12 working days of sick leave with pay for each full year, accrued biweekly at a rate of 3.70 hours per pay period.

Employees are eligible to use sick leave as it is accrued. There shall be no limit on the amount of accumulated sick leave.

Sick leave shall be allowed and used solely for cases of actual personal sickness or disability, medical or dental treatment, or as authorized for other necessary health reasons and may be used by the employee for attendance upon a member of his/hertheir immediate family who is seriously ill and is requiring the care and attention of the employee. An employee intending to use sick leave for medical/dental appointments shall notify his/hertheir immediate supervisor in advance of the appointment.

For purposes of this section, immediate family is defined as mother, fatherparent, spouse, domestic partner, son, daughterchild, step child, brother, sistersibling, grandparent, grandchild, foster parent, foster child, or a child for whom the employee is a legal guardian.

2. Front-Loaded Accrual for Lateral Hires
Upon hire, lateral hires will be immediately provided one year’s worth of sick leave, front-loaded to their leave bank.

2. Payoff with Death
If an employee dies after completing five (5) full years of employment, his/her their beneficiary shall be entitled to reimbursement for 50% of his accumulated sick leave.

3. Payoff with Duties Related to Death

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If an employee dies due to a duty-related death, his/hertheir beneficiary shall be entitled to reimbursement for 100% of accumulated unused sick leave.

4. Sick Leave Distribution

Annual Distribution
In December of each year, for sick leave hours accrued above 500, employees must elect to receive a distribution of sick leave hours in cash or make a contribution to a qualifying 457 deferred compensation account or a Retiree Health Savings account (RHS).

If employees elect to receive cash for hours in excess of 500, they will receive 50% of the value of those hours at their corresponding hourly base rate of pay.

If employees elect to contribute hours in excess of 500 to a qualifying deferred compensation or RHS account, they will receive 100% of the value of those hours at their corresponding hourly base rate of pay. Deposits must be compliant with IRS and plan document requirements.

Distribution at Retirement
At the time of retirement from the City, employees have the following options for their final sick leave balance:

1. Employees may elect to receive cash for 50% of their current sick leave balance. The remaining 50% of their bank will be applied to their CalPERS service credit.

2. Employees may elect to receive 75% of their sick leave balance in CalPERS service credit and receive the remaining 25% in cash.

3. Employees may elect to receive 100% of their sick leave balance in CalPERS service credit.

4. Employees who have reached maximum service credit may elect to receive 75% of their sick leave balance in cash.

Distribution Upon Resignation
Employees who resign from the City may receive cash for 50% of their current sick leave balance. Employees terminated or who resign in lieu of termination are not eligible for this benefit.

5. Pursuant to PERS Law Section 21163, employees covered by this MOU shall not be entitled to delay the effective date of their disability retirement until the expiration of their accumulated sick leave.

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6. Subject to the following conditions, when an employee is injured in the line of duty and thereby permanently disabled from performing police duties, and retires with an industrial disability from PERS, the 75% of accrued unused sick leave shall be transferred to the ICMA Retirement Health Savings Program at the time of retirement regardless, of City tenure.

a. The employee is required to have filed for industrial retirement with PERS prior to his/hertheir separation date with the City: and,

b. The City must agree that the disability is industrial, or there must be a final legal decision that the disability is industrial; and,

c. The retirement date is in compliance with subsection 7 above.

E. Bereavement Leave
The Police Chief may grant his/her employees up to a maximum of five (5) days of bereavement leave in the event of death or serious traumatic injury to the employee's immediate family. For purposes of this section, immediate family is defined as: mother, step-mother, mother-in-law, father, step-father, father-in-law, spouse, domestic partner, son, daughter, step-child, brother, sister, grandparent, grandchild, foster parent, foster child, or a child for whom the employee is a legal guardian.  Parent/parent-in-law/stepparent/foster parent
 Spouse/domestic partner
 Child/stepchild/foster child/child for whom the employee is a legal guardian  Sibling
 Grandparent
 Grandchild
The Director of Human ResourcesCity Manager may grant City employees up to an additional five (5) days of bereavement leave, for a total of ten (10) days of bereavement leave. The number of authorizations may be made to any employee are not limited.

For purposes of this section, a "serious traumatic injury or illness" is defined as a sudden and unexpected event which requires prompt and immediate attention from the employee without delay. It may also include attending to the need of an immediate family member who is expected to die in the immediate future. Bereavement leave shall be taken immediately in conjunction with the event or death or serious traumatic injury or illness.

City employees eligible for bereavement leave include those who have been employed for at least 30 days prior to taking leave.

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F. Constructive Receipt
Within 180 days of adoption of the successor MOU, FPMA agrees to meet with the City to agree on a policy and procedures to address the constructive receipt issues with current leave cashout practices. If an agreement is not reached, FPMA will indemnify the City against any liabilities and penalties should the IRS find the current practice in violation of its rules and regulations.

ARTICLE 13. HEALTH, LIFE INSURANCE, AND OTHER BENEFITS A. Medical and Dental Program
Full-time eEmployees are eligible for health and dental coverage beginning the first day of the month after the date of hire.

 Effective the first full pay period in July 1, 2020, the City contribution to the medical insurance premium for the 2020 benefit plan year will increase, if any, by 50% of the difference between the 2019 and 2020 Kaiser $35 copay plan.

 Effective the first full pay period of January 2023, the City contributions to the medical insurance premium for the 2023 benefit plan year will increase, if any, by 50% of the difference between the 2021-22 plan year and the 2023 rate for the Kaiser $35 copay plan. Future City contributions to medical insurance premiums will be adjusted annually using this formula (be adjusted annually based on 50% of the difference in premium between plan years for the Kaiser $35 copay plan).

The City will base its increase in its contributions to the dental benefit insurance premiums will be adjusted annually based on 50% of the increase difference inof premium for the Delta Dental HMO plan each fiscal year of the MOU.

If, during the term of the Agreement, Kaiser no longer offers the medical plan described and/or the Delta Dental HMO is no longer offered, the City will adjust its medical/dental plan contribution for employees to the Kaiser plan with the lowest premium at the applicable rate, and the Dental Health Maintenance Organization (DHMO) plan with the lowest premium at the applicable rate. The City’s contribution will be the amount the City was contributing toward the discontinued plan at the time it was removed, not to exceed the total premium cost of the lowest-cost available plan.

The City shall not automatically assume responsibility for the increase in employee medical and dental premiums after the expiration of this Agreement.

The City will advise the bargaining unit of healthcare premium renewals and will schedule a meeting with the City’s Broker of Record to allow the unit to ask questions about the rates and plans.

Health Insurance Opt-Out

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Employees may qualify to receive up to $518 in taxable income by choosing to op-out of the City-provided medical and/or dental coverage, provideding proof of other coverage may drop health/dental coverage and receive taxable income of $518 per month subject to that they meet the following requirements. Employees electing dental only receive $518 per month less the cost of the premium for the dental plan in which they have enrolled. Employees electing medical only do not receive any payments.

1. Effective the first full pay period in July 1, 2018, the City contribution to the medical insurance The eEmployees opting-out of City health coverage for themselves, and all eligible dependents for whom coverage is waived, must certify that they employee, and all individuals in the employee’s tax family for whom coverage is waived, have alternative Minimum Essential Coverage (MEC) as defined by the Patient Protection and Affordable Care Act through a provider other than a Federal marketplace, a State exchange, or an individual policysigning an attestation form.

2. Each year, Dduring the City’s annual open enrollment period, the employee must complete an annual written attestation confirmingrecertify that they employee and the other members of the employee’s tax familyall eligible dependents are enrolled in alternative Minimum Essential C by completing a written attestationoverage.

2. The employee agrees to notify the City no later than 30 days if the employee or other member(s) of the employee’s tax family lose coverage under the alternative Minimum Essential Coverage Plan.

Tunderstands that the City is legally required to immediately stop conditional opt-out payments and enroll them into the City’s most cost efficient health plan if it is determined if medical insurance premiums increase from one year to the next by an amount greater than allowed by applicable law.

3. The employee understands that the City is legally required to immediately stop conditional opt-out payments if the City learns that they employee and/or members of the employee’s family any eligible dependents do not have the alternative Minimal Essential C, or if they fail to recertify annually by providing a complete written attestation during open enrollmentoverage.

4. Employees agree to notify the City within 30 days if the employee or any eligible dependents lose coverage under the alternative MEC plan.

Additionally, the employee understands they will be responsible for repaying any opt-out payments received while they or their family members were not covered under an alternative MEC plan.

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For the purpose of medical cash back, “other coverage” is defined as active health and/or dental insurance that is not funded or provided by the City of Fairfield and must be obtained through a provider other than a Federal marketplace, a State exchange, or an individual policy. Coverage under any City-funded health or dental plan does not qualify as “other coverage”, including cases where a City employee is enrolled in a health or dental plan through a parent, spouse, or domestic partner who is also a City employee. Employees in such situations are not eligible for medical cash back.

3. Employees electing dental only receive $518 per month less the cost of the premium for the dental plan in which they have enrolled. Employees electing medical only do not receive any payments.

B. Unreimbursed Medical Expenses and Childcare Expenses The City's cafeteria plan provides tax-deferral of out-of-pocket health/dental premiums.

In addition, employees have the option to set aside pre-tax dollars for eligible Mmedical and dependent care expenses are to be paid on a non-taxable basis. Allocation amounts must be determined at time of hire and the beginning of every the plan period during open enrollment. The funds can only be used for IRS-approved medical and/or dependent care expenses incurred Services must be received during the plan period and any unused allocation will be lost. Coverage is extended to IRS approved medical and/or dependent care expenses.

C. Vision Care
Employees are eligible for vision coverage beginning the first day of the month after the date of hire.

The City will pay the premium for basic vision coverage, unless negotiated otherwise by the City's insurance broker.

The City will not contribute toward the cost of any plan other than those specifically sponsored by the City.

D. Retiree Medical
Employees may continue enrollment in City retiree health plans at their option, and at their cost, upon retirement. Employees will be allowed a one-time irrevocable election at the time of retirement to elect retiree coverage. Retirees may be enrolled in either the health, or dental, or vision plans, or bothany combination thereof. Retirement shall mean employees who retired from the City of Fairfield with a PERS retirement at the time of separation and who remain continuously retired under PERS.

Retirees are responsible for paying the full cost of the premium by the due date set by the City. If payment is not timely received, the retiree and any spouse or dependent shall be terminated from the program without right to re-enroll at a later date.

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Retirees must enroll in a Medicare-supplement plan when they become eligible for Medicare, presently age 65. Failure to enroll in a Medicare-supplement plan will result in termination from the program. The Medicare premium is the responsibility of the retiree.

In the event of the death of a retired employee, the surviving spouse and dependents who are participating in the City plan at the time of death of the retired employee may continue on the City health insurance plan at his/hertheir own cost under COBRA regulations only, subject to plan restrictions and conditions.

For all retirees, once health, and dental, and/or vision coverage is terminated, it cannot be later
reinstated.

E. Life Insurance
For basic life insurance, employees covered by this MOU will be eligible the first day of the first month after date of hire. The city will pay in full an amount equal to 1.5 times the annual salary rounded to the next $1,000 for a Life and Accidental Death/Dismemberment insurance policy to a maximum of $150,000.

For supplemental life insurance, employees covered by this MOU will be able to purchase coverage equal to two six (6) times their annual salary up to a maximum of $500,000. Health questionnaires are may be required for the purchase of the supplemental life insurance.

F. Short Term Disability (STD)
The City administers the self-funded STD plan. The STD benefit schedule shall match the State Disability Insurance (SDI) benefit schedule. The benefit commences after a 7-day waiting period, or immediately if hospitalized. Coverage is for non-industrial injuries for a maximum of 180 days. An employee is eligible the first of the month after three (3) months of continuous employment. STD payments received are non-taxable, as permitted by law. The employee will pay the monthly premium, which may be adjusted annually based on an actuarial study.

G. Long Term Disability (LTD)
Employees will be eligible the first day of the first month after the date of hire. There will be a 180-day waiting period after the date of the nonindustrial injury or illness causing the disability before employees are eligible for benefits. The maximum benefit will be equal to 60% of salary, subject to the benefit maximum. The City reserves to right to change insurers at its sole discretion.

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H. Employees' Deferred Savings Accounts

1. 401(a)
Employees will be eligible effective on their date of hire. Total contributions are limited to the amount specified by federal law and plan documents. If an employee elects to enroll in the 401(a) plan, the City contribution is 6.00% of base salary plus holiday conversion premium, and the employee mandatory contribution is 6.00% of base salary plus holiday conversion premium.

Enrollment in the 401 (a) plan is required and irrevocable.

Base salary is defined as regular earnings and does not include any premiums or incentives except as defined above.

Effective the first pay period including July 1st, 2022 and thereafter, all bargaining unit members represented by FPMA shall enroll in the 401(a) plan.

2. 457
Enrollment in a 457 deferred compensation plan is optional. The City does not provide any contribution to the 457 plan. Total contributions are limited to the amount specified by federal law. Changes in contributions are permissible and contributions may be stopped at employee’s option. There will be no employer matching to the 457 deferred compensation plan.

I. Car Allowance
Lieutenants and other positions designated by the Chief of Police shall receive a $200 per month automobile allowance unless a take-home vehicle is provided by the City.

J. Direct Deposit
Upon written request from an employee, an employee's paycheck shall be directly deposited in an approved bank, savings and loan, or credit union.

K. Financial Consulting Service
Optional enrollment; enrollment irrevocable while employed with the City; current services provided through the Association with Benefits Communication Network (BCN); employee pays $24/year.

L. Retiree Medical Expense Program
The City provides a Retiree Medical Expense Program via ICMA VantageCare. The Retiree Medical Expense Program shall have the following attributes: tax-free treatment of health benefits, tax-deferred treatment of earnings and payments, ability to charge any health premiums and unreimbursed health costs (not just for City health plans), assets remaining after employee’s death go to spouse and/or eligible /dependents.

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During the term of this agreement, the City shall contribute $50.00 per month per employee toward this program.

ARTICLE 14. UNIFORM ALLOWANCE, AND SAFETY EQUIPMENT ISSUANCE A. Uniform Allowance
The annual uUniform allowance is paid in the amount of $1,250$48.08 per pay period.

Employees who are in a leave without pay status (LWOP) for a full pay period will not receive uniform allowance for said pay period.

The uniform allowance will be paid on a prorated basis each pay period effective pay period 1 2018. The uniform allowance shall be reported to CalPERS as part of salary for Classic membersin accordance with CalPERS regulations.

Uniforms damaged in the line of duty shall be replaced or repaired in accordance with existing policy.

B. Ballistic Vests
The City will replace each ballistic vest issued to each employee at the expiration of the current certification of the vest and each time thereafter. It shall be the responsibility of each employee to notify the City at the expiration of the vest's certification. The City will replace the old vest with a new level, threat level III (A), ballistic vest. It shall be the responsibility of each employee to replace the fabric carrier if it wears out prior to the vest.

Equipment which is damaged or lost will be replaced or repaired in accordance with existing Police Department policy.

Any interest that the City acquires through the issuance or payment of maintenance allowance for safety equipment shall vest in the employee after seven (7) years of continuous service with the Department as a sworn officer.

ARTICLE 15. TUITION REIMBURSEMENT
The City will provide a tuition, fees, and books reimbursement program for educational activities which are directly job-related and approved in advance by the Chief of Police, subject to reimbursement guidelines established by the City's Director of Human Resources.

With the Chief of Police prior approval, employees shall be entitled to tuition reimbursement for undergraduate courses in pursuit of a B.A. or B.S. degree and graduate courses in pursuit of a Master's Degree.

The maximum calendar year tuition reimbursement is $5,000$6,000. Reimbursement payments will be subject to IRS guidelines on tax withholding.

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ARTICLE 16. P.O.S.T. REIMBURSEMENT
Employees in P.O.S.T training will receive the City per diem per day for meals. The department will submit to P.O.S.T. for partial reimbursement of the City per diem.Employees attending P.O.S.T. trainings will receive per diem meals in accordance with the Administrative Policy 100.22 “Travel and Business Expense Policy” in place as of the adoption of this successor MOU.

ARTICLE 17. RETIREMENT
A. CalPERS Member Tiers
The City's contract with the Public Employees' Retirement System (PERS) provides for the following benefits:

1. Classic Member Tier – Retirement benefits for Classic members hired prior to 1/1/13 or new hires hired after 12/31/12 who are not defined as "New Members" in Government Code Section 7522.04 include:

• 3.0% @ age 50 retirement formula (GC 21362.2)
• Single highest year compensation (GC 20042)
• Death Benefits — Basic Level (GC 21532)
• 1959 Survivor's Benefits (Level IV) (GC 21574)
• Continuation of Pre-Retirement Death Benefits After Remarriage of Survivor (GC21551)
• PERS unused sick leave credit option (GC 20965)
• Military service credit as public service (GC 21024)
• Employee Sharing Cost of Additional Benefits (GC 20516)

2. New Member Tier – New members, as defined by PERS, hired on or after January 1, 2013, shall receive the following PERS benefits.

• 2.7% @ age 57 retirement formula (GC 21362.2)
• Three year average of final compensation (GC Section 20042) • Other benefits as defined by PEPRA 2013

B. Employee PERS Contribution

1. Classic Members
The employee contribution rate shall be is 11.25%.

 Effective the first full pay period following City Council adoption of this MOU, each Classic employee shall pay 2.25% of the Employee contribution and 6.0% of the Employer contribution. The City shall pay 9.0% as an Employer Paid Member Contribution.

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 Effective the pay period including July 1, 2018, each Classic employee shall pay 2.25% of the employee contribution and 7.25% of the Employer contribution.

The City shall pay 9.0% as an employer Paid Member Contribution.

 Effective the pay period including July 1, 2019, each Classic employee shall pay 2.25% of the employee contribution and 8.5% of the Employer contribution.

The City shall pay 9.0% as an employer Paid Member Contribution.

Effective the pay period including July 1, 2020, each Classic employee shall pay

2.25% of the employee contribution and 9.75% of the Employer contribution. The City shall pay 9.0% as an employer Paid Member Contribution.Classic Member FPMA represented employees hired by the City prior to the adoption of successor MOU shall pay 3.0% of the Employer PERS cost to help fund the 9% EPMC. The total employee contribution is 12.0% (employee share of 9% plus 3% as cost share).

Classic Members represented by FPMA who were hired by the City after the adoption of successor MOU shall pay 2.25% of the Employer PERS cost for a total employee contribution of 11.25% and will not receive EPMC.

Employer paid member contributions (EPMC) for eligible employees are reported to PERS as salary for PERS retirement purposes only.

2. New Members
The employee contribution shall be half the total normal cost of the retirement plan as defined by CalPERS.

Administration: Employee retirement contributions will be on a pre-tax basis pursuant to IRS Section 414(h)(2).

ARTICLE 18. EMPLOYEE ASSISTANCE PROGRAM (EAP)

The City will provide an EAP that employees may utilize at any time.

The Chief of Police and department managers may require employees covered by the Association to attend an EAP counseling session(s) during working hours for work related matters. The purpose of the session(s) is to assist the employee in receiving advice about workplace issues.

ARTICLE 19. INTERNAL AFFAIRS PANEL
The Internal Affairs Panel is a group of three (3) members representing the Police Department and the bargaining unit whose responsibility is to objectively examine the facts of administrative internal investigations. The Internal Affairs Panel shall consist of two (2) managers selected by the Chief of Police and one (1) manager selected by the Association.

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Whenever a complaint is filed, either externally or internally, against any member of the Association, and, after the investigation is completed, the manager of the internal affairs process will review the investigation. If it appears the complaint's disposition may be sustained or partially sustained then, at the request of the accused officer, the Internal Affairs Panel shall be convened. The panel makes appropriate, unbiased recommendations on any punitive action that may be taken against a member of the bargaining unit

The Internal Affairs Panel shall:

1. Review the facts of the investigation;

2. Attempt to reach consensus on the disposition (not sustained, sustained, partially sustained, exonerated, unfounded);

3. Recommend further action to be taken, if any, to the Chief of Police.

The findings of the panel shall be advisory in nature and written in memorandum to the Chief of Police. If consensus cannot be reached, a minority and majority opinion may be forwarded to the Chief of Police. The findings of the panel shall be reviewed by the manager of the internal affairs process who may concur or write a separate recommendation to the Chief of Police.

In any investigation where the Internal Affairs Panel has reviewed the investigation and made recommendation of disciplinary action, the appeal of the disciplinary action will be directed to the Chief of Police who shall meet with the affected parties and render a decision within ten (10) working days. For written reprimands, there shall be no appeal of the Chiefs decision. For suspensions of one (1) or more days, the employee may choose to use the discipline procedure.

ARTICLE 20. GRIEVANCE PROCEDURE
A. Definition of Grievance
A grievance is defined as an allegation by the Association or an individual covered by the MOU that the City has violated:

1. An express term of the MOU;

2. A written personnel rule or regulation in the City; or

3. An established City policy governing personnel practices or working conditions.

B. Purpose
It is the intent of the parties to deal with and settle grievances informally, promptly, and fairly, and at the nearest practical organizational level.

C. Process
In any instance of a grievance, the employee or employees concerned shall first make efforts to resolve such grievance informally with their immediate supervisor within 20 calendar days following the occurrence of the events on which the grievance is based.

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1. First Step
If a mutually satisfactory solution of a grievance is not reached after informal discussion with the immediate supervisor, then the aggrieved party shall submit a formal written grievance to the immediate supervisor within 14 calendar days. The immediate supervisor must submit a written response within 14 calendar days.

2. Second Step
If the grievant is not satisfied with the supervisor's response, the grievant(s) may advance the grievance to the second level supervisor within 14 calendar days. The second level supervisor shall consider the matter and submit a written response within 14 calendar days after receiving the grievance.

3. Third Step
If the grievant is not satisfied with the second level supervisor's response, the grievant may advance to the Chief of Police within 14 calendar days after receiving the second level supervisor's response. The Chief of Police shall consider the matter and submit a written response within 14 calendar days after receiving the grievance.

4. Fourth Step
If the grievant is not satisfied with the Chief of Police’s response, the grievant may advance the grievance to the City Manager within 14 calendar days after receiving the Chief of Police’s response. The City Manager or designee shall consider the matter, and may hold a hearing at his/hertheir discretion and submit a written response within 14 calendar days after receiving the grievance. The decision of the City Manager shall be final.

D. General Provisions

1. Consolidation of Grievances
In order to avoid the necessity of processing numerous similar grievances, a single "class grievance" may be filed by employees who are within a single department. The City also reserves the right to consolidate responses to such grievances.

2. Requirements for Written Grievances
Grievances must contain the following information in order to be considered:

a. The grievant's name, signature, and classification; b. A list of those specific policies or MOU provisions alleged to have been violated;
c. A statement of the facts and circumstances supporting the grievances;

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d. A description of all relief requested; and
e. The address where the grievant wishes the grievance to be postmarked.

3. Receipt of Grievance
A grievance shall be considered "received" within five (5) days of being postmarked to the address specified by the grievant.

4. Time Limitations
If a grievant fails to advance the grievance to the next step, as specified by this procedure, the grievance shall be considered withdrawn. If the City fails to respond within the time specified within this procedure, the grievance shall be considered advanced to the next step. Notwithstanding any provision in this section, any time limit or stage of procedure specified in this section may be waived or modified upon the written consent of all parties involved.

5. Scheduling
During the determination of a grievance herein, there shall be no interruption of scheduled work relating to the grievance. Whenever reasonably feasible, grievances shall be handled during the regularly scheduled working day hours of the parties involved, and at a mutually convenient time for all affected parties.

6. Advances
With the written consent of the City, grievances may be submitted directly at Step 3 or 4 of the grievance procedure.

ARTICLE 21. DISCIPLINE PROCEDURE
For employees exempt from FLSA overtime regulations, the City will follow Department of Labor regulations pertaining to disciplinary deductions. As used in this section, working day shall refer to the working day of the party involved (supervisor, division commander, Chief of Police, City Manager and/or their designees), depending upon whose response of action is pending.

A. Written Reprimand
For written reprimands, steps 1-6 shall be followed:

1. The immediate supervisor may meet with an employee to discuss proposed discipline action after notifying the employee in writing that such a meeting is being held for the purpose of ascertaining whether disciplinary action is appropriate.

2. After any meeting or meetings held under paragraph A.1, the supervisor shall

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notify the employee of the proposed discipline action by written notice containing the following information:

a. A description of the action taken and its effective dates.

b. A clear and concise statement of the reasons for such action, including the acts or omissions on which the disciplinary action is based.

c. A statement advising the employee of the right to respond, either verbally or in writing, to the authority proposing the action prior to its effective date.

d. A statement that a copy of the materials upon which the action is based is attached or available for inspection upon request.

e. A statement advising the employee of the method and right to appeal and the time within which the appeal must be made.

3. If the employee disagrees with the proposed disciplinary action, he or shethey shall within 14 calendar days of the written notice request a meeting with the supervisor recommending discipline to attempt to resolve the issue.

4. The supervisor shall confirm the results of the meeting in a memorandum to the employee.

5. If a satisfactory solution has not been reached under paragraph 3) within 14 calendar days, the employee may submit the matter to the employee's division commander for discussion.

6. If, after thorough discussion, the division commander has not been able to satisfactorily resolve the issue within 14 calendar days it shall be referred to the Chief of Police. The division commander shall prepare a written memorandum setting forth the recommended disciplinary action. The Chief of Police shall meet with the affected parties and render his/hertheir final decision with ten (10) working days.

B. Suspensions, Demotions, and Terminations
For suspensions of one (1) or more days, demotions, or terminations, steps 1-6 under paragraph A shall be followed. However, an employee may be placed on administrative leave with pay when exigent circumstances exist that requires immediate removal from duty.

In addition to steps 1-6 under paragraph A, the additional steps below shall be followed for suspensions of one (1) or more days, demotions, or terminations:

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1. An employee who has been suspended for one (1) or more days, demoted, or terminated, may appeal the decision of the Chief of Police concerning the action, within 14 calendar days of receiving the Chief's decision. The City Manager shall appoint a hearing officer who shall conduct an administrative hearing. The City Manager or designee, shall consult with the employee's representative prior to making the appointment. The hearing officer shall be a neutral party from outside the organization.

2. The fees and expenses of the hearing officer and court reporter shall be shared equally among the parties. All other expenses shall be borne by the party incurring them and neither party shall be responsible for the expenses of witnesses called by the other.

3. A party requesting a transcript to the hearing shall bear the cost thereof. The hearing officer shall make a recommendation to the City Manager to sustain, modify, or reverse the disciplinary decision. A copy of the recommendation will be given to the employee.

The City Manager will issue a final decision with 14 calendar days of receiving the recommendation, and may, but is not required to, accept the hearing officer's recommendation.

3. This procedure does not constitute a waiver of the employee's rights to request a review of the City's decision in a court of law pursuant to Code of Civil Procedures Section 1094.5.

ARTICLE 22. LAYOFF PROCEDURE
A. Statement of Intent
Whenever, in the judgment of the City Council, due to lack of funds or lack of work, it becomes necessary to abolish any position or employment, the employee holding such position or employment may be laid off or demoted. Such layoffs shall not be considered disciplinary actions for appeal purposes.

B. Notification
Employee to be laid off or demoted shall be given, whenever possible, at least thirty (30) calendar days' prior notice. The City may choose to give the employee who shall be laid off up to thirty (30) days' severance pay in lieu of the thirty (30) days' written notice.

C. Vacancy and Demotion
Except as otherwise provided, whenever there is a reduction in the work force, the appointing authority shall first demote to a vacancy, if any, in a lower class for which the employee is qualified. All persons so demoted shall have their names placed on the re- employment list.

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When the Director of Human Resources believes that the best interest of the City requires the retention of employees with special qualifications, characteristics, skills and fitness for the work, the Director of Human Resources may prepare a written request to the City Manager to grant an exception to the order of layoff after consultation with representative of the recognized employee association.

An employee affected by the layoff shall have retreat rights to displace an employee in the same department who has less seniority in a lower class, in the same class series, or in a lower classification in which the affected employee once had a permanent status.

For the purpose of this section, seniority includes all periods of full-time service at or above the classification level where the layoff is to occur. Employees who are bumped back in rank within the bargaining unit will maintain the time worked in the higher rank for purposes of seniority in the new lower rank.

D. Seniority
In order to retreat to a lower class, an employee must request displacement action in writing to the Human Resources Department within five (5) working days of receipt of the notice of layoff.

Employees retreating to a lower or similar class shall be placed at the salary step representing the least loss of pay. In no case shall the salary be increased above that received in the class from which the employee was laid off. Employees retreating to a lower or similar class shall serve a probationary period in the new class unless they have previously successfully completed a probationary period in the class.

E. Employment Status
In each of the positions, employees shall be laid off according to employment status in the following order:

a. Temporary,
b. Provisional,
c. Probationary, and
d. Permanent

Temporary, provisional, and probationary employees shall be laid off according to the needs of the service as determined by the appointing authority.

In cases where there are two or more permanent employees in the class from which the layoff is to be made, such employees in the class from which the layoff is to be made, shall be laid off on the basis of the last evaluation rating in the class, providing such rating has been on file at least thirty (30) calendar days prior to layoff, as follows:

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First, all employees with performance evaluations of unsatisfactory or improvement needed; Second, all employees with performance evaluations of competent or meets job standards, or above;

Employees within each category shall be laid off in inverse order of seniority in City service.

F. Re-employment List
The list of persons laid off or demoted in accordance with these rules shall be entered upon a re-employment list. Such list shall be used by the appointing authority when a vacancy arises in the same or lower class position before certification is made from the eligible list.

G. Duration of Re-employment List
Names of persons laid off shall be carried on a reemployment list for two (2) years, except that persons appointed to permanent position of the same level as that which laid off, shall, upon such appointments, be dropped from the list. Persons who refuse re- employment shall be dropped from the list. Persons reemployed in a lower class shall be continued on the list for higher positions for two (2) years. All persons re-employed after one (1) year shall be required to serve a new probationary period.

ARTICLE 23. NO STRIKE
The Association, on its own behalf and on behalf of the unit employees it represents, agrees that during the term of this MOU, and throughout all periods when there is any effort or procedure underway to arrive at a successor Agreement, and during any period when the law prohibits strike activity, there will be no strike, work stoppage, concerted unauthorized absences, slow-down, or refusal to cross picket lines of any sort, and that the Association will not directly or indirectly encourage or condone such actions by unit employees.

Any bargaining unit member violating this provision shall be subject to disciplinary action, up to and including termination of employment.

This provision may be specifically enforced in any court of competent jurisdiction.

ARTICLE 24. RESIDENCY REQUIREMENT
Every sworn officer shall maintain a residence within 60 minutes from the City of Fairfield Civic Center.

ARTICLE 25. DRUG AND ALCOHOL TESTING
The parties will follow the City of Fairfield Reasonable Suspicion Drug and Alcohol Testing Policy and Procedure as specified for the FPMA and City of Fairfield Administrative Policy, Chapter 200, Section 41 Drug and Alcohol Testing for City Employees. As a part of the City's

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commitment to the health and safety of employees, the City provides a drug free work place in accord with the Drug Free Work Place Act of 1988. It is understood that the unlawful manufacture, distribution, dispensing, possession or use of drugs and/or alcohol is prohibited in the work place and that violation of this provisions would subject the employee to disciplinary action. The City has a zero tolerance standard for employees being under the influence of or in possession of alcohol and/or drugs while at work.

ARTICLE 26. SPECIAL ASSIGNMENTS
The City will provide a competitive process for selection to special assignments. However, the Chief maintains the right to select, appoint, or remove the candidate.

ARTICLE 27. SEVERABILITY AND INTEGRATION
Except as specifically provided herein, if any article or provision of this MOU, or any portion thereof, is in conflict or inconsistent with applicable laws, or otherwise held to be invalid or unenforceable by any tribunal of competent jurisdiction, such article or provisions, or portion thereof, shall be suspended and superseded by such applicable law and the remainder of such article, provision, or portion thereof, of the MOU shall not be affected thereby.

ARTICLE 28. CONTINUATION OF LABOR AND MANAGEMENT MEETINGS During the term of the Agreement, the Association and the City agree that the Parties will continue to meet to negotiate language revisions for the MOU for the purpose of intent clarity.

No changes will be made without mutual agreement.

Return to Table of Contents 38

SIGNATURE PAGE FOR MEMORANDUM OF UNDERSTANDING

REACHED BETWEEN

THE REPRESENTATIVES OF THE CITY AND
THE FAIRFIELD POLICE MANAGERS’ ASSOCIATION

City of Fairfield: Fairfield Police Managers’ Association:

__
David J. Gassaway John Divine
City Manager FPMA President

__
Date Date

Return to Table of Contents 39
Appendix 1.

Light Duty Policy and Procedure

It is the City’s policy to temporarily provide light or modified duty work assignment to all injured employees to all injured employees until they can return to full work status. However, the City is under no obligation to provide light or modified duty if there is none available.

A physician may return an injured employee to duty with work restrictions prior to releasing the employee to his/hertheir regular full work duties. It is important that the treating physician understand the physical job demands of the injured worker in order to prescribe the proper work restrictions. The City must communicate to the treating physician the essential functions of the job classification is so that necessary work restrictions may be determined. Risk Management consults with the physicians to provide this information on an as needed basis.

A “light duty” assignment is made when an employee’s work restriction (s) can be temporarily accommodated within his/hertheir normal duties. A “modified duty” assignment is made when an employee’s work restriction(s) is considered to be permanent and their position duties are accommodated to allow for the work restriction.

Under this policy, Supervisors have the added responsibility to ensure that any and all work restrictions specified by the treating physician are rigidly adhered to and enforced during the period of light or modified duty assignment, and employees are required to adhere to the work restrictions. Additionally, employees are responsible for self-monitoring to ensure they are adhering to the restrictions identified by their treating physician.

While on light or modified duty, employees will receive their regular base rate of pay in most circumstances.

Light and/or modified duty assignments shall be considered flexible and adaptable to meeting the particular needs of both the disabled employee and the department. This may include assignments of less than eight (8) hours a day, frequent breaks, the use of modified work stations, and so forth. Each situation will be evaluated on an as-needed basis. The assignment of a light or modified duty position shall not be considered a permanent job placement.

If an employee is released by his or hertheir treating physician to light or modified duty, Risk Management follows up with the department to determine whether the employee can be returned to work in a light duty mode. If the department or the City does not have a light or modified duty assignment for the employee, the employee receives temporary disability payments for industrial injury or illness, and may be eligible for short term disability benefits for non-industrial injury. The City may assign employees to light duty work in other departments or divisions provided that the work duties are appropriate for the skills of the employee and the work restrictions.

Agenda Item No: O.3

AGENDA REPORT
DATE: October 21, 2025

TO: Mayor and Council

FROM: David Gassaway, City Manager

SUBJECT: Resolution 2025-208 CM Community Action Partnership of Solano Joint Powers Authority Memorandum of Understanding

Authorizing the City Manager to Approve a Memorandum of Understanding Between Community Action Partnership of Solano Joint Powers Authority; Solano County; and the Cities of Benicia, Fairfield, Rio Vista, Suisun City, Vacaville, and Vallejo to Partially Fund the Coordinated Entry System

Funding Source: $239,743; General Fund

Contact: April Cobb (707) 428-7609

RECOMMENDED ACTION
Adopt resolution.

STATEMENT OF ISSUE
The Community Action Partnership of Solano, Joint Powers Authority (CAP Solano JPA or JPA), is a countywide organization focused on collaboration and coordination of homeless services in Solano County, comprising two representatives from each of the jurisdictions: Solano County, Benicia, Dixon, Fairfield, Rio Vista, Suisun City, Vacaville , and Vallejo. CAP Solano JPA seeks to execute a Memorandum of Understanding (MOU) from each participating jurisdiction (excluding Dixon) to partially fund the Coordinated Entry system (CE) for the term of December 1, 2025, through December 31, 2028.

DISCUSSION
In July 1999, the Solano County Board of Supervisors established a Joint Exercise Powers Agreement, called t he Solano Safety Net Consortium. City Council passed and adopted this agreement with Resolution 99-285. The agreement included the six cities of Benicia, Fairfield, Rio Vista, Suisun City, Vacaville, and Vallejo, as well as Solano County.

The organization was established to provide:
 Oversight and coordination to homeless and safety net services; and  To serve as the conduit for safety net funding; and
 To administer such funds and make grants available to other non -profit entities for the provision of services; and
 To set policy and be the central agency for the oversight and technical assistance for the operation of homeless shelters, transitional housing, community action councils, and other safety net services; and
 To undertake such other programs as the Board of Directors authorized.

Historically, the Board of Directors was comprised of administrative staff from each of the member jurisdictions. While successful in various facets of funding attainment, the Consortium lacked policy-making authority within each respective jurisdiction.

In 2022, the organization was restructured to become the CAP Solano JPA. The newly formed Board of Directors is comprised of two members from each participating jurisdiction’s elected body. In this way, the JPA relies upon t he Board of Directors to establish policy for the JPA, and influence coordination of countywide policy within each member jurisdiction.

On July 24, 2025, a presentation (attachment 4) was given to CAP Solano JPA defining CE, its policies requirements, and funding guidelines. CE connects the community’s network of homeless services and housing resources while streamlining, standardizing, and coordinating the current homeless intake, assessment, and referral process. Homeless individuals and families, espec ially highly vulnerable individuals and families who are homeless, are CE’s principal users.

CE is required by the U.S. Department of Housing and Urban Development (HUD) and the State of California to access Continuum of Care funded projects, Emergency Solutions Grant program recipients, other federal funding, including funds provided through the U.S. Department of Veterans and state funding, such as Homeless Housing, Ass istance and Prevention (HHAP) and No Place Like Home.

CE is governed by Housing First Solano’s CE policies and procedures for ease of system navigation.

The JPA operates CE through a subrecipient CE Operator pursuant to a separate subrecipient agreement. The CE system has a history of funding commitment from the Cities and County (with the exception of Dixon). The payment amount is determined by the population of each city with the County making the larger payment by amount than its population.

The countywide system of coordinated entry from homelessness to housing has grown stronger and stronger since the Cities and County began their funding commitment in 2019. This funding match with Federal HUD funding (approximately $233,589 annually) and State/Partne rship Health Plan HHIP funding (approximately $129,500 annually) allows the CAP Solano JPA to deliver an effective and efficient Coordinated Entry system.

FINANCIAL IMPACT
Fairfield’s contribution would be $239,743 from general funds over three years. The breakdown per fiscal year is as follows:

Fiscal Year (FY) FY25-26 FY26-27 FY27-28 3-Yr. Total
Fairfield $77,564 $79,891 $82,288 $239,743

PUBLIC CONTACT/ADVISORY BODY RECOMMENDATION
The MOU was considered and approved by the CAP Solano JPA at their public board meeting on July 24, 2025, held at the County Events Center, Conference Room A, located at 601 West Texas St., Fairfield, CA 94533.

ALTERNATIVE ACTION
The council may choose not to adopt the resolution that authorizes the city manager to execute the MOU between the City of Fairfield and Community Action Partnership of Solano, Joint Powers Authority. However, this is not recommended, as this resolution aligns wit h the City’s efforts to reduce homelessness and the impact of homelessness and enable the County CE to operate effectively and efficiently.

COORDINATED WITH
CAPSolano JPA

STAFF CONTACT
April Cobb, Management Analyst
(707) 428-7609
[email protected]

ATTACHMENTS
Attachment 2: Proposed Resolution
Attachment 3: Proposed MOU
Attachment 4: Coordinated Entry Funding Presentation
Attachment 5: Annual Reports (2022-2025) from current Coordinated Entry Administrator- Resource Connect Solano

CITY OF FAIRFIELD

RESOLUTION NO. 2025-208

AUTHORIZING THE CITY MANAGER TO APPROVE A MEMORANDUM OF UNDERSTANDING BETWEEN COMMUNITY ACTION PARTNERSHIP OF SOLANO JOINT POWERS AUTHORITY; SOLANO COUNTY; AND THE CITIES OF BENICIA, FAIRFIELD, RIO VISTA, SUISUN CITY,

VACAVILLE, AND VALLEJO TO PARTIALLY FUND THE COORDINATED ENTRY SYSTEM

WHEREAS, the City of Fairfield is a party to the Community Action Partnership of Solano, Joint Powers Authority (CAP Solano JPA) for the purpose of coordinating the provision of homeless and other safety net services across Solano County passed and adopted by Resolution 99-285; and

WHEREAS, CAP Solano JPA is comprised of the County of Solano, and the cities of Benicia , Fairfield, Rio Vista, Suisun City, Vacaville , and Vallejo (each referred to collectively as the “participating jurisdictions,” or “member organizations”); and

WHEREAS, CAP Solano JPA Board of Directors , comprised of elected officials from each of the member organizations, oversee the countywide Coordinated Entry system contract, according to Housing First Solano’s policies and procedures; and

WHEREAS, Coordinated Entry (CE) provides access to services for the unhoused, conducts assessments to determine level of need , prioritizes the most vulnerable need based on assessment an d has referral ability to emergency shelters, Rapid Rehousing, Permanent Supportive Housing, and other housing and homelessness projects and services; and

WHEREAS, CE is a requirement of HUD and the State of California to access Continuum of Care funded projects, Emergency Solutions Grant program recipients, other federal funding, including funds provided through the U.S. Department of Veterans and state funding, such as Homeless Housing, Assistance and Prevention (HHAP) and No Place Like Home; and

WHEREAS, CE is governed by Housing First Solano’s CE policies and procedures for ease of system navigation. The JPA operates CE through a subrecipient CE Operator pursuant to a separate subrecipient agreement. The CE system has a history of funding commitment from the Cities and County (with the exception of Dixon). The p ayment amount is determined by the population of each city with the County making the larger payment by amount than its population; and

WHEREAS, CAP Solano JPA seeks to enter into a Memorandum of Understanding (MOU) for partial funding of the Coordinated Entry system for the term of 3 years, beginning December 1, 2025, and ending December 31, 2028.

RES. NO. 2025-208

NOW, THEREFORE, THE COUNCIL OF THE CITY OF FAIRFIELD HEREBY RESOLVES:

Section 1. The above recitals are true and correct and a substantive part of this resolution.

Section 2. The city manager, or his designee, is hereby authorized to approve and execute a MOU with CAP Solano JPA for partial funding of the Coordinated Entry system for the term of 3 years, beginning December 1, 2025, and ending December 31, 2028.

Section 3. The city manager or his designee is hereby authorized and directed to do all things necessary and proper to effectuate the purpose of this resolution.

Section 4. The city manager is authorized to approve amendments to the contract amount within the city manager’s signing authority.

Section 5. This resolution shall take effect immediately upon adoption.

PASSED AND ADOPTED this 21st day of October 2025, by the following vote:

AYES: MEMBERS: MOY/BERTANI/CARR/PANDURO/TONNESEN/SANDU/WILLIAMS NOES: MEMBERS: _________________________________________________ ABSENT: MEMBERS: _________________________________________________ ABSTAIN: MEMBERS: _________________________________________________

_________________________________________________
MAYOR
ATTEST:
___________________________

CITY CLERK

COMMUNITY ACTION PARTNERSHIP
SOLANO

JOINT POWERS AUTHORITY
675 Texas Street Fairfield, CA 94533 – www.capsolanojpa.org 1 A MEMORANDUM OF UNDERSTANDING BETWEEN

THE COMMUNITY ACTION PARTNERSHIP SOLANO,
JOINT POWERS AUTHORITY; SOLANO COUNTY; AND

THE CITIES OF BENICIA, FAIRFIELD, RIO VISTA,

SUISUN CITY, VACAVILLE, AND VALLEJO

REGARDING THE HOUSING FIRST SOLANO

CONTINUUM OF CARE COORDINATED ENTRY
SYSTEM

This Memorandum of Understanding, hereinafter referred to as “MOU,” is made effective December 1, 2025 by and between the Community Action Partnership Solano, Joint Powers Authority, hereinafter referred to as the “JPA”; Solano County, hereinafter referred to as the “County”; and the Cities of Benicia, Fairfield, Rio Vista, Suisun City, Vacaville, and Vallejo, hereinafter referred to as the “Cities”; individually, a “Party”; and collectively, the “Parties.”

RECITALS

WHEREAS, the JPA is charged with providing oversight and coordination of homeless and safety net services to the residents of the County and Cities; serving as the conduit for safety net funding support; administering such funds and making grants available to other non-profit entities that provide services to people experiencing homelessness; and undertaking such other programs as its Board of Directors may authorize, including such duties and tasks required to receive and distribute federal, state, local, and other funding to support the JPA’s mission; and

WHEREAS, the Continuum of Care that coordinates the provision of housing and supportive services addressing homelessness in the County and Cities is known as the Housing First Solano Continuum of Care, hereinafter referred to as the “CoC”; and

WHEREAS, in March 2017, the JPA released “Neighbors Helping Neighbors: Forward Together,” a regional strategic plan to respond to homelessness in Solano County as amended from time to time, hereinafter referred to as the “Regional Strategic Plan.”; and

WHEREAS, Coordinated Entry provides a standardized approach to comprehensively assess the housing and service needs of homeless individuals and families and refer them to appropriate available resources that are needed to end their homelessness; and

WHEREAS, the U.S. Department of Housing and Urban Development (HUD) requires recipients of Continuum of Care and Emergency Solutions Grants (ESG) Program

COMMUNITY ACTION PARTNERSHIP
SOLANO

JOINT POWERS AUTHORITY
675 Texas Street Fairfield, CA 94533 – www.capsolanojpa.org 2 funding to use a coordinated assessment system, under the authority of the Continuum of Care Program Interim Rule, 24 CFR § 578; the Emergency Solution Grant Program Interim Rule, 24 CFR § 576; and HUD Notice CPD-17-01; and

WHEREAS, the State of California Department of Housing and Community Development requires recipients of Homeless Housing, Assistance and Prevention Program funding to use a coordinated entry system under the authority of Welfare and Institutions Code 8256(iii)(IV); and

WHEREAS, Coordinated Entry connects the community’s network of homeless services and housing resources while streamlining, standardizing, and coordinating the current homeless intake, assessment, and referral process; and

WHEREAS, homeless individuals and families, especially highly vulnerable individuals and families who are homeless, are Coordinated Entry’s principal users; and

WHEREAS, the Parties have agreed that an effective Coordinated Entry process is a critical component to improving system navigation as recommended by the Regional Strategic Plan; and

WHEREAS, the Coordinated Entry System is governed by Housing First Solano’s Coordinated Entry System Policies and Procedures; and

WHEREAS, the JPA operates Coordinated Entry through a subrecipient Coordinated Entry System Operator pursuant to a separate Subrecipient Agreement, hereinafter known as the “Subrecipient Agreement”; and

WHEREAS, the Parties recognize that additional resources are needed to enable Coordinated Entry to operate an effective and efficient system to address homelessness and implement best practice solutions to leverage the existing housing stock to increase housing opportunities.

COMMUNITY ACTION PARTNERSHIP
SOLANO

JOINT POWERS AUTHORITY
675 Texas Street Fairfield, CA 94533 – www.capsolanojpa.org 3 NOW, THEREFORE, the Parties agree as follows:

I. The County and Cities agree to provide funds to the JPA over the course of three years from the effective date for Coordinated Entry services provided throughout Solano County as set forth in Exhibit B (Budget).

1. The County and Cities shall transmit annual payments to the JPA for the deliverables specified in Exhibits A and B.

2. This Memorandum of Understanding may be amended upon written agreement signed by all the Parties.

II. Program performance of the JPA

The JPA shall use funding received pursuant to this MOU to deliver the services described in Exhibit A (Scope of Work) to homeless individuals and families from the County and Cities pursuant to the terms of this MOU.

III. Fiscal responsibilities of the JPA

The JPA agrees to:

1. Monitor the activities listed in Exhibits A (Scope of Work), B (Budget), and C (Performance Objectives), and the terms of this MOU.

2. Adhere to its written JPA Continuum of Care Policies and Procedures for financial management.

3. Be liable for repayment of costs incurred for activities not consistent with Exhibits A-C. The JPA shall be afforded the opportunity to respond to any adverse findings regarding such costs before being held subject to repayment.

IV. Records, reports, and audits of the JPA

1. Governance.

a. The JPA shall have available and provide to County and/or Cities upon request:

i. A copy of current JPA Bylaws.

ii. The current roster of the JPA membership.

iii. A copy of the adopted JPA Continuum of Care Policies and Procedures Manual, inclusive of its Conflicts of Interest Policy and

COMMUNITY ACTION PARTNERSHIP
SOLANO

JOINT POWERS AUTHORITY
675 Texas Street Fairfield, CA 94533 – www.capsolanojpa.org 4 its Financial Management policies and procedures.

b. The JPA shall notify the Parties if it makes any changes to its interpretation of its compliance obligations under the Ralph M. Brown Act, as specified in the JPA Bylaws, on an annual basis.

2. Establishment and maintenance of records. The JPA shall maintain records sufficient to reflect properly all matters covered by the enclosed Exhibits A-C.

3. Preservation of records. The JPA shall preserve and make available its records in accordance with its Bylaws.

4. Examination of records and/or facilities. At any time during normal business hours, and as often as may be deemed necessary, the JPA agrees that the County and/or any City, and/or any duly authorized representatives for those Parties, shall, for a period of five years following the expiration of this MOU, have access to and the right to examine its offices and facilities engaged in performance of this MOU, and audit records and data with respect to matters covered by this MOU; excepting those falling within the attorney-client and attorney- work-product privileges. The County and/or Cities shall provide the JPA with reasonable notice of any such examination.

5. County and City monitoring reviews. The County and/or Cities may conduct monitoring reviews. Such reviews may cover program compliance, as well as fiscal matters. The County and/or Cities shall provide the JPA with reasonable notice that a review will be conducted. The JPA will be afforded a reasonable period of time to respond to any monitoring findings. Cost of such reviews will be borne by the Party(ies) requesting the review. The County and/or Cities may withhold payment and/or terminate this MOU if the JPA fails to respond to or correct finding(s) within a reasonable period of time.

6. Performance reports. Throughout the MOU term, the JPA shall share performance reports prepared pursuant to the oversight of Subrecipient by the JPA.

V. Coordination of program

1. JPA. The Executive Director of the JPA, or his/her designee, shall have overall responsibility for the progress and execution of this MOU.

2. The County. The County Administrator, or his/her designee, shall serve as the point of contact for the County with respect to this MOU.

COMMUNITY ACTION PARTNERSHIP
SOLANO

JOINT POWERS AUTHORITY
675 Texas Street Fairfield, CA 94533 – www.capsolanojpa.org 5 3. The Cities. The City Managers, or their designees, shall serve as the point of contact with respect to this MOU.

4. Notices. All notices or other correspondence required or contemplated by this MOU shall be sent to the Parties at the following addresses:

JPA: CAP Solano JPA
Attn: DeShawn Waters, Executive Director
675 Texas Street
Fairfield, CA 94533
County: Bill Emlen
County Administrator
Solano County
675 Texas Street, Suite 6500
Fairfield, CA 94533
City of Benicia:

Mario Giuliani
City Manager
City of Benicia
250 East L Street
Benicia, CA 94510
City of Fairfield:

David Gassaway
City Manager
City of Fairfield
1000 Webster Street
Fairfield, CA 94533
City of Rio Vista:

Kristina Miller
City Manager
City of Rio Vista
One Main Street
Rio Vista, CA 94571
City of Suisun
City:

Bret Prebula
City Manager
City of Suisun City
701 Civic Center Boulevard
Suisun City, CA 94585
City of Vacaville:

Savita Chaudhary
City Manager
City of Vacaville
650 Merchant Street
Vacaville, CA 95688

COMMUNITY ACTION PARTNERSHIP
SOLANO

JOINT POWERS AUTHORITY
675 Texas Street Fairfield, CA 94533 – www.capsolanojpa.org 6 City of Vallejo: Andrew Murray
City Manager
City of Vallejo
555 Santa Clara Street
Vallejo CA 94590

VI. Compliance with law

The JPA shall become familiar and comply with and cause all its employees and contractors, if any, to become familiar and comply with all applicable Federal, State, and local laws, ordinances, codes, regulations, and decrees. Failure of the JPA to, in any manner, observe and adhere to laws as described herein or as amended, shall in no way relieve the JPA of its responsibility to adhere to same, and the JPA herein acknowledges this responsibility.

VII. Indemnification/insurance

The JPA shall indemnify, defend (with independent counsel jointly approved by the County and Cities), and hold harmless the County and Cities and their officers, officials, directors, employees, agents, volunteers, and affiliates from any and all claims, demands, causes of actions, damages, costs, expenses, actual attorney’s fees, consultant’s fees, expert fees, losses or liability, in law or in equity, of every kind and nature whatsoever arising out of or in connection with the JPA’s operations, or any subcontractor’s operations, to be performed pursuant to this MOU or the current Subrecipient Agreement between the JPA and its Coordinated Entry System Operator, for the fullest extent permitted by law, with the exception of the sole active negligence or willful misconduct of the County and/or any of the Cities.

Per its Subrecipient Agreement with the JPA, the Coordinated Entry System Operator shall procure and maintain for the duration of its Subrecipient Agreement with the JPA insurance against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the work under its Subrecipient Agreement and the results of that work by the Coordinated Entry System Operator, its agents, representatives, employees, or subcontractors. The County and Cities and their officers, officials, employees, agents and volunteers are to be covered by the Coordinated Entry System Operator as additional insureds against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the work under its Subrecipient Agreement and the results of that work

COMMUNITY ACTION PARTNERSHIP
SOLANO

JOINT POWERS AUTHORITY
675 Texas Street Fairfield, CA 94533 – www.capsolanojpa.org 7 by the Coordinated Entry System Operator, its agents, representatives, employees, or subcontractors.

The provisions of this Section shall survive the expiration or termination of this MOU and are not limited by any provisions relating to insurance in the current Subrecipient Agreement between the JPA and its Coordinated Entry System Operator.

The JPA agrees to enforce all the insurance requirements set forth in the Terms and Conditions exhibit to the current Subrecipient Agreement between the JPA and its Coordinated Entry System Operator.

VIII. Noncompliance with Scope of Work, Budget, and Performance Objectives

1. The JPA shall be afforded the opportunity to respond to any information that suggests a failure or deficiency by the JPA to comply with any provision of this MOU. Examples of noncompliance include:

a. If the JPA (with or without knowledge) makes any material misrepresentation of any nature with respect to any information or data furnished to the Parties in connection with this MOU.

b. If there is pending litigation with respect to the performance by the JPA of any of its duties or obligations under this MOU which may materially jeopardize or adversely affect the undertaking of or the carrying out of its program.

c. If the JPA is in default under the provisions of this MOU.

d. If the JPA makes improper use of funds.

e. If the JPA fails to comply with any of the terms and conditions of this MOU in such a manner as to constitute a material breach thereof.

f. The JPA refuses to accept any additional conditions that may be imposed by the County and/or any City as a result of changes required by law or by the Federal government.

g. If the JPA fails to accomplish the scope of services listed in Exhibits A-C and pursuant to the terms of this MOU in a timely manner.

COMMUNITY ACTION PARTNERSHIP
SOLANO

JOINT POWERS AUTHORITY
675 Texas Street Fairfield, CA 94533 – www.capsolanojpa.org 8 2. Should the JPA be unable to resolve concerns by a Party about a perceived failure to comply with Exhibits A-C under this MOU within a reasonable period of time, that Party shall have the right to withdraw from this MOU, receive reimbursement for services not yet rendered, and/or require corrective action to enforce compliance with such provision.

IX. Suspension or Termination

1. Suspension or termination for cause. This MOU may be suspended or terminated at any time before the date of completion by the JPA or pursuant to a unanimous agreement among the County and Cities if:

a. Any party fails to comply with the conditions of this MOU as described above; or

b. The Housing First Solano CoC chooses an entity other than the JPA to operate the Coordinated Entry System; or

c. The JPA is not able to secure the resources to perform one or more of the duties described in Exhibit A: Scope of Work; or

d. The JPA no longer has adequate resources to operate the Coordinated Entry System; and

e. The offending Party or Parties is/are afforded a reasonable opportunity to respond to any such concerns, and the offending Party or Parties fail(s) to resolve any such concerns.

2. Upon suspension or termination, the JPA shall:

a. Not incur new obligations and shall cancel as many outstanding obligations as possible.

b. Be paid only for services rendered to the County and each City to the date of such suspension or termination; provided, however, if the MOU is suspended or terminated for fault of the JPA, the County and each City shall be obligated to compensate the JPA only for that portion of the JPA’s services which were of benefit to the County and each City.

COMMUNITY ACTION PARTNERSHIP
SOLANO

JOINT POWERS AUTHORITY
675 Texas Street Fairfield, CA 94533 – www.capsolanojpa.org 9 X. Rights and remedies not waived

In no event shall payment by the County or any City or acceptance of payment by the JPA hereunder constitute or be construed to be a waiver by any Party of any breach of covenants or conditions of this MOU or any default which may then exist on the part of any Party, and the making of any such payment while any such breach or default shall exist, shall in no way impair or prejudice any right or remedy available to any Party with respect to such breach or default.

XI. Integrated document

No verbal agreements or conversations with any officer, agent or employee of the County and/or Cities prior to execution of this MOU shall affect or modify any of the terms or obligations contained in any documents comprising this MOU. Any such verbal agreement shall be considered as unofficial information and in no way binding upon the Parties.

XII. Severability

In case any one or more of the provisions contained herein shall, for any reason, be held invalid, illegal, or unenforceable in any respect, it shall not affect the validity of the other provisions which shall remain in full force and effect.

XIII. Term of MOU

The Term of this MOU is for three years from December 1, 2025 – December 31, 2028.

COMMUNITY ACTION PARTNERSHIP
SOLANO

JOINT POWERS AUTHORITY
675 Texas Street Fairfield, CA 94533 – www.capsolanojpa.org 10 IN WITNESS WHEREOF, the parties hereto, acting by and through their duly authorized representatives, have executed this MOU in duplicate on the day and year set below each of the parties.

For the JPA:

For Solano County, a municipal
corporation:

SIGNATURE SIGNATURE

PRINTED NAME PRINTED NAME

TITLE TITLE

DATE DATE

For the City of Vacaville, a municipal
corporation:

For the City of Rio Vista, a municipal
corporation:

SIGNATURE SIGNATURE

PRINTED NAME PRINTED NAME

TITLE TITLE

DATE DATE

COMMUNITY ACTION PARTNERSHIP
SOLANO

JOINT POWERS AUTHORITY
675 Texas Street Fairfield, CA 94533 – www.capsolanojpa.org 11 For the City of Fairfield, a municipal
corporation:

For the City of Suisun, a municipal
corporation:

SIGNATURE SIGNATURE

PRINTED NAME PRINTED NAME

TITLE TITLE

DATE DATE

For the City of Vallejo, a municipal
corporation:

For the City of Benicia, a municipal
corporation:

SIGNATURE SIGNATURE

PRINTED NAME PRINTED NAME

TITLE TITLE

DATE DATE

COMMUNITY ACTION PARTNERSHIP
SOLANO

JOINT POWERS AUTHORITY
675 Texas Street Fairfield, CA 94533 – www.capsolanojpa.org 12 EXHIBIT A: SCOPE OF WORK

JPA shall be responsible for the following activities:

• Identifying and selecting the Coordinated Entry Services Operator. • Securing the necessary resources to support scope the work. • Providing technical assistance and oversight of the Coordinated Entry Services Operator.
• Providing annual reports to the County and Cities on progress in achieving the milestones.
• Ensuring that resources provided by the County and Cities will be used for the following activities:

I. Resource Connect Solano Coordinated Entry System Management

The JPA will ensure that the Coordinated Entry Services Operator will be responsible managing for the implementation and on-going administration, development, and continuous improvement of Solano County’s Coordinated Entry System in alignment with Housing First Solano’s Coordinated Entry System Policies and Procedures.

Management includes:

1. Conducting Coordinated Entry System analysis, evaluation, monitoring, and review;

2. Maintaining Coordinated Entry System documentation, which includes system performance documents, reporting data, and federal forms;

3. Developing new access and outreach/in-reach points throughout the County to ensure full and equal access;

4. Increasing the number of providers using Housing First Solano’s Homeless Management Information System (HMIS) and participating in Resource Connect Solano;

5. Creating tools and resources necessary to manage Resource Connect Solano Entry Points;

6. Ensuring consistent usage of and calibration of the assessment tool throughout the Coordinated Entry System;

7. Ensuring that the adopted prioritization criteria are used so that the most vulnerable individuals and families are prioritized for assistance and matched with the appropriate services for them ensuring the most efficient and cost- effective usage of resources;

8. Ensuring that beds and/or units fund by County or City programs that have specific client criteria are reserved for eligible program clients and input of program staff is sought before placement;

COMMUNITY ACTION PARTNERSHIP
SOLANO

JOINT POWERS AUTHORITY
675 Texas Street Fairfield, CA 94533 – www.capsolanojpa.org 13 9. Managing the priority lists;

10. Ensuring timely linkage of persons to available housing and services;

11. Providing guidance, training, capacity building support, communication updates, and other project support as needed to Housing First Solano, the County, and the Cities;

12. Ensuring all participating provider agencies have information as necessary to operate and participate in Resource Connect Solano successfully;

13. Providing monthly or quarterly reports to the JPA as requested;

14. Preparing annual assessments of the Coordinated Entry System;

15. Establishing a more robust marketing plan to bring awareness to residents across the county, including those precariously housed and those least likely to receive assistance in the absence of such marketing;

16. Creating and disseminating outreach materials about Resource Connect Solano;

17. Reviewing and analyzing HMIS data, including reports on system- wide performance (e.g., clients receiving diversion assistance, vacancy reporting, completion of assessments); and

18. Maintaining the integrity of consumer data and ensuring up-to-date security protocols for the system.

II. Coordinated Entry System Administration

The JPA will ensure the Coordinated Entry Service Operator Administers System support to the Resource Connect Solano staff as well as the various jurisdictional and non-profit outreach teams. Support services include:

1. Answering and responding to all Coordinated Entry System referral calls;

2. Performing a pre-screen diversion assessment over the phone and full Vulnerability assessment, where appropriate;

3. Referring callers to the most pertinent services, including prevention services for callers at-risk of homelessness;

4. Connecting clients to case management;

5. Scheduling appointments with clients for the Coordinated Entry Specialists;

COMMUNITY ACTION PARTNERSHIP
SOLANO

JOINT POWERS AUTHORITY
675 Texas Street Fairfield, CA 94533 – www.capsolanojpa.org 14 6. Providing training and technical assistance to local outreach teams to support their data entry in HMIS.

III. Other Coordinated Entry System Services

The Coordinated Entry Services Operator may offer other services such as Housing Location Services to support the staff as well as the various jurisdictional and non- profit outreach teams to identify housing opportunities for individuals experiencing homelessness. Services will be outlined in the subrecipient agreement may include:

1. Developing and managing a comprehensive outreach/ working relationship with community stakeholders, especially landlords;

2. Engaging a landlord recruitment and retention plan. Recruiting landlord, management firm, and leaseholder participation and/or growth of participation in Continuum of Care and Resource Connect Solano housing programs, which may include Permanent Supportive Housing, Rapid Rehousing, Section 8, TBRA, HUD/VASH, and other subsidy programs;

3. Meeting with owners, landlords and property managers to discuss partnering with Resource Connect Solano, including rental assistance, placement programs, and support services;

4. Negotiating with landlords experiencing conflicts with formerly homeless tenants to find solutions to experienced problems, including outside mediation services for more serious conflicts to help avoid eviction;

5. Building long-lasting relationships with property managers, landlords, owners, and firms to expand the scope of their participation in programs that house those experiencing homelessness;

6. Performing initial site visits at all prospective sites to ensure they meet guidelines for habitability standards;

7. Maintaining a database of landlords, management firms, and leaseholders working with those experiencing homelessness;

8. Sending out notices to Resource Connect Solano staff of any new housing availability;

9. Tracking all placements with landlords in HMIS;

10. Maintaining awareness of changes in market and community processes that can impact services; bring forward prospective recommendations to deal with expected changes.

11. Increase focus on systemic County-wide landlord engagement strategies.

COMMUNITY ACTION PARTNERSHIP
SOLANO

JOINT POWERS AUTHORITY
675 Texas Street Fairfield, CA 94533 – www.capsolanojpa.org 15 IV. Coordinated Entry System Housing Readiness Services and Case Management

The JPA will ensure that the Coordinated Entry Services Operator provides Housing Readiness Services and Case Management. This includes:

1. Counseling individuals and families at the top of the Resource Connect Solano prioritization system as to potential housing options;

2. Coordinating supportive services for individuals and families at the top of the Resource Connect Solano prioritization system;

3. Using the Coordinated Entry System to provide comprehensive assessments of participant need for housing and services;

4. Monitoring and evaluating Resource Connect Solano participant progress;

5. Providing Resource Connect Solano participant information and referrals to providers participating in the Coordinated Entry System;

6. Developing individualized housing and service plans for individuals and families at the top of the Resource Connect Solano prioritization system;

7. Providing tenant counseling to individuals and families placed within the past 30 days into housing through Resource Connect Solano;

8. Assisting individuals and families at the top of the Resource Connect Solano prioritization system or placed within the past 30 days into housing through Resource Connect Solano to understand the leasing process;

9. Assisting individuals and families at the top of the Resource Connect Solano prioritization system or placed within the past 30 days into housing through Resource Connect Solano with securing utilities;

10. Assisting individuals and families at the top of the Resource Connect Solano prioritization system or placed within the past 30 days into housing through Resource Connect Solano with making moving arrangements.

V. Coordinated Entry Systems Operations

The JPA will ensure that resources made available through this MOU for operations are allocated to items such as: the costs of office space; maintenance; office equipment; Internet access; a system website; marketing; office supplies; transportation costs incurred by the Resource Connect Solano staff; public transportation costs for consumers; and essential training and conference attendance about Coordinated Entry.

COMMUNITY ACTION PARTNERSHIP
SOLANO

JOINT POWERS AUTHORITY
675 Texas Street Fairfield, CA 94533 – www.capsolanojpa.org 16 EXHIBIT B: BUDGET

I. Funding
In addition to coordinated entry staff supported by HUD CoC, which is $233,589 for FY2025/26, pursuant to this MOU, the Cities and County will provide 2026 funding of $351,638 as follows to support the activities described in Exhibit A.

Funding for calendar years 2027 and 2028 will increase at a fixed rate of three (3) percent per year.

II. Method of Payment

The County and Cities shall transmit annual payments to the JPA. The method of payment was determined by the population of the Cities with the County making a larger amount than its population and is as follows:

The JPA shall invoice the County and Cities within 30 days of the effective date of this MOU and then each year thereafter within 30 days of the same calendar date. The Cities and County shall make payment of the invoice within 30 days of the date of the invoice.

2026 2027 2028 Total

Solano
County $81,966 $84,425 $86,958 $253,350
Benicia $18,816 $19,381 $19,962 $58,158
Fairfield $77,564 $79,891 $82,288 $239,743
Rio Vista $6,127 $6,311 $6,501 $18,939
Suisun
City $19,903 $20,500 $21,115 $61,517
Vacaville $66,895 $68,902 $70,969 $206,767
Vallejo $80,366 $82,777 $85,260 $248,402
Total $351,638 $362,187 $373,053 $1,086,878

Coordinated Entry Funding
Presented to the CAP Solano JPA
July 24, 2025

Use of a Coordinated Entry System is a requirement for:
• Continuum of Care (CoC) funded projects
• Emergency Solutions Grant (ESG) program recipients
• Other Federal programs providing funding for homeless services, including those provided through the U.S. Department of Veterans Affairs • Other state funding, such as Homeless Housing, Assistance and Prevention (HHAP) and No Place Like Home.

The CAP Solano JPA is the designated legal entity responsible for oversight of the Coordinated Entry System in the Housing First Solano CoC. 2July 24, 2025 - CAP Solano JPA
Required by HUD and the State of California

❖ A communitywide system to connect people experiencing homelessness to housing and homeless resources.
❖ Streamlines, standardizing and coordinating the homeless intake, assessment, and referral processes.
❖ Allows individuals and families who need
assistance for housing to have one door for
assistance and be assessed and referred to the
appropriate intervention.
❖ Prioritizes households to ensure a fair and
equitable process for distributing limited
resources based on need and vulnerability.
3July 24, 2025 - CAP Solano JPA
What is Coordinated Entry?

❖ Access: Identify a household’s immediate need, provide information on emergency assistance and community resources, and intake households into the Coordinated Entry System (CES) when appropriate.
❖ Assessment: Conduct an assessment about someone’s history of homelessness and level of need (currently the Vulnerability Assessment Tool [VAT]). ❖ Prioritization: Prioritize most vulnerable based on assessment and case conferencing.
❖ Referral: Refer to a variety of projects including emergency shelters, Rapid Rehousing, Permanent Supportive Housing, other housing and homelessness projects, and services.
4July 24, 2025 - CAP Solano JPA
Core Coordinated Entry Activities

• 1st Funding: Determine amount of funding for CE System • Move forward with funding Cities/County CES MOU based on current rate • Include HUD and HHIP Funding
• 2nd Operations: Issue RFP for CE Provider based on funding • Three Year service-based contract to operator Resource Connect Solano • Scope of Work focused on Prioritizing HUD Core Elements • Enhancements (e.g. housing locator, landlord incentives, new ideas, etc) 5July 24, 2025 - CAP Solano JPA
Proposed Plan: Funding then Operations

1. Annual HUD funding through CoC NOFO
• $219,614 annually 2017-2023
• Increased to $233,589 for FY2024 award (starting June 1, 2025)

2. Housing and Homelessness Incentive Program (HHIP) Funding • Total of $518,000 over multiple years
• $129,500 in FY2023/24 and FY2024/25

3. MOU between six cities and County (Cities/County CE MOU) • MOU’s June 2019 through May 2025
• FY2025/26 funding was $341,396
• ~3% increase annually
6July 24, 2025 - CAP Solano JPA
Coordinated Entry Funding

Coordinated Entry Funding History
February 23, 2023 - CAP Solano JPA 7
Time Period HUD HHIP Cities/County MOU 3-year Total
2019 - 2020 219,614 300,302
2020 - 2021 219,614 306,308
2021 - 2022 219,614 312,435
Cycle 1 Totals 658,842 919,045 1,577,887
2022 - 2023 219,614 321,805
2023 - 2024 219,614 129,500 331,456
2024 - 2025 219,614 129,500 341,396
Cycle 2 Totals 658,842 259,000 994,657 1,912,499
Proposed MOU
2026 233,589 86,333 351,638
2027 233,589 86,333 362,187
2028 233,589 86,333 373,053
Cycle 3 Proposal 700,767 259,000 1,086,878 2,046,645

2026 2027 2028 Total
Solano County $81,966 $84,425 $86,958 $253,350
Benicia $18,816 $19,381 $19,962 $58,158
Fairfield $77,564 $79,891 $82,288 $239,743
Rio Vista $6,127 $6,311 $6,501 $18,939
Suisun City $19,903 $20,500 $21,115 $61,517
Vacaville $66,895 $68,902 $70,969 $206,767
Vallejo $80,366 $82,777 $85,260 $248,402
Total $351,638 $362,187 $373,053 $1,086,878
8July 24, 2025 - CAP Solano JPA
Coordinated Entry Cities County MOU

• Staff Recommendation:
• Approve advancing an MOU with Cities and County to partially fund Coordinated Entry for the term of December 1, 2025-December 31, 2028. • Alternative Options:
• Give staff direction of an alternative to requesting Cities and County to participate in a new Coordinated Entry MOU.
• Proceed with only HUD and HHIP funding with an approximate 50% reduction for Coordinated Entry Services.
9July 24, 2025 - CAP Solano JPA
Coordinated Entry Cities County MOU

RESOURCE CONNECT SOLANO
ANNUAL REPORT: JUNE 1, 2022 – MAY 31, 2023
Resource Connect Solano (RCS) operates the Housing First Solano Continuum of Care (CoC) Coordinated Entry System (CES). This annual report has been prepared for reporting purposes to the Community Action Partnership Solano, Joint Powers Authority (CAP Solano JPA or “the JPA”) as the CoC’s collaborative applicant for U.S. Department of Housing and Urban Development (HUD) CoC funding and as the direct recipient of funds under the jurisdictional funded CES Expansion Memorandum of Understanding (MOU). This report covers work completed by RCS and the JPA between June 1, 2022, through May 31, 2023.

Caminar is honored to operate Solano County’s coordinated entry system, Resource Connect Solano and we are pleased to present the Annual Report for contract year 2022-2023.

Role of Coordinated Entry
The purpose of Coordinated Entry is to help communities assist people who are experiencing homelessness have fair and equal access to housing. The system aims to work with households to understand their strengths and needs through the use of standardized assessments tools and practices and, through a streamlined system, provide quick access to unhoused individuals and families seeking assistance through a referral to an appropriate and available housing placement.

Coordinated Entry for all is designed to:

 Allow individuals and families who need assistance for housing crisis to know where to go to access assistance and to be assessed and referred to the appropriate intervention.  Prioritize households to ensure a fair and equitable process for distributing limited resources based on need and vulnerability.
 Facilitate exits from homelessness to stable housing in as efficient and rapid manner as possible.

PART 1: Coordinated Entry Data and Metrics
The following represent the clients served by Coordinated Entry from June 1, 2022-May 31, 2023.

Consumers Served
During this reporting year, unhoused individuals accessed Resource Connect Solano (RCS) by phone, in person, or by email. RCS received 10,448 phone calls from individuals and families, 1,617 individuals and families came in person to physical access sites in Fairfield and Vallejo, and 1,798 individuals and families emailed looking for help and resources.

During this time period, there were 591 individuals and households who had intakes completed. See Part 2 for qualifications for intake and intake process.

Demographics

NOTE: Not all demographic categories add up to the total 591 intakes, as some households may decline to answer one or more questions.

Location

Below is a chart that highlights the percent of CES individual and family locations when they reported they were experiencing a housing crisis.

Gender Identity
There were 257 men and 305 women who received
services. 5 people identified as transgender and 2 people identified as gender nonconforming.

Family Structure
There were 490 people who identified as single person
households, and 99 people who identified as living in
families. Out of the families, the most common family
configuration was female single parent, which consisted of about 76% of the families served.

Race

314 Black/African American 184 White
43 American Indian 22 Pacific Islander 9 Data Not Collected 14 Asian
Ethnicity
112 Hispanic Latino 11 Data Not Collected 463 Non-Hispanic/Latino

The above data show that over half of the CES intakes were for people who identify as Black/African American while the Black/African American population of Solano County is just over 14% illustrating significant disparities in access to services and support between people of color, particularly the Black community, and White individuals in Solano County. These disparities are the result of a complex interplay of historical, social, economic, and systemic factors.

1. Housing Discrimination: Discrimination in housing, such as landlords preferring White tenants over people of color, is a deeply entrenched problem. This can be due to biases and stereotypes that affect credit checks, eviction histories, and other screening processes. Addressing this issue requires legal protections and enforcement, as well as awareness campaigns and community advocacy to combat bias.

2. Unemployment: Higher unemployment rates among the Black community can be linked to systemic issues such as unequal access to quality education and job opportunities, as well as racial bias in hiring practices. Solutions may involve targeted job training programs, diversity and inclusion initiatives, and policies that promote equitable employment opportunities.

3. Law Enforcement: The experiences of the Black community with law enforcement have been a source of significant concern in the community. Efforts to address this issue include police 0 100
200
300
400
Gender
257
305
5 2
Gender Identity
Male
Female
Transgender
Non-Conforming
0 50
100
150
200
250
300
350
314
184
22 14
43 9
Race

reform, accountability measures, and community policing strategies that build trust between law enforcement agencies and marginalized communities.

4. Mental Health: The normalization of trauma and mental health challenges within the Black community is a critical issue. Initiatives to address this should focus on culturally competent mental health services, reducing stigma, and increasing access to mental health resources within underserved communities.

5. Diverse Teams: Resource Connect Solano’s (RCS) approach of having a diverse team that mirrors the community it serves is an important step in building trust and addressing the unique needs of the population. Representation matters, and diverse teams can better understand and address the challenges faced by different communities.

6. Building Trust: Building trust in underserved communities is crucial for connecting them with necessary resources. Outreach efforts, community engagement, and the involvement of individuals with lived experience can go a long way in establishing this trust.

7. Data and Evidence: It's important to rely on data and evidence to drive policies and interventions. The data you mentioned, indicating higher intake of Black individuals into the system, is a starting point for identifying where resources and support are most needed.

Addressing these disparities requires a multi-faceted approach that involves policy changes, community engagement, education, and ongoing efforts to combat systemic racism. Collaborative efforts from government, non-profit organizations, businesses, and the broader community are essential to create a more equitable society where everyone has equal access to opportunities and support services.

PART 2: Referral and Assessment Data
CES Intake Process

RCS provides a multistep process for intake, assessment and referral.

Intake: To achieve a successful intake, RCS staff are responsible in determining the appropriate next level of assistance. RCS staff identify a household’s immediate need, provide information on emergency

Age

45 Under 18

35 18
-
24 92

25 -
34 112

35 -

44 100

45 -
54 98

55 -

61 87

62+

0 20
40 60
80 100
120
45 35
92 112
100
95 87
Age

assistance and community resources, and enroll households into the Coordinated Entry System (CES) when appropriate. Enrollments into the system only occur if the households are currently experiencing homelessness and the household needs permanent housing resources, such as Permanent Supportive Housing (PSH) or Rapid Rehousing (RRH). RCS staff are required to enter households into the HMIS system under the CES program and collect client-level data, such as dates of birth and social security numbers, and to complete the questions relating to a households prior living situation and most recent period of homeless began.

Assessment: The Vulnerability Index - Service Prioritization Decision Assistance Tool (VI-SPDAT) is conducted by RCS staff for households who are participating in the CES system. The assessment is intended to be used to collect information about someone’s history of homelessness and level of need.

Not every household who receives an intake will be assessed based on the following criteria:
• The VI-SPDAT is reserved for Households that are either Category 1 or Category 4 homeless. • HUD and Org Code [the developers of the VI-SPDAT) recommend that rapport should be built prior to utilizing the VI-SPDAT since the VI-SPDAT is a self-reporting tool and many of the questions are sensitive in nature. Because of this RCS also encouraged that if a client was connected to other services, for example a Case Worker, that that Case Worker be present when conducting a VI-SPDAT so that participant would feel more comfortable answering the questions with a familiar person supporting them.
• The VI-SPDAT is conducted once a year and should only be reassessed if there is a life changing event that includes changes in family unit and health.
• HUD does not recommend participants to be assessed and just sit in the queue with no housing options available. However, with the new programs that have come online, such as “No Place Like Home” it is required that participants be assessed before a referral can be achieved and this had to be done in a timely manner.

Referral: RCS refers to a variety of projects including emergency shelters, RRH, PSH, as well as other housing and homelessness projects. RCS staff conduct the housing referral process with the help of case conferencing where targeted discussions are identify and prioritize participants for the next available housing opportunity. To achieve a successful referral, RCS Staff monitors the CES Vacancy Tracker that must be used by all providers that participate in the CES of all new or pending vacancies at least biweekly.

Assessments

There were 234 unduplicated clients who received a VI-SPDATs during the reporting period. Out of these, 96 were assessed within 24 hours and 138 were assessed within the same day of intake.

Assessments by Race
135 Black/African American 13 American Indian
73 White 5 Asian
8 Pacific Islander 0 Data not collected

Assessment by Location:
1 Dixon 90 Fairfield
10 Suisun 0 Benicia
28 Vacaville 94 Vallejo
1 Rio Vista 4 Not Reported
1 Other areas in Solano County 5 Other areas outside Solano County

140 Unduplicated Clients with were given VI-SPDATs (Family/Single/Tay) outside of this reporting period but are still part of an active caseload. Some of which may be returning to homelessness and may have had previous enrollments and/or multiple assessments prior to the date of their most recent enrollment.

The remaining clients did not receive a VI-SPDATs within this reporting period for reasons discussed above.

Referral
RCS referred 462 households to projects that participate in Coordinated Entry System. There was an average of 72 days from date of Assessment to Date of Referral for those who received a VI-SPDAT. This length is due to the lack of available placements (extremely limited housing) that a participant can be matched with. Other variables that factor into the length of time are the specific programs eligibility criteria. Sometimes a client may meet the HUD definition of chronically homeless, but a placement has additional eligibility criteria. For example, for some RRH programs clients have to makes under 30% of the AMI, but the client also has to show they can maintain through the income that they have to maintain the housing. Many clients cannot meet that standard.

Rate of Housing Program Denials of Participants and Reason Due to systemwide HMIS database reconfiguration, there is no current data in HMIS to report about participants denials of service. We are currently working with our HMIS Administrator, Pathways, to buildout a Housing Program workflow that will allow us to accurately record and monitor acceptance, returned referrals (e.g. client not eligible) and denials per agency, per user-end, and per participant. This will also allow use to accurately track returns to homeless.

Referral by Race
149 Black/African American 15 American Indian
88 White 2 Asian
2 Pacific Islander 2 Data not collected

PART 3: Exits
There were 124 exits with recorded positive outcomes (Note: Not all clients have exit outcome recorded.

Clients may secure housing through a variety of means and may not report back to RCS when they obtain housing.)

Positive placement destinations are defined by HUD. Approximately one-third (32%) of clients obtained housing with no ongoing subsidy, one-half (47%) of clients obtained housing with an ongoing subsidy and the remaining clients moved in with friends/family or obtained housing using a voucher. 32%
8%
13%
16%
21%
10%
47%
Placement Destination
Rental By Client, No Ongoing Housing
Subsidy
Rental By Client, w/ HCV or PBV
Staying/Living w/ Family or Friend
Rental By client w/ Subsidy
w/ Permanent Housing (PSH) for
formerly Homeless
w/ Other ongoing Subsidy
w/ RRH or equivalent Subsidy

Lotty’s Story
After being unhoused for almost 6 years, this past June, Lotty* celebrated finally having a place for her and her son to call home. "I have my own spot, my own kitchen, my own bathroom, my own bedroom, the baby has his own bedroom, and my rent is very affordable. I am so grateful!" says Lotty.

Before engaging with Caminar's Resource Connect Solano (RCS) program, a Coordinated Entry System that ensures all people experiencing a housing crisis have fair and equal access to housing programs, Lotty was frustrated with the housing system. Lotty has aprior eviction in her housing record and, since then, has struggled to get approved for quality housing.

Lotty says the staff at RCS were welcoming and interested in her story. The RCS team learned that her previous landlord evicted her after she withheld rent because he failed to properly address a rat infestation.

Unfortunately, Lotty did not have legal help and she lost her case against the landlord. She became unhoused, had few belongings since the rats compromised most of it, and barely enough money for storage.

Lotty had few options to change her circumstances.
"I had to rush out! I didn't have the proper help to move, and they were going to lock me out. The men just put all my stuff on the grass."
For years, Lotty lived in her car, parking between trucks at Walmart to sleep, sometimes staying with family or friends. As a result of the instability, Lotty lost custody of her son for a few years–the most heartbreaking loss. "He has been back with me now for three years," she said with relief.

Prior to obtaining housing, Lotty and her son lived in a family shelter, getting by, working to address housing and her health as a chronically ill disabled woman, who has experienced several blood clots since becoming unhoused. "The only thing on my mind was securing housing; that was my main focus. After six years, I finally met my goal, I got myself a place to stay, and when I got it, I could not believe it. I believe it will be two weeks on Friday."
She explains that the RCS staff worked to assemble a compelling housing application, and to her surprise, it was approved! "The staff at RCS were beautiful! Before, I was throwing money away for application fees just to get denied over and over because I had an eviction on my record." Lotty shares that accessing housing has helped her mental health considerably. "Who wants to not have a home, sleep on the streets, sleep in your car, or even be at a shelter no matter how nice they are. Plus, now I don't have to eat out every day! I ate so much fast food, I gained so much weight, and my son's diet was so bad. I can cook here! When I was unhoused, I would have to buy food once a day and hope it would keep me full all day because you can't return for more. Now I have my kitchen, can cook, and can access food all day! Most importantly, I have my own room, and my son has his own room. I am very grateful, so grateful," says Lotty.

Although grateful, Lotty has dreams of a place that is wheelchair accessible and large enough for her to redecorate with mirrors and furniture like the ones she so tragically lost years ago. "I am going to make it," shares Lotty.
*To honor our program participant's privacy, an alias has been used.

PART 4: Resource Connect Solano MOU Implementation: 2022-2023 In addition to direct client services data above, Resource Connect Solano (RCS) is responsible for the following activities under the MOU’s Scope of Work. The MOU covered a span of 3 years, from 6/1/2022 through 5/31/2025. This report covers the work completed from 6/1/2022 to 5/31/2023.

Details regarding all activities, including specific accomplishments or next steps for the incomplete activities, are referenced below. All performance objectives need to be completed by May 31, 2025.

1. VI-SPDAT Alternative:
• Lead the conversation and work to move from the VI-SPDAT to a more equitable and locally tailored prioritization tool.
• Implement new vulnerability tool assessment when assessing referrals through the Coordinated Entry System.

The Coordinated Entry System Committee has discussed VI-SPDAT alternative assessments and agreed that a new standardized assessment tool is needed. The Committee and Resource Connect Solano continue to closely track the progress being made by other, larger, Continuums of Care to develop new standardized assessment tools. Once these tools are developed the Coordinated Entry System Committee will determine which tools to consider and locally adapt one of them to be the new standardized assessment tool for the Housing First Solano Continuum of Care. Recently Resource Connect Solano attended a national forum regarding this topic. Communities across the nation (such as Contra Costa County, Los Angeles, Chicago, Detroit, Nashville, El Dorado County and more) highlighted new assessments that are being piloted and new tools that are being used. Resource Connect Solano is also working with Solano County Behavioral Health, Homebase, the Housing First Solano CoC, Members of the Lived Experience Committee, Pain into Purpose, and the HMIS Lead to create a new assessment tool for local community prioritization.

2. Improve Referral Process:
• Facilitate referrals starting to happen via HMIS electronically from all JPA-funded providers to ensure greater transparency and accountability.

The Housing First Solano CoC is moving to Clarity as the new HMIS system with an anticipated go-live date of January 2024. This new HMIS will include a Coordinated Entry System integration, so all referrals and open beds will be reported to the Coordinated Entry System using the Coordinated Entry screens in Clarity HMIS.
• Standardize the minimum documentation housing programs need to enroll people and define roles and responsibilities between CES and providers when it comes to making referrals.

In 2022 Resource Connect Solano created universal eligibility forms for the Housing First Solano CoC for:
o Disability Verifications
o Literal Homelessness Certifications
o Fleeing Domestic Violence/Category 4 Definition of Homelessness Certifications o Chronically Homeless Certification

o 3rd Party Certification
o Self-Certification of Homelessness
o Homeless History Mapping Tool
o Provider Eligibility Form
Resource Connect Solano and Homebase conducted a CoC-wide two-day training in May and June of 2022 on documenting eligibility and how to use these forms. Resource Connect Solano continues to provide one-on-one assistance to agencies to assist them with properly utilizing these forms. Resource Connect Solano also created a guidance document that reviews how to upload eligibility forms into HMIS and what Naming Conventions should be used for each document as they are uploaded into HMIS. It is ultimately the responsibility of each housing provider to ensure they have proper eligibility documentation for clients for each of their projects and that it is uploaded into HMIS correctly.

• Ensure providers are updating the vacancy tracker on a monthly basis and CE is relying on that data when making referrals.

Housing providers are updating the CES Vacancy Tracker twice a month and Resource Connect Solano is checking in regularly with providers regarding their updates. The CES Vacancy Tracker inputs were also tracked for CoC-funded projects and used as part of the performance criteria for the 2023 Department of Housing and Urban Development CoC Notice of Funding Opportunity (HUD CoC NOFO) local competition. Once the transition to Clarity happens vacancies will be tracked and reported in HMIS on the CES page.

3. Lived Experience Feedback:
• Collaborate with the Lived Experience Committee to ensure consistent consumer feedback is received and incorporated (complete annually).

Lived Experience Committee (LEC) meetings are monthly and are typically closed meetings so that members can share their experiences openly with each other. Resource Connect Solano attended three LEC meetings during the reporting period. At one of the LEC meetings RCS presented its survey for obtaining client feedback and asked for the LEC to review it and provide any suggestions for improvement. The LEC also requested a CES 101 training from RCS, which was provided. RCS plans to continue to collaborate with the LEC and its members on trainings. RCS also plans on collaborating with the LEC on the new Assessment tool that the community is creating. Additional planned collaboration will occur in Year 2 of the MOU, in addition to the collection of regular feedback on the annual client surveys.
• Administer client satisfaction survey to those interacting with the CES (complete annually).

A client satisfaction survey was administered by Resource Connect Solano in early 2023. The survey was completed through a QR Code that was attached to the RCS email account and placed at different CES access site locations for scanning. Hardcopies of the survey were also made available at access site locations for participants who didn’t have access to a mobile device or computer. A total of 12 survey responses were received. Overall, most respondents had an understanding of what Resource Connect Solano is and that it is not an emergency housing program. Participants mostly felt safe at Resource

Connect Solano and felt listened to and respected by the staff as well. Respondents stated that the staff at Resource Connect Solano was able to offer community resources that could help their housing crisis and that staff do what they say they will do.

Survey Responses:

Question 1: I get responses from Resource Connect Solano staff when I try to contact them.

Question 2: Resource Connect Solano offers community resources that can help me.

Question 3: Staff does what they say they will do.

Question 4: I felt comfortable with the Resource Connect Solano Staff member who did my assessment questions.

Question 5: The hours that staff are available work for me.

Question 6: I understand what Resource Connect Solano does and that they are not a housing provider.

Question 7: Staff works well with people who need extra help and extra time.

Question 8: I feel comfortable talking to Resource Connect Solano about my situation and know they will respect my privacy.

Question 9: Staff are sensitive to different cultures and backgrounds.

Question 10: I am respected at Resource Connect Solano.

Question 11: I feel physically safe at Resource Connect Solano.

Resource Connect Solano took the responses back from these surveys and decided that a CE 101 training was need for the Solano CoC. It seemed that a general understanding of what CE is and how it works was needed for not just participants but also for providers. RCS also wanted to make sure that we encourage people to apply for positions at RCS from diverse backgrounds and also people with lived expereince. Another thing RCS did in a response to the survey feedback was create ways to expand our reach. Developing an Access Site Training, going out on outreaches with different partners in the communinty and also creating a Resoure Binder and Pamphlet to share with all participants to know where the resources in our community are. Most importantly we wanted to continue to find ways to work with the LEC and include the members and gather feedback from the there members so that we can make sure our program coninutes to connect and be trusted by the unhoused population.

4. Reconfigure Current Coordinated Entry Process
• Implement dynamic prioritization as a way to identify priority populations.

In December 2022, Resource Connect Solano trained the Coordinated Entry System Committee on the basics of Dynamic Prioritization in Coordinated Entry and proposed edits to the Coordinated Entry policies and procedures to start implementing Dynamic Prioritization. This included a section describing Dynamic Prioritization and raising the standardized assessment score for referrals to both Permanent Supportive Housing and Rapid Rehousing. RCS is working on a way to track clients who are placed in RRH as “bridge housing” while waiting for a PSH bed so that they can be added to the PSH community queue rather than exited from the RCS system (which is the current practice since RRH is considered a permanent housing referral destination).

Full implementation of Dynamic Prioritization cannot be completed by the Coordinated Entry System alone. For Dynamic Prioritization to be successful, sufficient Permanent Supportive Housing must be funded to ensure that those utilizing Rapid Rehousing with acute service needs have options for transfers to Permanent Supportive Housing. Additionally, the CoC must focus on funding Rapid Rehousing projects with a range of intensity and duration options, as well as focus on ramping up

Rapid Rehousing services to prepare for an increase in the acuity of needs of participants being referred to Rapid Rehousing as part of Dynamic Prioritization implementation.

• More specifically tailor services to population needs (i.e.: not everyone needs a full VI- SPDAT assessment).

The Coordinated Entry System Committee has been discussing proposed language to have more specific requirements for when clients are given a standardized assessment at intake. This process will be ongoing in 2023 and 2024.
• Strengthen inflow and track outcomes (# of HHs successfully diverted from homelessness because of external resources or service provider interventions/problem- solving conversations).

Resource Connect Solano staff attended a Housing Focused Problem Solving training and continue to implement problem-solving conversations and other diversion strategies during initial client intakes.

RCS has not yet started tracking the number of households successfully diverted due to these efforts, but has started to work with the HMIS Administrator to create Prevention and Diversion HMIS projects to start tracking these outcomes. The switch to Clarity should also strengthen this tracking and reporting.

5. Provider Engagement
• Operationalize an ongoing process to consult stakeholders and the CoC's CES Committee on CE design and improvement.

In 2022 Resource Connect Solano changed the Coordinated Entry Committee meeting schedule to every-other-month rather than quarterly. These Committee meetings have been successful in driving implementation of the CES MOU metrics. Additionally, RCS started to meet with CAP Solano JPA- funded agencies regularly to review their unit vacancies and to discuss how the Coordinated Entry System can be improved for them and their clients. Resource Connect Solano has also been doing CES 101 presentations for Community Partners such as Solano County Behavioral Health to help the community better understand the role that Coordinated Entry has in our System of Care. Resource Connect has also met with direct service providers and room and board operators to increase relationships and direct services for unhoused individuals to have support to maintain their housing placements.
• Conduct provider surveys biannually.

Resource Connect Solano conducted one-on-one housing provider meetings for feedback with all CAP Solano JPA-funded housing providers. RCS continues to meet with providers regularly to obtain information about their projects, their unit vacancies, and to get feedback from them as to how the referral process is working. In May of 2023 RCS also sent out an anonymous survey to providers for written feedback on the Coordinated Entry System. Resource Connect Solano sent out the survey directly to our community partners and it was also sent out on the CoC HFS List serv. RCS received a total of 12 responses from: Fairfield Police Department, Insight Housing, Voices Solano Vallejo, Lutheran Social Services, The Department of the VA, Vacaville Solano Services Corporation, and some anonymous responses as well. Providers that stated that they attended monthly BNL meetings, CES

committee meetings, and had knowledge of the CE system provided complimentary feedback and also points of emphasis where the system can be improved. Providers that stated they didn’t attend the monthly CES and BNL meetings were unhappy with the CE system and showed a lack of understanding on what CE is and how it works. Based off of this feedback RCS has made it a goal to go out and educate the community on what Coordinated Entry is and the way it works within Solano County.

Resource Connect Solano took to the CES Committee a motion to allow for the entire CoC to be able to conduct VI-SPDAT Assessments in Solano County. This motion didn’t receive enough votes to pass by the committee members. The two reasons the committee stated were because 1) all communities will be moving away from the Org Code VI-SPDAT tool, and it would not be worth training the community on the current assessment tool and 2) our community was transitioning to a new HMIS system HMIS Clarity from the current version of HMIS Service Point. The committee in turn voted to allow Resource Connect Solano to roll out a Pilot Program in the interim. The current Pilot Program is still underway and going very well with our Pilot Partners: SHELTER Solano, Opportunity House, and Solano County Behavioral Health.

6. Housing Locator Metrics
• Number of new landlords they connect with on a monthly basis and bring online.

The RCS Housing Locator connected with on average approximately 7 new landlords a month. • Number of new units they identify on a monthly basis and how many of those units house clients referred through RCS.

The Resource Connect Solano Housing Locator identified on average approximately 7 new mainstream units a month for clients to be permanently housed. Out of the total 83 units that RCS was able to find, the Housing Locator was able to refer about 17 clients to permanent mainstream housing. • Develop local LL engagement curriculum (training/webinar series) and hold trainings at least quarterly for providers (including: Housing Location 101, Negotiating with LLs, Eviction Process, Housing Voucher 101, How to Talk about "Housing First" during Housing Location, Selling your Program to LLs- Know Your Product, Rental Applications and Documentation, Housing Location Intake- What to Ask Clients, the Move-In Process and Housing Stability Planning, How to Use Shared Housing Models to find Affordable Housing, LL-Tenant Education and How to Read a Lease, Role Plays and Strategies to Respond to LL Complaints).

The Housing Locator has not started these trainings, as the Housing Locator role had turnover during the reporting period. The Housing Locator position has also been assisting with the CES Specialist job duties due to high call and referral volume. There has been an increase in referrals being required to be made during the reporting period due to the opening of five new Permanent Supportive Housing Projects and one new ESG-RRH opening, each requiring very detailed eligibility reviews and referrals to be made in large batches with many clients being referred at once. • Develop sample forms, templates, and trainings for providers to have, including: sample

client reference letters for landlords, landlord-facing sample program information marketing, sample LL-tenant-case manager communication plan/agreement, a tenant education program, etc.

The Housing Locator finalized the landlord support fund and incentive fund processes and associated forms and presented them to the Coordinated Entry Committee. The support fund policy includes a landlord-tenant-case manager communication plan/agreement for landlords and tenants to sign to access the support fund.
• Lead a subcommittee to work on systemic LL engagement strategies (including strategies to reduce barriers to housing: training documents, removing evictions, expunging convictions, payments of arrears, etc.).

In December 2022 the Housing Locator held a Landlord Engagement CES Subcommittee meeting. The Housing Locator reviewed the updated Landlord Support and Incentive funds since they were updated in the new MOU and trained attendees on the processes to access the funds. The Housing Locator also invited Room and Board Operators to present their Room and Board Operations. The Landlords were Harmony Homes for Healing – Executive Director - Jamila Johnson, A Mission to Reach - Executive Director – Neishka Lee, Hammock Homes – Torre Samonek.

During the subcommittee, the attending operators introduced their properties and provided information on location, bedrooms, cost, specific housing conditions, rules, and regulations. The landlords also spoke about the optional activities they offer residents of their program. They also discussed other community partners that they have worked with through Solano County Behavioral Health, nonprofit housing providers, and Housing Authorities. Another big topic that was discussed was some of the challenges that the room and board operators may have faced with clients, and our Community Partners discussed some of the challenges that they have or wanted clarity on from the operators.

The Housing Locator introduced a document that both the room and board landlords and the community service providers shared input on. This document was an agreement between the client, landlord, and the client’s Case Manager, or if the client didn’t have a Case Manager then the RCS Housing Locator would sign that document and make sure the landlords would reach out to the client’s support system before evicting the client from their housing placement. This was a collaborative process that made both sides feel heard and also a way to improve the working relationship between the two sides. Community Partners were able to connect some of their clients with the Room and Board operators.
• Organize annual trainings for homeless service providers (mandated for all CoC, ESG, and state-funded housing providers) on: Fair Housing Training (this should include information on Detecting and Preventing Discrimination, compliance with the Fair Housing Act, how to file a local grievance or HUD directly) and Tenants Rights (this should include information on any relevant moratoriums on evictions, late fees, and penalties related to nonpayment of rent.

Resource Connect Solano coordinated the annual Equal Access and Fair Housing Training for the CoC

and Fair Housing Advocates of Northern California.
• Develop and continue to update a public list on the RCS website of: available tenant legal resources for homeless and formerly homeless households; information on fair housing and anti-discrimination protections (including specific resources like protections of survivors of DV and people with disabilities).

Resource Connect Solano already had most of this information on the website, but it was recently updated in the Spring of 2023 and will continue to be updated as needed. • Develop and update a Housing Locator/LL Engagement section on the RCS website.

Resource Connect Solano has added a Landlord Engagement section of the website and now has links to access the local landlord engagement support funds.

RESOURCE CONNECT SOLANO
ANNUAL REPORT: JUNE 1, 2023 – MAY 31, 2024
Resource Connect Solano (RCS) operates the Housing First Solano Continuum of Care (CoC) Coordinated Entry System (CES). This annual report has been prepared for reporting purposes to the Community Action Partnership Solano, Joint Powers Authority (CAP Solano JPA or “the JPA”) as the CoC’s collaborative applicant for U.S. Department of Housing and Urban Development (HUD) CoC funding and as the direct recipient of funds under the jurisdictional funded CES Expansion Memorandum of Understanding (MOU). This report covers work completed by RCS and the JPA between June 1, 2023, through May 31, 2024.

Caminar is honored to operate Solano County’s coordinated entry system, Resource Connect Solano and we are pleased to present the Annual Report for contract year 2023-2024.

Role of Coordinated Entry
The purpose of Coordinated Entry is to help communities assist people who are experiencing houselessness have fair and equal access to housing. The system aims to work with households to understand their strengths and needs through the use of standardized assessments tools and practices and, through a streamlined system, provide quick access to unhoused individuals and families seeking assistance through a referral to an appropriate and available housing placement.

Coordinated Entry for all is designed to:

❖ Allow individuals and families who need assistance for housing crisis to know where to go to access assistance and to be assessed and referred to the appropriate intervention. ❖ Prioritize households to ensure a fair and equitable process for distributing limited resources based on need and vulnerability.
❖ Facilitate exits from houselessness to stable housing in as efficient and rapid a manner as possible.

J U N E 2 0 2 4 - M A Y 2 0 2 5

C O O R D I N A T E D

E N T R Y S Y S T E M

A N N U A L

R E P O R T

RESOURCE CONNECT SOLANO

COORDINATED ENTRY SYSTEM OPERATOR OF THE HOUSING FIRST SOLANO COC

P R E P A R E D B Y

211 Intakes (3 months)
Intakes
Positive Outcomes
0 20 0 40 0 60 0
Vallejo
Fairfield
Vacaville
541
492
145
W 1 W 2 W 3 W 4 W 5
0 5
10 15
2 0
2 5
R C S A n n u a l R e p o r t
2 5 9
2 2 7
1 7 K
6 6 %
1 2 7 3
9 8 %
T o t a l I n c r e a s e
4 3 %
2 4 %
B l a c k / A f r i c a n
A m e r i c a n
W h i t e
T o t a l C a l l s
C o m p a r e d t o L a s t Y e a r

Q U I C K S T A T S
C i t i e s
I n t a k e s b y M o n t h
Collecting information on the city where
participants last slept helps understand patterns
of need and service use across different areas.
42% of participants were in Fairfield, 38% in
Vallejo, and 11% in Vacaville
G e n d e r O v e r v i e w
Collecting gender data in Coordinated Entry helps
identify disparities in access, needs, and outcomes.

In our data, 60% of participants were women, 39%
were men, and 1% were a different identity.

G e n d e r
3 9 %
M e n
6 0 %
W o m e n
H o u s e h o l d s O v e r v i e w
Understanding household type in Coordinated
Entry helps identify differences in service needs.
74% of participants were single adults and 26%
were households with children
H o u s e
h o l d s
2 6 %
H o u s e h o l d s w /
C h i l d r e n
7 4 %
S i n g l e A d u l t

2 T a b l e o f

C O N T E N T S
R o l e o f C o o r d i n a t e d E n t r y
A c c e s s
2 1 1 a n d I n t a k e s
3 W a l k - i n s / C a l l s
A s s e s s m e n t s
P r i o r i t i z a t i o n / R e f e r r a l s
O u t c o m e s
H o u s i n g L o c a t o r
D e m o g r a p h i c s
C y c l e T h r o u g h s
C o n t r a c t D e l i v e r a b l e s
C a s e C o n f e r e n c i n g
A c c o m p l i s h m e n t s
S u c c e s s S t o r i e s
1 7
1 9
2 2
2 4

W H A T I S C O O R D I N A T E D E N T R Y
4 6
7 8
9 1 1
1 3

W H O A C C E S S E D T H E S Y S T E M

C E C O R E F U N C T I O N S

C O M M I T M E N T S A N D I M P A C T
1 2
3 1
4

R o l e o f
C o o r d i n a t e d
E n t r y
The purpose of a Coordinated Entry
System is to help communities assist
people who are experiencing
houselessness, have fair and equal access
to available housing resources. The system
aims to work with households to
understand their strengths and needs
through the use of standardized
assessments tools and practices and,
through a streamlined system, provide
quick access to unhoused individuals and
families seeking assistance through a
referral to an appropriate and available
housing placement.

Coordinated Entry has 4 Core
Elements:

Access
Assessment
Prioritize
Referral
PAGE 1Page 843 of 1000

A C C E S S
At the beginning of this reporting
year, Resource Connect Solano
was overwhelmed. Every call,
whether about shelter, food
banks, or rental / utility
assistance were coming to us.

We had become, essentially a
call-center, fielding all resource-
related inquiries, which stopped
us from focusing on the other
core elements of Coordinated
Entry.

But RCS adapted. We stayed
flexible, reshaped workflows, and
leaned into teamwork to continue
serving participants with
compassion and commitment,
even though the path wasn’t
clear.

Like a chameleon, we adapted to
our environment and shifted with
change so we could continue to
meet the needs of our community.

CES ENTRY POINTS
P A G E 2

For this reporting year, we completed
1273 total intakes. In just those final
three months, 211 completed 259 of
those, which was a huge lift in a short
time period especially considering the
first month was spent completing the
access site training before 2-1-1 began
taking live calls. This resulted in a 100%
increase of average monthly intakes for
the year and a 25% increase in intakes
compared to last years.

Intakes
PAGE 3
Intakes by Month
211 CALL CENTER
Three months before the reporting year
ended, RCS turned a corner: we
partnered with UWBA’s 211 Call Center
to officially join as a Coordinated Entry
Access Site. In addition to handling
general calls, UWBA also began,
completing Housing Needs Assessment
(formerly known as the VAT) to get
participants connected to the Housing
Queue. This shift gave RCS the space to
breathe, and to focus on strengthing
the system by expanding Coordinated
Entry referrals, providing community
training, increasing participant follow-
ups, and improving the overall flow of
Coordinated Entry.

Breakdown of the intakes we
completed from March - May when
211 started.

4 2 %
U n h o u s e d p a r t i c i p a n t s
i d e n t i f y a s B l a c k , A f r i c a n
A m e r i c a n , o r A f r i c a n
6 0 %
P a r t i c i p a n t s i d e n t i f y a s
W o m e n
4 2 %
U n h o u s e d p a r t i c i p a n t s i n
V a l l e j o , 9 % i n c r e a s e
f r o m l a s t y e a r
Demographic data isn’t
just a reporting
requirement; it’s a mirror
of who’s being impacted
most. Understanding who
is at risk and where they
are is the first step in
equity informed
intervention.

DEMOGRAPHICS
PAGE 4Page 846 of 1000
Age tier
2 6 %
U n h o u s e d f a m i l i e s
( h o u s e h o l d w i t h m i n o r
c h i l d r e n )
1 0 8
8 . 5 % U n h o u s e d T A Y
p a r t i c i p a n t s , 2 5 % f a m i l i e s
1 9
U n h o u s e d V e t e r a n s , 1 0 %
a r e f a m i l i e s
Housing needs in Solano
span across every
generation, from young
adults to older adults.

Most of the people that
RCS served this year were
between the age of 25-44
years old. Still, every age
group was represented,
showing that homelessness
impacts individuals at
every stage of life.

PAGE 5
Families

H o w m a n y t i m e s a
p a r t i c i p a n t h a s
b e e n c o n n e c t e d
t o C E S
Though not every client enters our
system for the first time, every
interaction counts. Some
participants re-engage with the
system multiple times before
achieving long-term stability.

Among participants, 224 were
enrolled for a second time, 33 for a
third time, and 3 for a fourth time.

Recognizing and tracking this data
can help inform prioritization for
those who may require more
support.
“Please note some of these cycle
throughs are from our 90 day
auto-exit.*
1013 NEW
80% of our intakes this year were new
participants that we have never
reached before, highlighting the
consistent growth of access.

PAGE 6Page 848 of 1000
Walk-ins
2 1 3 5
T o t a l W a l k - i n s , 2 9 % i n c r e a s e
f r o m l a s t y e a r
1 7 . 1 K
T o t a l C a l l s R e c e i v e d , 1 7 . 6 k l a s t y e a r 1 4 0 8
T o t a l E m a i l s R e c e i v e d , 1 5 9 4 l a s t y e a r
Walk-in and call data
offer a frontline view into
community need.

Each contact reflects a
moment of crisis, urgency
or hope, and helps us
understand how, when
and where people are
seeking support. Tracking
this data ensures we
remain responsive,
accessible and aligned
with real-time needs.

PAGE 7
Calls

A s s e s s m e n t s
This reporting year RCS completed
1488 total assessments, which is more
than the number of our intakes
because of the rollout of our updated
Housing Needs Assessment. As part of
this transition, participants who had
completed the older VI-SPDAT
assessment were reassessed using the
new assessment tool to align with our
updated system. Even with this
additional workload, our team
completed 1249 assessments with the
new tool out of the 1273 intakes
meaning that 98% of participants
received an assessment. These results
highlight the strength of our system
and the dedication of our staff in
carrying out a major transition while
maintaining consistence in service
delivery.
1249 HOUSING NEEDS

ASSESSMENTS
We completed 1488 total Assessments
which is a 44% increase from the
previous reporting year.

PAGE 8
1488 Total
Assessments
Completed

PAGE 9

REFERRING PARTNERS
When a participant is placed on the Housing Queue, they may be matched to the following placements IF and WHEN an available opportunity matches their needs.

Below are a list of all of the Coordinated Entry Referring Partners and their Projects and Total Number of Units:

Permanent Supportive Housing (PSH) Partner:

Caminar: Sereno Village and Laurel Gardens - 20 beds
Lutheran Social Services Stop Plus and Crossroads – 37 beds (15 of those beds are for Seniors)
Change and New Beginnings: Healthy Living your way – 11 beds SHELTER Inc.: Broadway Village – 47 beds at Broadway Village Y3C: Solano House Endurance – 16 shared beds
Rapid Re-Housing (RRH) Partners:

CANB: Housing Accelerated – Max 20
Opportunity House: TAY RRH Program – Max 10 (for participants ages 18-24) SHELTER Inc. DV-RRH: Esperanza and New Leaf – Max 7
Behavioral Health No Place Like Home (NPLH) Partners:

Caminar: Fair Haven Commons – 34 beds
Abode: Blue Oak Landing – 23 beds
These projects are through Solano County Behavioral Health who have partnered with 3 service providers to provide on-site case management for these participants. All participants referred to these NPLH programs must have a diagnosed Severe Mental Illness (SMI).

Outside Landlords
Our Housing Locator connected with 20 private landlords in Solano County to expand placement opportunities.

Direct Service
1 4 0
S o l a n o C o u n t y B e h a v i o r a l H e a l t h R e f e r r a l s
2 2
V a l l e j o H o u s i n g A u t h o r i t y T B R A R e f e r r a l s
1 6 6
P S H a n d R R H r e f e r r a l s
Each referral represents a
connection between need
and resource, between
crisis and resolution.

Tracking these pathways
helps us identify gaps,
strengthen partnerships
and ensure no one falls
through the cracks.

PAGE 10
Housing referrals

P o s i t i v e O u t c o m e s
139 EXITS
139 participants were exited from RCS.

Although, there were 1141 auto-exits
which shows it’s important to
acknowledge that not all clients’
outcomes are recorded, as some may
secure housing independently and may
not report their status back to RCS.

PAGE 11

Rentalassistance
8 8
R C S h a d 8 8 e x i t s f r o m P r e v e n t i o n a n d D i v e r s i o n a n d M o v e - I n
A s s i s t a n c e
7 3 %
P r e v e n t i o n a n d D i v e r s i o n
2 7 %
N e w U n i t A s s i s t a n c e
Although RCS didn’t have
a rental assistance
program, we were able to
thanks to funding from
Kaiser, Sutter and Wells
Fargo
PAGE 12

H o u s i n g L o c a t o r S t a t s
15 PEOPLE
HOUSED
The RCS Housing Locator housed
15 Participants with our Landlord
partnerships.

PAGE 13

PAGE 14

H O U S I N G L O C A T O R

E V E N T S
Event 1: Landlord Meet and Greet – February 27, 2025
On February 27, 2025, the RCS Housing Locator hosted a Landlord Meet and Greet to build stronger connections between local landlords, our team, and community partners. This event provided an opportunity for landlords to meet our new Housing Locator, learn more about available housing resources, and connect with one another.

We partnered with Insight Housing’s Housing Navigator and SHELTER, Inc.’s Housing Navigator to co-host the event. Over a casual brunch in our meeting room, landlords and partners engaged in meaningful conversations about their properties, shared experiences with both the challenges and rewards of renting to participants and exchanged valuable resources.

The event also sparked collaborative dialogue on how we can continue to improve support for individuals and families experiencing homelessness in Solano County. By strengthening these partnerships, we are laying the groundwork for more housing opportunities and greater stability for those we serve.

Impact:
12 landlords attended, representing both private and nonprofit-owned properties.
16 rental units were identified as potential housing opportunities for participants on the Housing Queue.

The Housing Locator was able to schedule follow-up conversations with five landlords who expressed interest in ongoing collaboration.

Several landlords signed up for the Landlord Engagement distribution list, ensuring continued communication and resource sharing.

PAGE 15

H O U S I N G L O C A T O R

E V E N T S
Event 2: Landlord and Community Partners Engagement Training – April 17, 2025
Building on the feedback from our February Landlord Meet and Greet, the RCS Housing Locator hosted a virtual Landlord and Community Partners Engagement Training on April 17, 2025. The goal of this event was to strengthen collaboration between landlords and service providers by creating a space for open discussion about challenges and solutions.

The training featured a panel of five landlords who presented their properties and shared information about current and upcoming housing projects. This provided community partners with valuable insight into the types of housing available, eligibility criteria, and the application process. More importantly, the session gave both landlords and providers an opportunity to voice the barriers they encounter. Landlords spoke about challenges such as communication gaps and tenant support needs, while service providers discussed systemic barriers participants face when trying to secure housing.

The roundtable format allowed for meaningful dialogue, helping both sides gain a clearer understanding of one another’s perspectives. The Q&A session encouraged direct communication, broke down misconceptions, and began building stronger working relationships between landlords and providers.

Impact:
5 landlords presented their housing projects and shared direct contact information with service providers.

Service providers gained clearer insight into landlord needs, especially around communication and tenant support.

Landlords learned more about the barriers participants face, creating opportunities for stronger partnership and problem-solving.

Follow-up conversations were scheduled between landlords and providers to explore referrals and housing placements.

Event 3: Fair Housing Training – June 27, 2025
We hosted a virtual Fair Housing Training designed to educate and empower both landlords and community partners on fair and lawful housing practices. We partnered with Adriana Ames from the Fair Housing Advocates of Northern California. The training covered several essential topics, including how to detect and prevent housing discrimination, understanding and complying with the Fair Housing Act, how to file a grievance through local channels or with HUD, and a review of tenant rights. This training helped landlords/ community partners gain a clearer understanding of fair housing laws and best practices.

Event 4: Landlord Engagement Training Mixer – May 30, 2025 Our most recent event was a Landlord Engagement Training Mixer held on May 30, 2025, in the kitchen space at SHELTER, Inc.’s BANC. This in-person event allowed both landlords and community partners to reserve tables where they shared information about their programs, services, and available housing opportunities. Shelter participants had the chance to engage directly with housing providers, ask questions, and access housing resources on the spot. The mixer created a welcoming and informative environment that encouraged meaningful conversations, broke down barriers to housing access, and supported relationship-building among all involved.

PAGE 16

H O U S I N G L O C A T O R

E V E N T S

PAGE 17

O T H E R C O N T R A C T

D E L I V E R A B L E S
RCS was tasked with leading the transition from the VI-SPDAT to a more equitable, locally tailored prioritization tool (1). This included implementing a new assessment tool (2):

1. Implementation of the Housing Needs Assessment (HNA) Over the past two years, the Coordinated Entry System transitioned away from the VI- SPDAT, which had been widely criticized for creating inequitable outcomes, especially for people of color, youth, and individuals with lived experience.

In 2024, after review by the CES Committee and the Lived Experience Committee, the HFS CoC adopted the Vulnerability Assessment Tool (VAT), later renamed the Housing Needs Assessment to align with the name of our Housing Queue.

Key Improvements:

Shifted from static scoring to dynamic prioritization, prioritizing length of time unhoused and current needs
Questions updated to better align with program eligibility criteria Helps ensure participants are matched directly to the housing they qualify for Reflects a community commitment to equity, transparency, and client-centered practices

2. Integration of Behavioral Health Needs Assessment (BHNA) RCS also partnered with Solano County Behavioral Health to integrate a Behavioral Health Needs Assessment into the assessment process.

This optional screening:

Includes 7 additional questions to identify SCBH-eligible participants Places eligible participants on the Behavioral Health (BH) Queue Enables SCBH to verify diagnosis and for RCS to refer to BH Projects like:

Fair Haven Commons
Blue Oak Landing
Solano House Endurance
Impact:

Strengthens the link between behavioral health services and housing Ensures those with behavioral health needs are prioritized for specialized resources Supports long-term housing stability for high-needs individuals

PAGE 18

O T H E R C O N T R A C T

D E L I V E R A B L E S
RCS was tasked with strengthening referral processes by (1) implementing electronic referrals in HMIS, (2) standardizing documentation and clarifying roles between CES and providers, (3) creating a detailed workflow to guide programs accepting referrals from CE, and (4) ensuring providers regularly update vacancy data:

1.Since March 2025, all referrals are done directly in HMIS. This process was streamlined with our new HMIS Lead Agency Bit Focus. RCS and Bit Focus are working together to rollout a training for partners on how to acknowledge, accept, and deny referrals in HMIS. This significantly improves referral data by standardizing how referrals are tracked and managed, making sure we have accurate, timely, and actionable data to reduce gaps, miscommunication, and delays in the referral process.

2.At the September Coordinated Entry System Committee meeting, the community will be adopting a new prioritization policy to give preference to participants who are Document Ready. This change is designed to shorten the time between an RCS referral and placement into PSH or RRH housing, streamlining the move-in process. To support implementation, RCS will offer community trainings, including Monthly Office Hours and trainings focused on the documentation required to achieve Document Ready status.

3.RCS partnered with Solano County Behavioral Health to add a Behavioral Health Needs Assessment to the Housing Needs Assessment. This process quickly identifies participants with documented behavioral health needs and places them on the Behavioral Health Queue, allowing for direct referrals to specialized housing resources such as Fair Haven Commons, Blue Oak Landing, and Solano House Endurance. This partnership has strengthened CES by making the referral process faster and more responsive for participants with higher needs.

4.RCS is no longer using the vacancy tracker. With the help of our new HMIS Lead Agency Bit Focus, referral partners are using the Bed and Unit Inventory feature in HMIS, which allows projects to show their openings directly in HMIS.

C a s e
C o n f e r e n c i n g
A Shift in Purpose
With the addition of Outreach
Workers in Solano, a resource not
historically available outside of
behavioral health, the role of
community case conferencing is also
evolving.

Rather than focusing only on
referrals, case conferencing is now
used to:

Review participants at the top of
the queue
Determine if housing placements
are available
Ensure participants are either
Document Ready or actively
working with services.

This updated structure ensures that
when referral opportunities become
available, participants are prepared
and able to move forward quickly.

PAGE 19
RCS has improved how case
conferencing is used within the
Coordinated Entry System. Previously,
community case conferencing was
primarily used to make referrals but
those meetings occurred only once a
month, which wasn’t frequent enough
to meet participants' needs.

To address this, RCS now holds
internal case conferencing sessions
multiple times each week. These
internal meetings allow staff to:

Make timely referrals
Track participant progress
Support individuals in becoming
“Document Ready”

PAGE 20

S U R V E Y
This year, the JPA conducted a provider survey, with results shared at the August meeting, offering important insights into community needs and system performance. Building on that foundation, RCS will conduct its own provider feedback survey in 2026 to gather additional input and guide future improvements.

In addition to formal surveys, RCS places a strong emphasis on continuous feedback. We regularly receive valuable comments, both positive and constructive from partners and providers. To ensure these voices shape our work, RCS has built ongoing feedback opportunities into our system through CES Committee meetings and Monthly RCS Office Hours. These spaces allow providers to share experiences, raise concerns, and contribute directly to strengthening the Coordinated Entry System.

This commitment to listening and adapting has already led to more responsive policies and practices, which creates a system that reflects the needs and priorities of our community.

Questions:

1.How likely is it that you would recommend RCS to a friend or family member?

2.What is RCS good at?

3.What could Caminar/RCS do better?

4.Overall, how well has RCS met your needs?

5.How often do staff at Caminar/RCS treat you with respect?

6.How easy is it for you to get services at RCS?

7.How connected do you feel to your Coordinated Entry Specialist?

8.How often do you interact with RCS staff?

9.Does RCS staff consistently interact with you in following ways?

10.Has RCS helped you in the following ways?

11.Any additional feedback, comments, or concerns

12.What is your age?

13.Gender: How do you identify?

14.How would you describe your sexual orientation?

15.Race/Ethnicity: How do you identify?

We collected surveys from 28 participants
Overall Satisfaction and Experience:
94% of participants said staff “Usually” or “Always” treat them with respect 89% reported RCS met their needs “Fairly well” or better 75% rated their connection to staff as “Very” or “Extremely connected” 71% said it was “Very” or “Extremely easy” to access services Most participants said staff:

Create a supportive environment (18 responses)
Explain things clearly (20 responses)
Respect their culture/background (18 responses)
Involve them in service or treatment decisions (18 responses) Value their input and lived experience (18 responses)
What Clients Appreciate
Themes from open-ended responses included:

Access to resources and housing
Supportive, kind, and helpful staff
Strong communication and frequent check-ins
Impact of Services
Clients reported positive outcomes:

Greater connection to resources/support
Increased hope for the future
More involvement in meaningful activities
Healthier choices and improved overall health
Opportunities for Growth
Clients suggested:

More follow-up and communication
Faster access to housing
Greater consistency, transparency, and equity in services PAGE 21

SURVEY RESULTS

PAGE 22

A C C O M P L I S H M E N T S
Access - 2-1-1 Partnership:

In 2025, Resource Connect Solano (RCS) launched a formal partnership with 2-1-1 Bay Area to expand access to Coordinated Entry across Solano County. Together, we developed a workflow to decentralize CES, ensuring that participants can begin the housing process from multiple entry points rather than relying solely on RCS staff.

As part of this effort, new Access Site/Assessor training courses are being finalized and will be available by the end of October. Once training is complete, RCS will begin partnering with agencies throughout the county to conduct the Housing Needs Assessment and add participants directly onto the Housing Queue. This will create a broader network of trained assessors and increase equitable access to CES.

The 2-1-1 partnership has already created opportunities for participants to connect with CES 24/7 by phone, making it easier for households in crisis to be screened and connected to housing resources without delay. This collaboration represents a major step toward meeting people where they are and ensuring that no one is excluded from CES due to limited hours, locations, or access points.

Outreach:

RCS also partnered with the Solano Interagency Outreach Team (SIOT) to lead countywide outreach efforts. Through this collaboration, SIOT is working alongside RCS to connect individuals experiencing unsheltered homelessness directly to the CES Housing Queue.

Once the new Access Site/Assessor training is complete, SIOT will become the first outreach team in Solano County authorized to conduct the Housing Needs Assessment in the field and add participants onto the Housing Queue. This milestone will pave the way for other outreach teams to follow, ensuring that more people experiencing homelessness can be assessed and prioritized in real time.

By strengthening both call center access (2-1-1) and outreach integration (SIOT), RCS is making CES more responsive, more accessible, and more participant centered.

Assessment Tool Improvements:

RCS worked closely with our Permanent Supportive Housing (PSH) projects, Rapid Re-Housing (RRH) projects, and other community partners to update Solano’s assessment tool. The goal was to ensure the tool is inclusive, accurate, and better able to identify placements that meet participants’ needs. These improvements are expected to significantly reduce the time participants spend in the “pending in process” status, helping them move into housing more quickly. The updated tool will begin being utilized in November 2025.

Behavioral Health Partnership:

RCS partnered with Solano County Behavioral Health (SCBH) to begin implementing a Behavioral Health Needs Assessment (BHNA) and a dedicated Behavioral Health Queue. This partnership will strengthen referral outcomes for participants connected to SCBH and improve coordination between housing and behavioral health systems. With this process, RCS will be able to more effectively refer participants to the three Solano County Behavioral Health programs currently utilizing Coordinated Entry, creating more direct and successful pathways to housing and supportive services.

PAGE 23
A C C O M P L I S H M E N T SPage 865 of 1000
R o s a n n a ’ s
T r a n s i t i o n t o
H o u s i n g
After over 30 years living unsheltered,
Rosanna shared that her transition
into housing has been going well.

Though the change was initially
overwhelming, she expressed deep
appreciation for the support she
received from Dre, who she called
“awesome”, and the Fairfield
Homeless Intervention Team (H.I.T).

Now residing in a Permanent
Supported Housing Unit, Rosanna
feels supported by both the
community and her case managers.

One of her biggest concerns was
keeping her service dogs with her, and
she’s grateful that her new housing
made that possible.

Rosanna emphasized how impactful
Dre’s support was stating “Dre went to
bat and got me in”. She also expressed
thanks to the entire RCS team,
administrative staff, and security
guard.

Reflecting on her journey, Rosanna
added ”You guys deserve to be
recognized, I probably would’ve died
on the street without your help”.

PAGE 24Page 866 of 1000
T h e M a c k
F a m i l y ’ s P a t h
t o S t a b i l i t y
At one of the most difficult times in
her life, Gregory Mack’s mother felt
hopeless and out of options. Despite
trying multiple avenues for support,
she faced the very real threat of
homelessness for herself and her son,
who lives with autism and is the most
vulnerable part of her situation.

When she reached out to RCS, she
found something different,
compassion without judgment and
honesty without false promises. She
described it as someone saying, “I will
stand with you in this and try to find a
solution.” That moment of support
gave her hope.

Through the willingness of RCS to
listen and take action, she and her son
were spared from homelessness. The
impact has been life-changing for the
Mack family, creating stability and a
renewed sense of hope for their
future.

PAGE 25Page 867 of 1000
M a r v e l S w e e t
Marvell Sweet’s journey is one of remarkable resilience. At 17, he fled an abusive home and spent years surviving on the streets, leading to incarceration and a 13-year prison sentence. While in prison, he began turning his life around through reflection, faith, and programs like California Fire.

After release, Marvell faced ongoing challenges—relapse, unstable housing, and temporary jobs—but never gave up. With renewed faith and community support, he began rebuilding his life in Solano County.

Key supports that helped Marvell succeed:

Vallejo Social Services – CalFresh benefits
Christine Help Center – Emotional support and direction Friends & City Hall – Vouchers and a safe place to stay JFK Library – Allowed peace and stability for 6 years
Vallejo Navigation Center – Gave him a home, food, care coordination, and hope
Marvell says this opportunity “means the world” as he works to build a home for himself and his dog, Brenda. With the encouragement of his Care Coordinator, he’s now pursuing housing stability—and his dream of becoming a writer.

When asked what he’ll do first in his new home, he shared:
“I will get on my knees and thank God. Then I will set up a place to write. My journey shows that prayer works. Faith without works is dead.”
Marvell’s story reflects the power of perseverance, faith, and a community that believes in second chances.

PAGE 26Page 868 of 1000

Accomplishments of the CE System through the Reporting Year

1. Implementation of Transfer Policies: This reporting period saw the development and implementation of comprehensive transfer policies designed to streamline the movement of participants between housing programs. Specifically, we established a policy facilitating transitions from Rapid Re-Housing (RRH) to Permanent Supportive Housing (PSH) and between PSH programs, utilizing a tiered system that prioritizes the urgency of transfer situations. For instance, transfers under the Violence Against Women Act (VAWA) are prioritized above all others, ensuring that vulnerable populations receive timely and appropriate housing placements. These policies have significantly enhanced the efficiency and effectiveness of our housing placement process, ultimately improving participant outcomes.

2. HMIS System Transition: A critical milestone achieved was the successful transition from the HMIS Service Point to HMIS Clarity. This upgrade has allowed for seamless in-system referrals, significantly improving data management capabilities and enabling more efficient service delivery across all programs. The integration of Clarity has provided our team with robust tools to track client progress, manage referrals, and ensure that participants receive the services they need in a timely manner.

3. Staff Targeting and Representation Initiative: In collaboration with the Joint Powers Authority (JPA), we strategically targeted staffing to enhance the efficiency of handling incoming calls and referrals. This initiative not only optimized resource allocation but also prioritized improving staff representation. By fostering a more diverse team that better reflects the community we serve, we have made our Coordinated Entry System more approachable and accessible to individuals and families seeking assistance. This increased representation is instrumental in building trust and ensuring that our services are inclusive and welcoming.

4. Development of the Vulnerability Assessment Triage Tool: Recognizing the need for a more equitable and accurate assessment process, we developed a new Vulnerability Assessment Triage Tool to replace the VI-SPDAT. This tool was carefully designed to better evaluate participant needs as they are referred to PSH or RRH housing, ensuring that resources are allocated in a manner that is fair and aligned with individual circumstances. The adoption of this tool marks a significant advancement in our commitment to equity and justice in service delivery.

5. Adoption of Dynamic Prioritization: We transitioned to a dynamic prioritization model, allowing the CES to prioritize housing placements based on the specific needs and compatibility of individuals and families, rather than relying solely on a fixed scoring system. This shift has empowered our team to make more nuanced and effective placement decisions, ensuring that participants receive the most appropriate support tailored to their unique situations.

6. Establishment of a Targeted Case Conference System: In partnership with our HMIS lead, Pathways, we are in the process of establishing a targeted case conferencing system. This system is designed to improve the coordination and targeting of resources for high-needs cases, facilitating more effective interventions and better outcomes for our most vulnerable populations. The ongoing development of this system reflects our commitment to continuous improvement and collaboration.

7. Expansion of Access Sites and Training Curriculum Development: To further enhance access to CES, we launched the Access Site program, aimed at building relationships and creating access points in various jurisdictions. This initiative is crucial for ensuring that participants can easily connect with CES services, regardless of their location within the county. In addition, we are developing a comprehensive training curriculum to expand the number of access sites countywide, thereby increasing the reach and impact of our CES.

HMIS transition from Service Point to Clarity and its Impact on Data This year, Resource Connect Solano transitioned from the HMIS Service Point system to HMIS Clarity to enhance data accuracy, improve user experience, and optimize system functionality. The migration followed a multi-step process, with data transferred in stages. While HUD-mandated data was prioritized and migrated first, enabling the community to go live, the integration of custom data fields occurred in multiple phases. This phased approach resulted in temporary gaps and delays in data availability, particularly in fields like 'location last slept,' which were not immediately available in Clarity. These challenges necessitated additional data validation, cleanup efforts, and staff training to ensure the integrity and completeness of the data as the system was fully implemented.

In conclusion, the transition from HMIS Service Point to HMIS Clarity has resulted in substantial improvements in our data management and reporting capabilities. Although the shift presented challenges, particularly with data migration and user adaptation, the enhanced functionality and user experience provided by Clarity will ultimately lead to more robust and reliable houselessness data.

These advancements are critical in supporting our ongoing efforts to effectively manage and address houselessness in our community.

PART 1: Coordinated Entry Data and Metrics
The following represent the clients served by Coordinated Entry from June 1, 2023-May 31, 2024.

Consumers Served
During this reporting year, unhoused individuals accessed Resource Connect Solano (RCS) by phone, in person, or by email. RCS received 17,603 phone calls from individuals and families, 1,654 individuals and families came in person to physical access sites in Fairfield and Vallejo, and 1,594 individuals and families emailed looking for help and resources.

During this time period, there were 1,022 individuals and households who had an intake completed. See Part 2 for qualifications for intake and intake process.

Demographics

NOTE: Not all demographic categories add up to the total 1,022 intakes, as some households may decline to answer one or more questions and some due to the HMIS Migration.

Location

Below is a chart that highlights the percentage of CES individual and family locations where they reported they were experiencing a housing crisis.

Between June 2023 and May 2024, participants reported residing in a total of 836 cities prior to program enrollment. However, data collection was incomplete for certain months due to the transition from HMIS Service Point to Clarity. The custom field required for this information was only recently established in Clarity, resulting in a gap in data collection during the migration period, particularly affecting April and May 2024.

From June 2023 to May 2024, a total of 1,032 Gender Identity entries were recorded from all intakes conducted during the reporting period. However, it's important to note that data for February 2024 is Fairfield Vallejo Dixon Vacaville Benicia Suisun City Rio Vista DNC Series1 346 280 14 152 4 33 4 3
0 50
100
150
200
250
300
350
400
City Last Slept In Prior to Program Enrollment Totals = 836 413
608
7 4
0 100
200
300
400
500
600
700
Men Women Transgender Non-Binary
Gender Indentity Totals = 1032

incomplete due to the transition from HMIS Service Point to HMIS Clarity. Although some gender identity data was retrieved from our internal logs, not all entries were captured during this period.

Of the family structure, there were a total of 1032 for the reporting period from June 2023 through May 2024. However, it's important to note that data for February 2024 is incomplete due to the transition from Service Point to Clarity. Although some data was retrieved from our internal logs, not all entries were captured during this period.

During the reporting period from June 2023 to May 2024, a total of 1,032 ages were recorded. Analysis of this data reveals a notable trend in age demographics:
649
345
38 0
100
200
300
400
500
600
700
Single Person Households Households with children Households without chidlren Family Structure Totals = 1032
83 62
214 212 176 166
102
16 1
1032
0 200
400
600
800
1000
1200
Age 0-17 Age 18-24 Age 25-34 Age 35-44 Age 45-54 Age 55-61 Age 62+ Age DNC Age Undefined
TOTALS
Age Tier Totals = 1032

• Significant Increase in Age Tier 25-34: The age group of 25-34 years experienced a substantial increase in representation compared to previous periods. This indicates a growing demand or engagement within this age tier.
• Increase in Senior Age Tier: The senior age tier also saw an increase. This group has not only grown but has continued to retain services effectively, reflecting sustained engagement and potentially increased needs among older individuals.
• Another notable trend: is the significant increase in the 55-61 age group, often referred to as "pre-senior." This group experienced substantial growth, with the number of individuals rising from 98 in 2022-2023 to 166 in 2023-2024. This represents an approximate percentage increase of 69.39%.

These findings highlight shifting demographics and suggest a need to adjust services and resources to better accommodate the growing populations within these age tiers.

The chart above indicates that the majority of individuals are identified as "Black, African American, or African," comprising 502 out of the 1,032 total individuals. This significant overrepresentation highlights the ongoing and troubling disparities faced by Black communities in relation to houselessness. Following the Black population, the next largest group is identified as "White," with 268 individuals, which a little more than half the number of Black individuals represented. This stark contrast underscores the racial inequities that persist in housing and economic stability. Other racial and ethnic categories are represented in smaller numbers, each reflecting their own set of challenges and experiences related to access. Despite making up a smaller percentage of the general population in Solano County, People of color are disproportionately affected by houselessness due to a combination of systemic factors such as historical housing discrimination, economic inequality, and limited access to resources and opportunities.
43 45
502
31 128
1 268
8 1 5
1032
0 200
400
600
800
1000
1200
Race and Ethnicity Totals = 1032

These disparities call for targeted interventions and policies that address the root causes of houselessness within Marginalized Communities. It is crucial to implement culturally responsive solutions that acknowledge and mitigate the systemic barriers contributing to these inequities, ensuring that all individuals, regardless of race or ethnicity, have equitable access to housing and support services.

PART 2: Referral and Assessment Data
CES Intake Process

RCS provides a multistep process for intake, assessment and referral.

Intake: To achieve a successful intake, RCS staff are responsible in determining the appropriate next level of assistance. RCS staff identify a household’s immediate need, provide information on emergency assistance and community resources, and enroll households into the Coordinated Entry System (CES) when appropriate. Enrollments into the system only occur if the households are currently experiencing houselessness and the household needs permanent housing resources, such as Permanent Supportive Housing (PSH) or Rapid Re Rehousing (RRH). RCS staff are required to enter households into the HMIS system under the CES program and collect client-level data, such as dates of birth and social security numbers, and to complete the questions relating to a households prior living situation and most recent period of homeless began.

Assessment: This year, we transitioned to the Vulnerability Assessment Tool (VAT), which has replaced the VI-SPDAT as a more focused, equitable, and inclusive assessment tool. This shift aligns with insights from last year, when the creators of the VI-SPDAT, OrgCode, ceased its development due to concerns that it did not fully capture the vulnerabilities of people of color. During this reporting period, both the VI-SPDAT and the VAT were employed, and as a result, the data presented reflects input from both assessments.

Referral: RCS refers to a variety of projects including emergency shelters, RRH, PSH, as well as other housing and homelessness projects. RCS staff conduct the housing referral process with the help of case conferencing where targeted discussions are identify and prioritize participants for the next available housing opportunity. To achieve a successful referral, RCS Staff monitors the CES Vacancy Tracker that must be used by all providers that participate in the CES of all new or pending vacancies at least biweekly.

Assessments

There were 1032 participants who received either a VI-SPDAT or VAT during the reporting period. Most of these, 1032 were assessed within 24 hours or were assessed within the same day of intake.

This is where the client who was assessed slept last night. The night prior to receiving the assessment

These are the amount of single individuals, 649, who came in for an assessment vs. the amount of individuals with children in the household, 345, had an assessment completed. 38 couples or households without children had an assessment conducted

Fairfield Vallejo Dixon Vacaville Benicia Suisun City Rio Vista DNC Series1 346 280 14 152 4 33 4 3
0 50
100
150
200
250
300
350
400
City Last Slept In Prior to Program Enrollment Totals = 836 649
345
38 0
100
200
300
400
500
600
700
Single Person Households Households with children Households without chidlren Family Structure Totals = 1032

This is the gender makeup of everyone who completed the VAT or VISPDAT assessment

This is the age breakdown of everyone who completed the assessments

413
608
7 4
0 100
200
300
400
500
600
700
Men Women Transgender Non-Binary
Gender Indentity Totals = 1032
83 62
214 212 176 166
102
16 1
1032
0 200
400
600
800
1000
1200
Age 0-17 Age 18-24 Age 25-34 Age 35-44 Age 45-54 Age 55-61 Age 62+ Age DNC Age Undefined
TOTALS
Age Tier Totals = 1032

The is the demographic breakdown of everyone who completed an assessment

Referral

Resource Connect Solano collaborated with several key referring partners (not all listed below), successfully coordinating housing placements and direct service referrals for participants. These partnerships facilitated streamlined access to essential housing and support services, ensuring participants were connected to the most appropriate resources based on their needs.

Caminar PSH Opportunity House Shelter
CANB PSH and RRH Beck Ave. Navigation Center
Lutheran Social Services PSH Vallejo Housing Authority TBRA SHELTER Inc. RRH and DV RRH Solano County Behavioral Health SCBH NPLH: Blue Oak Landing PSH Solano Family Justice Center - VSP SCBH NPLH: Fair Haven Commons PSH Insight Housing – Veteran Services SCBH NPLH: Solano House Endurance PSH Solano E&E Team HSP and HDAP Programs

Resource Connect Solano (RCS) referred 475 households to projects participating in the Coordinated Entry System (CES) or to community resources. Due to the transition between HMIS systems, we were unable to capture referral data disaggregated by race. Moving forward, all housing and direct service referrals will be recorded in HMIS, enabling us to report on referral outcomes by race in future reports.
43 45
502
31 128
1 268
8 1 5
1032
0 200
400
600
800
1000
1200
Race and Ethnicity Totals = 1032

Rate of Housing Program Denials of Participants and Reason Due to systemwide HMIS database reconfiguration, there is no current data in HMIS to report about participants denials of service. We are currently working with our HMIS Administrator, Pathways, to buildout a Housing Program workflow that will allow us to accurately record and monitor acceptance, returned referrals (e.g. client not eligible) and denials per agency, per user-end, and per participant. This will also allow use to accurately track returns to homeless.

PART 3: Exits
During the reporting period, Resource Connect Solano successfully documented 137 positive housing exits, compared to 124 positive exits in the previous year. This represents a notable increase of approximately 10% in positive outcomes, despite the rising cost of living—a factor often expected to exacerbate housing instability. It is important to acknowledge that not all clients' exit outcomes are recorded, as some may secure housing independently and may not report their status back to RCS.

The data represented in the graph illustrates the distribution of positive placement destinations as defined by HUD for clients exiting the Coordinated Entry System. Of the total placements:

Approximately 47% (105 clients) successfully secured housing with the support of an ongoing housing subsidy, highlighting the pivotal role of subsidized programs in facilitating stable housing solutions.

About 32% (18 clients) achieved housing independence without the need for ongoing subsidies, reflecting a significant proportion of clients transitioning to self-sufficiency.

The remaining 21% are accounted for by clients who either moved in with family (10 clients) or friends (1 client).

The chart summarizes the racial and ethnic demographics of individuals and families who were referred to housing placements through the Coordinated Entry System (CES) during the reporting period from June 2023 to May 2024. Key insights from the data include:

The largest group of placements involved individuals who are Black, African American, or African, with a total of 73 referrals.

The second-largest demographic included individuals of multiple races with Hispanic or Latino ethnicity, totaling 30 referrals.

White individuals comprised the third-largest group, with 19 referrals made.

The data includes a few referrals across other racial and ethnic groups: 3 multi-racial (excluding Hispanic or Latino), 2 Asian or Asian American, and 1 each for Native Hawaiian or Pacific Islander, Hispanic or Latino, and American Indian, Alaska Native, or Indigenous.

This information is crucial for assessing the effectiveness and inclusivity of the CES in connecting diverse groups to housing resources within the specified period.

PART 4: Resource Connect Solano MOU Implementation: 2022-2023 In addition to direct client services data above, Resource Connect Solano (RCS) is responsible for the following activities under the MOU’s Scope of Work. The MOU covered a span of 3 years, from 6/1/2022 through 5/31/2025. This report covers the work completed from 6/1/2023 to 5/31/2024.

Details regarding all activities, including specific accomplishments or next steps for the incomplete activities, are referenced below. All performance objectives need to be completed by May 31, 2025.

1. VI-SPDAT Alternative:
• Lead the conversation and work to move from the VI-SPDAT to a more equitable and locally tailored prioritization tool.
• Implement new vulnerability tool assessment when assessing referrals through the Coordinated Entry System.

Resource Connect Solano, in collaboration with various Continuum of Care (CoC) committees and community partners, recognized the need for a new assessment tool due to limitations identified in the existing VI-SPDAT. The previous tool did not adequately capture the complexity of vulnerabilities faced by our homeless population, particularly those who have been unhoused for extended periods. In response, RCS developed a new Vulnerability Assessment Triage Tool (VAT) to more accurately assess and prioritize individuals and families based on their unique needs and circumstances.

This new tool that the Solano CoC and CES are using is designed to address gaps in the prior assessment process, ensuring a more equitable and comprehensive approach to evaluating vulnerability. Along with the VAT, RCS has implemented a new prioritization schema that focuses on prioritizing those who have been unhoused for the longest periods of time and those with disabling physical, developmental, or behavioral health conditions. We anticipate that this approach will lead to more effective resource allocation, ultimately helping us to better serve our community by connecting the most vulnerable individuals and families to the appropriate housing and support services more quickly and efficiently.

2. Improve Referral Process:
• Facilitate referrals starting to happen via HMIS electronically from all JPA-funded providers to ensure greater transparency and accountability.

The development of electronic referrals via HMIS is an ongoing process. Resource Connect Solano is actively collaborating with our HMIS lead, Pathways MISI, to establish the capability to send and receive referrals for CoC-funded projects directly within the HMIS system. This initiative aims to enhance transparency and accountability across all JPA-funded providers, ensuring a more streamlined and efficient referral process.
• Standardize the minimum documentation housing programs need to enroll people and define roles and responsibilities between CES and providers when it comes to making referrals.

In 2022 Resource Connect Solano created universal eligibility forms for the Housing First Solano CoC for:
o Disability Verifications
o Literal Homelessness Certifications
o Fleeing Domestic Violence/Category 4 Definition of Homelessness Certifications o Chronically Homeless Certification

o 3rd Party Certification
o Self-Certification of Homelessness
o Homeless History Mapping Tool
o Provider Eligibility Form
Resource Connect Solano and Homebase conducted a CoC-wide two-day training in May and June of 2022 documenting eligibility and how to use these forms. Resource Connect Solano continues to provide one-on-one assistance to agencies to assist them with properly utilizing these forms. Resource Connect Solano also created a guidance document that reviews how to upload eligibility forms into HMIS and what Naming Conventions should be used for each document as they are uploaded into HMIS. It is ultimately the responsibility of each housing provider to ensure they have proper eligibility documentation for clients for each of their projects and that it is uploaded into HMIS correctly. RCS will be hosting a 2 Part training on Documenting Category 1 Houselessness and Doc Ready training for RRH referrals and PSH referrals next month on October 10th and 17th • Ensure providers are updating the vacancy tracker on a monthly basis and CE is relying on that data when making referrals.

In the previous HMIS Service Point system, all vacancies were recorded on a separate vacancy tracker.

However, with the transition to HMIS Clarity, Rapid Re-Housing (RRH) and Permanent Supportive Housing (PSH) projects are now reporting vacancies directly within HMIS Clarity. This integration allows for more efficient tracking and response, enabling Coordinated Entry to send referrals to these openings within five days of the vacancy being reported. This shift ensures that vacancy data is consistently up-to-date and that referrals are made in a timely manner based on accurate information.

3. Lived Experience Feedback:
• Collaborate with the Lived Experience Committee to ensure consistent consumer feedback is received and incorporated (complete annually).

Resource Connect Solano has actively collaborated with the Lived Experience Committee (LEC) to ensure that consumer feedback is consistently incorporated into our processes. RCS leveraged the LEC’s insights to update our participant survey and played a key role in developing the new Vulnerability Assessment Tool (VAT), which is designed to be more equitable and inclusive. The LEC’s feedback was crucial in shaping this tool, and they were highly supportive of the final product.

Additionally, during a CES committee meeting, RCS worked with our HUD TAC team, including members with lived experience, to incorporate client-centered language—a practice we are now promoting across the community. RCS also spearheaded the initiative to rename the CoC Board seat from "Formerly Homeless Person" to "Lived Experience Advisor" and successfully advocated for increasing the number of these advisor seats on the CoC Board from two to three. • Administer client satisfaction survey to those interacting with the CES (complete annually).

A client satisfaction survey was administered by Resource Connect Solano in 2024. The survey was completed through a QR Code that was attached to the RCS email account and placed at different CES access site locations for scanning. Hardcopies of the survey were also made available at access site locations for participants who didn’t have access to a mobile device or computer.