Fairfield City Council
October 21, 2025

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 1

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 4
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 6
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 S
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 24
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 25
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 26

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.

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 (RCS) has made significant strides in enhancing our responsiveness to individuals and families engaging with our services. Historically, timely communication and availability were areas of concern. To address these issues, RCS, in partnership with the Joint Powers Authority (JPA), was able to hire additional staff specifically dedicated to managing phone inquiries. This strategic move has ensured that community members receive prompt and consistent responses when reaching out for assistance.

Moreover, our efforts to decentralize the Coordinated Entry System (CES) have been pivotal in increasing access to services across Solano County. By establishing additional access points in diverse locations, we have lowered barriers to entry, allowing more individuals and families to connect with vital resources closer to their current locations.

Participant feedback also highlighted a strong sense of comfort and respect when interacting with RCS staff. This outcome is the result of our focused hiring practices, which prioritize individuals with lived experience and expertise in navigating houselessness. By ensuring that our team includes staff members who reflect the demographic and cultural backgrounds of those we serve, we foster an environment of understanding and empathy. This representation is crucial in building trust and ensuring that our services are delivered in a culturally competent manner, aligning with the needs of Solano County's houseless population.

The survey results highlighted several areas where Resource Connect Solano (RCS) received mixed feedback, particularly in our ability to effectively assist individuals requiring additional support. While RCS is committed to providing comprehensive services, there are instances where the resources available do not fully align with the urgent needs or expectations of those seeking emergent housing or care. This disparity underscores the need for a more robust network of direct service resources within our community.

In response, RCS is dedicating efforts in the upcoming reporting year to expanding our referral network and enhancing partnerships with local service providers. By strengthening these collaborations, we aim to increase the availability of critical resources and ensure that individuals and families in crisis can access the immediate support they need. This will involve targeted

outreach to identify and onboard new service partners, as well as leveraging existing relationships to fill gaps in our current service offerings.

Another area identified for improvement was the accessibility of our services during non-traditional hours. Feedback indicated that while RCS operates within standard business hours, the challenges of houselessness persist beyond Monday through Friday, 8:30 AM to 5:00 PM. Recognizing this, RCS is exploring strategies to extend access to the Coordinated Entry (CE) system outside of regular hours.

One initiative we are close to implementing is the introduction of an online scheduling feature on our website. This tool will allow participants to directly book appointments for intake, follow-ups, or assessments at times that are convenient for them, thereby enhancing accessibility. Additionally, RCS will be assessing the feasibility of expanding our operational hours or offering alternative forms of after-hours support, such as on-call services or partnerships with 24/7 service providers. These measures will help us better meet the needs of those we serve, ensuring that support is available whenever it is needed.

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

In response to the evolving needs of our community, Resource Connect Solano (RCS) has implemented a new Vulnerability Assessment Tool (VAT) and significantly revised our prioritization schema. Central to this revision is the adoption of a Dynamic Prioritization policy, which represents a strategic shift in how we allocate resources to individuals and families experiencing houselessness.

Under the previous system, prioritization was largely determined by a static scoring range, which, while effective in many cases, did not fully account for the complex and varied needs of those who have been unhoused for extended periods. Recognizing this limitation, our Coordinated Entry System (CES) Committee proposed and adopted a more nuanced approach that prioritizes those who have been unhoused the longest, ensuring they receive the appropriate resources tailored to their specific circumstances.

With much discussion with Lived Expertise Advisors and Community Partners and Stakeholders this Prioritization Schema was developed. Individuals who are entering the Coordinated Entry System will be prioritized based on the following prioritization factors:

1. Length of Time Houseless

2. Answer to 15 questions – Higher Scores = Most Vulnerable

3. All ages with underlying medical conditions and/or Behavioral Health Conditions

4. All ages without underlying medical conditions and/or Behavioral Health Conditions

The principle of Dynamic Prioritization is at the core of this new approach. Rather than relying solely on a fixed score, this policy allows for a more flexible and responsive prioritization process that considers the length of time an individual or family has been unhoused as a critical factor. This ensures that the most vulnerable members of our community are matched with the right resources, enhancing the likelihood of successful and sustainable housing placements.

The adoption of this policy was the result of extensive discussion and collaboration within the CES Committee and was subsequently approved by the Continuum of Care (CoC). This policy not only aligns with best practices but also reflects our commitment to continuously improving our system to better serve those in need.

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.

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

Resource Connect Solano holds a CES Committee meeting bi-monthly. 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.

6. Housing Locator Metrics
• Number of new landlords they connect with every month and bring online.

The RCS Housing Locator connected with on average approximately 2 to 3 new landlords a month. • Number of new units identified every month and how many of those units’ housed clients referred through RCS.

The RCS Housing Locator connected with landlords every month, securing housing opportunities for participants. Through these partnerships, 16 participants and families with sufficient income and ability to maintain their units were successfully referred to available housing options. • 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).

Throughout the reporting period, the Resource Connect Solano (RCS) Housing Locator facilitated community training, including a notable Resource Sharing and Connecting event at the Beck Avenue Navigation Center. This event brought together providers and landlords, allowing them to introduce their agencies or housing opportunities and hear from local providers, including RCS, about effective strategies for engaging and housing unhoused individuals and families. During the second part of the training, participants at the shelter were able to receive the same education and connect directly with providers and landlords. As a result of this event, RCS successfully housed 4 individuals and families through landlord partnerships made that day.
• 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 Resource Connect Solano (RCS) Housing Locator developed an agreement between the participant, landlord, and community support (such as a Case Manager, Community Advocate, or RCS Housing Locator). This document aims to ensure that if a participant violates lease terms, the landlord will contact the community partner before considering lease termination. Many of the individuals and families we work with are being housed for the first time, and maintaining stable housing is a key goal for RCS and the broader continuum. This agreement highlights the importance of collaboration and support from community partners and agencies, reassuring landlords that both they and the participants have ongoing support as they open their homes. • 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 January of 2024, Resource Connect Solano held a training for the community focusing on Housing Problem Solving 101. This training was used to educate the community on ways to keep participants housed and ways to help participants become ready to be housed as well. In partnership with Homebase, the RCS Housing Locator educated the community on ways to problem-solve certain situations that could arise as well.

In April 2024, the Resource Connect Solano (RCS) Housing Locator and Program Director facilitated a virtual Landlord Engagement meeting with local service providers. Landlords in attendance included Nathaniel Dudley from A Place 2 Stay with Nate, Jamila Johnson-Phillips from Harmony Homes, Brittany Samonek from Hammock Homes, Paul Z., and Zainab Sesay. This meeting provided an opportunity for landlords to showcase their housing projects to the community, while service providers shared their processes and discussed ways to connect participants to available housing placements. This collaborative effort fostered stronger partnerships and enhanced resource coordination within the community.
• 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 with the Fair Housing Advocates of Northern California in May 2024. • 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 (RCS) maintains up-to-date information on its website, which underwent a comprehensive update in Spring 2024 and will continue to be revised as necessary. The RCS Housing Locator is responsible for ensuring the accuracy of this information, and regularly sharing it with community stakeholders. Additionally, the Housing Locator has developed a resource list distributed across our Coordinated Entry access points, providing essential housing-related information to participants. This proactive outreach strategy aligns with our CES goals of increasing housing accessibility and fostering collaboration between service providers and landlords. • Develop and update a Housing Locator/LL Engagement section on the RCS website.

Resource Connect Solano (RCS) has introduced a dedicated Landlord Engagement section on its website, which now provides direct access to information and links related to local landlord engagement support funds. This addition enhances our strategy of strengthening partnerships with property owners and incentivizing participation in housing programs, furthering the goals of our Coordinated Entry System (CES) by increasing housing opportunities for participants.