HomeMy WebLinkAbout11-04-2020 HRC Agenda Packet
City of San Luis Obispo, Council Agenda, City Hall, 99 0 Palm Street, San Luis Obispo
Agenda
Human Relations Commission
Wednesday, November 4, 2020
Based on the threat of COVID-19 as reflected in the Proclamations of Emergency issued by both the
Governor of the State of California, the San Luis Obispo County Emergency Services Director and the
City Council of the City of San Luis Obispo as well as the Governor’s Executive Order N-29-20 issued
on March 17, 2020, relating to the convening of public meetings in response to the COVID-19
pandemic, the City of San Luis Obispo will be holding all public meetings via teleconference.
There will be no physical location for the Public to view the meeting. Below are instructions on
how to view the meeting remotely and how to leave public comment.
Additionally, members of the Human Relations Commission (HRC) are allowed to attend the meeting
via teleconference and participate in the meeting to the same extent as if they were present.
Using the most rapid means of communication available at this time, members of the public are
encouraged to participate in HRC meetings in the following ways:
1. Remote Viewing - Members of the public who wish to watch the meeting can view:
• View the Webinar
➢ Registration URL: https://attendee.gotowebinar.com/register/7404307425071693326
➢ Webinar ID: 634-132-411
➢ Telephone Attendee: (415) 655-0060; Audio Access Code: 907-318-298
2. Public Comment - The HRC will still be accepting public comment for items within their purview.
Public comment can be submitted in the following ways:
• Mail or Email Public Comment
➢ Received by 3:00 PM on the day of meeting - Can be submitted via email to
advisorybodies@slocity.org or U.S. Mail to City Clerk at: 990 Palm St. San Luis Obispo,
CA 93401
➢ Emails sent after 3:00 PM – Can be submitted via email to advisorybodies@slocity.org
and will be archived/distributed to members of the Advisory Body the day after the
meeting. Emails will not be read aloud during the meeting
• Verbal Public Comment
➢ Received by 3:00 PM on the day of the meeting - Call (805) 781-7164; state and spell
your name, the agenda item number you are calling about and leave your comment. The
verbal comments must be limited to 3 minutes. All voicemails will be forwarded to
Advisory Body Members and saved as Agenda Correspondence. Voicemails will not be
played during the meeting.
➢ During the meeting – Members of the public who wish to provide public comment can
join the webinar (instructions above). Once you have joined the webinar, please put your
name and Item # in the questions box. Your mic will be unmuted once Public Comment is
called for the Item and you will have 3 minutes to speak.
ALL CORRESPONDENCE RECEIVED WILL BE SAVED AS PART OF
THE PUBLIC RECORD FOR THE MEETING.
City of San Luis Obispo, Council Agenda, City Hall, 99 0 Palm Street, San Luis Obispo
Agenda
Human Relations Commission
5:00 PM
REGULAR MEETING
TELECONFERENCE
Broadcasted via Webinar
CALL TO ORDER: Chair Renoda Campbell
ROLL CALL: Commissioners Angie Kasprzak, Jeannette Richardson, Emily Rosten,
Megan Souza, Vice Chair Abe Lincoln, and Chair Renoda Campbell
PUBLIC COMMENT PERIOD: At this time, the general public is invited to speak before the
Human Relations Commission on any subject within the jurisdiction of the Human Relations
Commission that does not appear on this agenda. Although the Commission will not take action
on any item presented during the Public Comment Period, the Chair may direct staff to place an
item on a future agenda for formal discussion.
CONSIDERATION OF MINUTES
1. Minutes of the Regular Meeting of the Human Relations Commission of October 7, 2020
BUSINESS ITEMS
2. Advisory Body Goal Development for 2021-23 (Vereschagin)
Recommendation: Review and evaluate the 2019-21 Human Relations Commission’s goals
and identify Commission goals and supplemental work program items for the 2021-23
Financial Plan and Budget.
3. Grants-in-Aid 2019-20 Year-End Report Review 2020 (Vereschagin)
Recommendation: Review the year -end reports for the 2019-20 Grants-in-Aid program year
and report on grantee key accomplishments. Due to changeover in commissioners from this
grant cycle, year-end reports are being circulated for general review, no specific presentations
required.
Human Relations Commission Agenda of November 4, 2020 Page 3
4. Review of 2021-22 Grants-in-Aid Application 2021-22 (Vereschagin)
Recommendation: Review the draft Grants-in-Aid application for the 2021-22 funding year
and make revisions if necessary.
5. Diversity, Equity, and Inclusivity (DEI) Coordination Updates (Campbell)
Recommendation: Ongoing opportunity to update the Commission on DEI initiatives from the
DEI Task Force.
STAFF & COMMISSIONER COMMUNICATIONS
6. Staff Updates
7. Commissioner Updates
ADJOURNMENT
The next Regular Human Relations Commission meeting is scheduled for Wednesday, December
2, 2020 at 5:00 p.m., via teleconference.
APPEALS: Administrative decisions by the Human Relations Commission may be appealed to
the City Council in accordance with the appeal procedure set forth in Chapter 1.20 of the San
Luis Obispo Municipal Code.
The City of San Luis Obispo wishes to make all of its public meetings accessible to the
public. Upon request, this agenda will be made available in appropriate alternative formats
to persons with disabilities. Any person with a disability who requires a modification or
accommodation in order to participate in a meeting should direct such request to the City Clerk’s
Office at (805) 781-7100 at least 48 hours before the meeting, if possible. Telecommunications
Device for the Deaf (805) 781-7410.
Agenda related writings or documents provided to the City Council are available for public
inspection in the Community Development Department located at 919 Palm Street. San Luis
Obispo, California during normal business hours, and on the City’s website:
http://www.slocity.org/government/advisory-bodies
Meeting audio recordings can be found at the following web address:
http://opengov.slocity.org/WebLink/Browse.aspx?startid=26772&row=1&dbid=1
Draft Minutes
Human Relations Commission
Wednesday, October 7, 2020
Regular Meeting of the Human Relations Commission
CALL TO ORDER
A Regular Meeting of the San Luis Obispo Human Relations Commission was called to order on
Wednesday, October 7, 2020 at 5:00 a.m. via teleconference by Chair Campbell.
ROLL CALL
Present: Commissioners Angie Kasprzak, Emily Rosten, Megan Souza, Vice Chair
Abe Lincoln, and Chair Renoda Campbell
Absent: Commissioner Jeannette Richardson
Staff & Guests: Cara Vereschagin, Housing Coordinator; Dale Magee, Catalyst Consulting
PUBLIC COMMENT FOR ITEMS NOT ON THE AGENDA
None
--End of Public Comment--
APPROVAL OF MINUTES
1. Consideration of Minutes of the Human Relations Commission Regular Meeting of
September 2, 2020.
ACTION: MOTION BY COMMISSIONER ROSTEN, SECOND BY COMMISSIONER
SOUZA, 5-0-1 (Commissioner Richardson absent) to approve the minutes of the Regular
Meeting of the Human Relations Commission of September 2, 2020.
PUBLIC HEARINGS
2. 2020 Community Needs Workshop
Housing Coordinator Vereschagin presented an overview of the Community Development
Block Grant and Grants-in-Aid processes and timelines, which highlighted key dates for the
applicants. She also explained that the Workshop is intended to gather information from the
public, regarding health and human service needs in order to develop funding priorities for the
2021-22 grant cycle.
Item 1
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City of San Luis Obispo, Title, Subti tle
Minutes
Human Relations Commission Meeting of October 7, 2020
Page 2
Chair Campbell opened the public hearing.
Public Comments
• Cassandra Wagner – had concerns about allowable expenses for GIA; requested the
HRC allow general operating support, rather than programmatic expenses
• Jenny Luciano (Big Brothers Big Sisters) – requested funding priorities to be broad to
align with new funding coming out of the COVID-19 emergency relief; requested the
HRC to keep the youth services priority
• Sandra Gresham (Stand Strong) – thanked the HRC for continual support;
communicated almost half of their clients have been children
• Monique Tiller (RISE SLO County) – concerned about staffing costs; requested the
HRC allow general operating support, rather than programmatic expenses
• Teresa Tardiff (CASA) – thanked the City for many years of support
--End of Public Comment—
Chair Campbell closed the public hearing.
No action was taken.
3. 2021-22 Funding Priorities
Housing Coordinator Vereschagin presented the previously adopted funding priorities for the CDBG
and GIA programs.
Chair Campbell opened the public hearing.
Public Comments
None
--End of Public Comment—
After hearing the public testimony, the Commission agreed that they should expand the GIA
program to support general staffing and operational expenses, in response to the COVID-19
pandemic. Housing Coordinator Vereschagin communicated that the expansion would be
better folded into the “criteria” section of the application. Commissioners also communicated
their desire to create a priority around diversity, equity, and inclusion. Overall, the public
testimony also solidified that their work has been heading in a positive direction.
ACTION: MOTION BY COMMISSIONER KASPRZAK, SECOND BY VICE CHAIR
LINCOLN, 5-0-1 (Commissioner Richardson absent) to uphold the funding priorities
identified for the Grants-in-Aid program for the previous, 2020-21 year, with the addition of
adding a priority to include “services encouraging diversity, equity, and inclusivity in
marginalized communities” as written below:
Item 1
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City of San Luis Obispo, Title, Subti tle
Minutes
Human Relations Commission Meeting of October 7, 2020
Page 3
Grants in Aid (GIA) 2021-22 Funding Priorities
Main Priority:
· Homeless prevention including affordable and alternative housing, supportive services,
and transitional housing
Other Priorities:
· Hunger and malnutrition support
· Supportive physical and mental health services for those in need
· Services for seniors and/ or people with disabilities in need
· Supportive and developmental services for children and youth in need
· Services encouraging diversity, equity, and inclusivity in marginalized communities
ACTION: MOTION BY COMMISSIONER SOUZA, SECOND BY COMMISSIONER
ROSTEN, 5-0-1 (Commissioner Richardson absent) to uphold the funding priorities identified
for the Community Development Block Grant program for the previous, 2020-21 year, with
the only edit to switch the ranked order previously identified Priorities #3 and #4, as listed
below:
Community Development Block Grant (CDBG) 2021-22 Funding Priorities
1. Provide emergency and transitional shelter, homelessness prevention and services.
2. Develop and enhance affordable housing for low and very-low income persons.
3. Enhance economic development (including seismic retrofit, economic stability, low and
moderate-income jobs)
4. Promote accessibility and/or removal of architectural barriers for the disabled and elderly.
BUSINESS ITEMS
4. Potential Strategic Thinking Session(s) for Future Diversity, Equity, & Inclusion (DEI)
Grant Program Implementation
Chair Campbell opened up the discussion of holding a strategic planning/thinking session with the
HRC regarding the future implementation of City diversity, equity, and inclusion initiatives. Dale
Magee, the City’s DEI Task Force facilitator, also spoke about the public’s expectation of ongoing
accountability for DEI coming down the pipeline. Ms. Magee also presented a preliminary scope for
the planning sessions.
Public Comments
None
--End of Public Comment—
ACTION: MOTION BY VICE CHAIR LINCOLN, SECOND BY CHAIR ROSTEN, 5-0-1
(Commissioner Richardson absent) to hold strategic thinking/planning session(s) regarding
the future implementation of City diversity, equity, and inclusion initiatives.
Item 1
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City of San Luis Obispo, Title, Subti tle
Minutes
Human Relations Commission Meeting of October 7, 2020
Page 4
STAFF & COMMISSION COMMUNICATIONS
5. Staff Updates
Housing Coordinator Vereschagin notified the Commission about an at-risk affordable housing
unit HASLO is working to preserve with 2019 CDBG funds.
6. Commissioner Updates
None.
ADJOURNMENT
Chair Campbell adjourned the meeting at 6:26 p.m. The next Regular Meeting of the Human
Relations Commission is scheduled for Wednesday, November 4, 2020 at 5:00 p.m., via
teleconference.
APPROVED BY THE HUMAN RELATIONS COMMISSION: XX/XX/2020
Item 1
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Meeting Date: November 4, 2020
Item Number: 2
2
HUMAN RELATIONS COMMISSION AGENDA REPORT
SUBJECT: 2021-23 Human Relations Commission Goal Setting for the Financial Plan and Budget
FROM: Cara Vereschagin, Housing Coordinator
Phone Number: (805) 781-7596
E-mail: cvereschagin@slocity.org
SUMMARY RECOMMENDATION
Review and evaluate status of 2019-21 Human Relations Commission’s goals, take public testimony,
and identify Commission goals and work program items for the 2021-23 Financial Plan
DISCUSSION
Situation
Every two years the City adopts a budget and financial plan. To prepare for the budget process, all City
departments and advisory bodies are asked to identify their goals and major work programs for the next
two years. The City Council then uses this information, along with public comment and other input to
set community priorities and allocate resources to accomplish the most important City goals.
Advisory body members are involved in the goal setting process to provide important input as
representatives of the community, with special expertise and experience working locally within their
specific area of representation. Below are some key points to consider as the City embarks on the goal-
setting process:
1. The Council is seeking advisory body input focused on the purview of the advisory body, but
is also interested in input on other issues important to the community.
2. Advisory body input is highly valued by the Council and the staff.
3. Goals can include completing projects from a previous work program.
4. Identifying priorities implies recommending fewer rather than more goals to the Council. The
HRC should recommend only those activities that can reasonably be accomplished in the two
years of the financial plan.
Objective
This is a public process and citizens are encouraged to contribute. Tonight’s meeting will result in two
items: 1) a list of HRC goals and implementation programs; and 2) a letter from the HRC Chair to the
City Council outlining recommended goals and programs for 2021-23, and if necessary, requesting
resources for specific activities (staff will prepare the letter for the Chair’s signature).
Item 2
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Human Relations Commission: 2021-23 Financial Plan Goal Setting
Page 2
GOAL SETTING
Current Recommended Goals: 2019-21
During the past goal-setting session for the 2019-21 budget cycle, the Commission recommended the
following projects to Council:
1. Housing
Continue to implement the Housing Element, facilitate affordable, supportive and transitional
housing options; promote creative land use and density opportunities, and modify Cit y fees and
processes to increase housing production.
Tasks and funding priorities should focus on:
a. Explore ways to increase the affordable, alternative, and transitional housing inventory,
through active support and involvement in the upcoming update of the City’s General
Plan Housing Element for 2020-2028;
b. Increase both rental and ownership opportunities of the City’s housing stock;
c. Promote smaller, efficiency units, and adjust development fees accordingly;
d. Continue to prioritize Community Development Block Grant (CDBG) funding for
production and rehabilitation of affordable housing; and
e. Promote and ensure fair housing practices and policies within the City.
2. Homeless Prevention
Continue to support a long-term, proactive, sustainable program that addresses homelessness
and focuses on transitioning children, families and individuals out of homelessness into
permanent housing.
Tasks and funding priorities should focus on:
a. Increase the Grants-in-Aid Budget and General Fund support to allow greater financial
assistance to non-profits in the community who serve these less fortunate;
b. Continue efforts to prevent homelessness primarily with the most vulnerable populations;
c. Increase support and awareness for mental and physical health and wellness, and
d. Continue to work with the City’s Police and Community Together (PACT) team, the
County’s Homeless Services Oversight Council (HSOC), and other local municipalities
in implementing the San Luis Obispo Countywide 10-year Plan to End Chronic
Homelessness.
3. Diversity, Equity, and Inclusivity
Identify and implement policies and procedures to encourage greater social and economic
diversity in the City.
Tasks and funding priorities should focus on:
a. Review and make changes to the HRC’s Bylaws and other Advisory Body Bylaws as
necessary, to encourage diversity and inclusivity;
b. Support, protect, and ensure the implementation of the City’s “welcoming city”
designation;
c. Explore partnerships with stakeholder groups, including but not limited to, the Five Cities
Diversity Coalition, RACE Matters, SLO PACT, and various student groups to listen and
learn about opportunities to increase diversity and inclusion;
Item 2
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Human Relations Commission: 2021-23 Financial Plan Goal Setting
Page 3
d. Increase commissioner community engagement and involvement to educate and inform
City residents about the role of the HRC; and
e. Promote the city’s diversity and inclusion efforts through a collaboration with the City’s
Promotional Coordinating Committee and internal marketing team.
Goal Setting Process for 2021-23
As the City begins the 2021-23 financial planning and budget cycle, the HRC has the opportunity to
review their current goals, update them as necessary, and identify any new goals, programs and/or
projects. At the meeting, staff will provide a brief presentation introducing the budget process, advisory
body role, and status of previous recommended goals. The City last revisited its goals and work program
in November 2018, in preparation for the 2019-21 Financial Plan and Budget. Staff, advisory bodies,
and Council members are now preparing for the next Financial Plan cycle: 2021-23. During the past
goal-setting sessions, the HRC has generally followed the steps outlined below.
1. Review and understand the goal-setting and Financial Plan and Budget process.
2. Evaluate previous goals and work programs. Determine which goals and programs were
accomplished and can be deleted or ones that no longer reflect the aims of the HRC.
3. Determine which goals or programs that have not been completed and should be carried forward.
4. Identify new goals or programs for possible inclusion in the work program.
5. Prioritize the goals and programs, based on the HRC’s goals, community needs and input,
opportunities, or special or urgent conditions; and
6. Identify activities which may require additional resources to accomplish, including special
funding for specific survey, tasks or consultant work (i.e. historic inventories or research),
construction or other implementation costs, additional staff time, etc. This may include
references to possible community partnerships or outside funding sources.
The Commission will establish goals for the next two years and identify three to five key tasks or
programs it intends to complete in the period. The Commission should discuss how these goals and
activities relate to important Council goals and at the same time, consider the fiscal context for the goal-
setting process, including resources needed to accomplish the task. Additionally, it has been asked by
staff that advisory bodies consider the following when developing their goals for this financial plan:
• Changes in economic conditions
• Pending closure of Diablo Canyon Power Plant
• Further CalPERS adjustments
• Long-term environmental & fiscal sustainability
• Uncertainty regarding the long-term impacts of COVID-19
• Setting goals through the lenses of Diversity, Equity, and Inclusion
Next Steps
Advisory body goals are due by December 15, 2020. All advisory bodies will receive a consolidated
listing of all recommended advisory body goals, thus providing the opportunity to review what other
Item 2
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Human Relations Commission: 2021-23 Financial Plan Goal Setting
Page 4
advisory bodies see as high community priorities. The Council will receive the final report with all
advisory body recommendations before they begin the goal-setting process in February 2021.
Attachments
A – Goal Setting Parameters presentation
B – 2019-21 Financial Plan Advisory Body Consolidated Goals
C – Advisory Bodies Goal Template
Item 2
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Advisory Bodies
2021-23 Financial Plan Goal
Setting Parameters
1
Item 2, Attachment A
Packet Page 9
2019-21 Financial Plan
Guided by the Fiscal Health Response Plan–the purpose of the Plan is to establish a
framework to respond to the long-term fiscal impacts of the significant increases in
required pension contributions to the CalPERS retirement system over three years.
2
Year 1
2018-19
Year 2
2019-20
Year 3
2020-21
Three-Year Plan
Item 2, Attachment A
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San Luis Obispo is committed to…
Good Fiscal
Management
Public
Engagement
Quality
Services
Item 2, Attachment A
Packet Page 11
4Considerations when setting goals:
Changes in
Economic
Conditions
Pending Diablo
Closure
Further CalPERS
Adjustments
Long-term
Environmental &
Fiscal
Sustainability
COVID19 Diversity, Equity,
Inclusion (DEI)
Item 2, Attachment A
Packet Page 12
Assumptions
Phased reopening
Schools return in Fall 2020
Impact on most industries
Recessionary trends
“U” Shaped recovery
“How much of a guessing game is a wild guessing game right now as there is no historical precedent for the current crisis and little good data
as of yet.”
–Beacon Economics
General Fund Long Term Forecast 5
*Based on unaudited actuals
Based on 2020-21 Supplemental Budget forecast
Item 2, Attachment A
Packet Page 13
Fiscal Health Contingency Plan Activated –Hiring, purchasing, and travel chills
to mitigate revenue shortfalls.
Healthy Reserve Levels –The City has multiple reserves in preparation for future
unknowns and cash flow preservation.
Where are we now?
6
2019-20 Results: Realized savings from additional employee contributions to
CalPERS and hiring new staff under the PEPRA retirement plan limiting the impact
of revenue shortfall.
Fiscal Health Response Plan: in effect through 2020-21
Unfunded Liability Payments as part of
FHRP
FY 18-19 FY 19-20 FY 20-21
CalPERS Downpayments $4.2 mil -Paid $4.2 mil* -Unpaid –in
Undesignated Fund Balance
$3.0 mil –payment to
be determined
115 Pension Trust Fund $1.4 mil –In Reserve $2.0 –allocation to be
determined
*From 2018-19 Fund Balance
Item 2, Attachment A
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7City Council Adoption of ONE Unified City Goal (June 2, 2020):
Economic Stability, Recovery, and Resiliency
Link to 20-21
Supplemental Budget
with goal details (pg. 17)
July 2020
Council approved creation of a Diversity,
Equity, and Inclusion Task Force to provide
guidance and a foundation for creating a
potential 21-23 DE&I focused Major City
Goal
Item 2, Attachment A
Packet Page 15
Goal Setting Parameters
1.Consider uncertainty regarding the long-term impacts from COVID19
2.Consider increased pressure to fund infrastructure maintenance
3.Advancing Fiscal Health Response Plan objectives
4.New projects and services will require trade-offs with current core
services (Revenue generating new services excluded.)
5.Goal setting through the lenses of Diversity, Equity, and Inclusivity
8Item 2, Attachment A
Packet Page 16
Goal-Setting & the Budget Process
February 2021
*November 17, 2020 “Setting the Stage” Workshop
**Date TBD “Budget Foundation” Workshop
2021-23 Financial Plan
April 2021
June 2021
June 2021
Community
Involvement
(format TBD due
to COVID)
The proposed Financial Plan Calendar will be presented to Council on 10/20/20
Item 2, Attachment A
Packet Page 17
QUESTIONS?
10
We are available to talk to you and your advisory body and respond to
questions.
Natalie Harnett Principal Budget Analyst nharnett@slocity.org
Brigitte Elke Finance Director belke@slocity.org
Item 2, Attachment A
Packet Page 18
2019-21 Financial Plan Proposed Major City Goals
Advisory Bodies Consolidated Goals
Tourism Business Improvement District – Page 4
Goals: (All equal weighted)
1. Support Partnerships that enhance tourism
2. Safety and homelessness
3. Vitality of downtown & other business districts
4. Parking + Connectivity
5. Infrastructure + Beautification
6. Homestay Compliance
Planning Commission – Page 5
Goals: (Priority Ranked)
1. Land Use: Implementation of the Downtown Concept Plan and Revisit Special Focus Areas
2. Housing: Increase Affordable and Workforce Housing Supply
3. Sustainability: Reduce GHG Emissions by Reducing VMT and Improving Residential Energy
Efficiency of Pre-1990 Housing Stock
4. Multi-Modal Circulation: Improve Walkability and Transit
Cultural Heritage Committee – Page 6
Goal:
1. Update the 36-year-old historic resource inventory and existing historic districts.
Architectural Review Commission – Page 7
Goal:
1. Update the Community Design Guidelines (CDG)
Promotional Coordinating Committee – Page 8
Goals: (All equal weighted)
1. Quality of Life + Public Art
2. Climate Action Plan: Housing+ Connectivity + Sustainability
3. Homelessness & Mental Health + Safety
Page 1 of 16
Item 2, Attachment B
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2019-21 Financial Plan Proposed Major City Goals
Advisory Bodies Consolidated Goals
4.
5. Vitality of downtown & other business districts
6. Open Space
Administrative Review Board – Page 10
Goals:
1. Consistency in enforcement of existing municipal code by citing officers; consistent
interpretation of existing municipal code by hearing officers when reviewing citations that are
appealed; and raising fines for administrative citations.
2. Increase the cost to appeal to the Administrative Review Board and establish a fee to appeal to
a Hearing Officer.
3. Enforce the requirement of individual rideshare operators (such as driver-contractors for Uber
and Lyft) to have a business license issued by the City.
4. Expand education of homeowners regarding their obligation to have a business license if they
are renting a room, Accessory Dwelling Unit or home, as a step towards stricter enforcement.
Active Transportation Committee – Page 12
Goals: (Priority Ranked)
Projects
1. Anholm Bikeway Plan: Design, Construct, and Maintain Lincoln to Ramona bikeway and lighting
2. Railroad Safety Trail: Design, Construct, and Maintain
3. Broad Street Crossing Improvement: Design, Construct, and Maintain
4. Bob Jones Trail: Design, Construct, and Maintain
5. Misc Bicycle Facility Improvements: $100k in annual funding for misc. projects.
6. Pacheco and Bishop Peak Safe Routes to School: Design, Construct, and Maintain
7. Penny Lane Bridge: Design, Construct, and Maintain
8. Prado Road Class I: Design, Construct, and Maintain
9. Sinsheimer Park Pathway: Design, Construct, and Maintain
10. Isla Bicycle Boulevard: Design, Construct, and Maintain
11. Broad Street Class I: Design, Construct, and Maintain
Programs
1. Traffic Safety Education: Increase annual funding
2. Ped/Bikeway Maintenance: Maintain annual $60k for maintenance.
Staffing
1. Active Transportation Manager; maintain position
Page 2 of 16
Item 2, Attachment B
Packet Page 20
2019-21 Financial Plan Proposed Major City Goals
Advisory Bodies Consolidated Goals
Human Relations Commission – Page 15
Goals:
1. Housing
2. Homeless Prevention
3. Diversity, Equity, & Inclusive
Page 3 of 16
Item 2, Attachment B
Packet Page 21
2019-21 Financial Plan Proposed Major City Goals
Tourism Business Improvement District
Background
The Tourism Business Improvement District (TBID) board recommended the goals for consideration in
the 2019-21 work program to improve the visitor experience in San Luis Obispo. The TBID board did not
weigh its goals, keeping them all equally important.
Goals
1. Goal #1: Support Partnerships that enhance tourism
Fiscal sustainability in other methods aside from increase in TOT
Recognize tourism as an integral aspect of the City’s economic development efforts and support
the tourism promotion activities of the TBID and PCC.
Increase funding for the Promotional Coordinating Committee in its efforts to promote cultural,
recreational, and social events that bring and keep tourists in San Luis Obispo.
Support with city-wide special events (in the ways of not hindering city required permits,
applications, etc.) and providing tools necessary for events to be compliant
2. Goal #2: Safety and homelessness
Continue the City’s efforts to address homeless population.
Enhance safety relative to transient populations throughout the City so residents and tourists
can feel safe while enjoying activities in San Luis Obispo.
3. Goal #3: Vitality of downtown & other business districts
Free City wi-fi
encourage and support the growth of new business courting SLO and wanting to build in SLO
Creating some sort of policy or process for abandon buildings/storefronts specifically in
downtown
4. Goal #4: Parking + Connectivity
feasible parking around downtown
Accessibility of public transportation (trolley)
5. Goal #5: Infrastructure + Beautification
Cleanliness of the city in general and specifically in tourist central areas/ hotel locations
Infrastructure improvements
6. Goal 6#: Homestay Compliance
Continue the enforcement to gain compliance of properties with the City’s Homestay Ordinance
with the goal for 100% compliance with Homestay policy within the City.
Page 4 of 16
Item 2, Attachment B
Packet Page 22
2019-21 Financial Plan Proposed Major City Goals
Planning Commission
Background
The Planning Commission prioritized the following goals based on evaluation on the completion status for
the 2017-19 Major City Goals and General Plan goals; community need, and input received over the past
2 years; special and urgent conditions that need to be addressed; and the availability of City resources to
accomplish the identified goals and work programs within the financial plan timeframe.
Goals
1. Land Use: Implementation of the Downtown Concept Plan and Revisit Special Focus Areas
Implement the Mission Plaza improvements as identified in the Downtown Concept Plan. Revisit
the Special Focus Area development guidelines for the Foothill Boulevard/ Santa Rosa Area and
Upper Monterey to establish detailed design guidelines that enhance neighborhood integrity and
the diverse community character.
2. Housing: Increase Affordable and Workforce Housing Supply
Emphasize affordable housing programs, encourage flexible use and non-traditional housing
product types to facilitate development of workforce housing. Review existing regulations to
identify cost and time saving measures to promote the development of accessory dwelling units,
while maintaining the owner occupancy requirement to protect neighborhood compatibility and
wellness.
3. Sustainability: Reduce GHG Emissions by Reducing VMT and Improving Residential Energy
Efficiency of Pre-1990 Housing Stock
Update and implement the Climate Action Plan with emphasis on: 1) encouraging project design
that promotes accessible, convenient and safe pedestrian, bicycle and transit access that reduces
project generated vehicle miles traveled by 20-40% below average; 2) developing standards that
support infrastructure improvements for alternative transportation and electric vehicles; and 3)
identify and implement financial incentives for improving energy efficiency in pre- 1990 housing
stock.
4. Multi-Modal Circulation: Improve Walkability and Transit
Implement the Multi-Modal objectives identified in the LUCE and the Downtown Concept Plan by
encouraging in-fill development to include non-automobile alternatives. Conduct a walkable
community survey in major neighborhoods to inform the development of the Active
Transportation Plan, and to identify improvements that would encourage and support pedestrian
activities for people with varying degrees of mobility. Implement the Short-Range Transit Plan to
improve transit ridership by exploring operational improvements that could reduce run times to
less than 20 minutes along routes that serve densely populated areas.
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2019-21 Financial Plan Proposed Major City Goals
Cultural Heritage Committee
Background
The California Office of Historic Preservation recommends updating historic resource
inventories every five years. San Luis Obispo has not done a global revision in thirty-five
years, making development decisions difficult and unpredictable. The CLG grant-funded City
of San Luis Obispo Citywide Historic Context Statement of 2014 logically leads to a historic
resource survey.
Goals
1. Update the 36 year-old historic resource inventory and existing historic districts.
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2019-21 Financial Plan Proposed Major City Goals
Architectural Review Commission (ARC)
Background
The Community Design Guidelines (CDG), adopted in June 2010, are the guiding principles for the
ARC. The ARC’s purview, mission statement, and criteria for project approvals is all contained in
the CDG. The ARC has requested an update of the CDG over several Financial Plan cycles and on
October 15, 2018 decided to make it their sole recommended goal for the 2019-21 budget.
Goals
1. Goal – Update the Community Design Guidelines (CDG)
Due to the significant gap in the City’s projected budget, the ARC focused on one goal; updating
its major policy document, the Community Design Guidelines. It is timely and important to update
the CDG after the adoption of the comprehensive Zoning Regulations Update (September 2018).
The Zoning Regulations Update includes a new development review process, primarily changing
the focus and decision-making authority of the ARC. Under the new process, instead of final
decisions, the ARC makes advisory recommendations to the Planning Commission or Community
Development Director, and will conduct more focused, informal, and working session-type
meetings. The ARC will be totally focused on design guidelines and will not have to weigh in on
things outside their purview (State affordable housing law, environmental review, and parking
reductions), which the old process required them to consider as a final decision maker for many
types of projects. Updating the CDG will also be very important for consistency with the
upcoming updates to the Subdivision and Sign Regulations.
If approved as a component of the 2019-21 Financial Plan, the project plan, scope of work, and
budget for the CDG update will be prepared with the ARC. While a comprehensive look at the
CDG is warranted, the document contains many effective and relevant guidelines to maintain.
The ARC discussed working sessions and a subcommittee for the CDG update to do as much of
the “hands on” work as possible, with numerous opportunities for public review and input. Of
course, planning staff, particularly the ARC liaison would have a key role in this effort. While staff
and the ARC can carry some of the effort, it was recognized that some consultant services would
be needed to carry out the project. Based on recent similar efforts, a ballpark estimate would be
$50,000 in consultant services, in conjunction with staff/ARC to produce a focused update of the
CDG.
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2019-21 Financial Plan Proposed Major City Goals
Promotional Coordinating Committee
Background
Consistent with its assigned role, the PCC’s proposed goals concentrate on improvements and
enhancements that would make the City of San Luis Obispo an even better place to reside and visit.
They PCC used community responses from their recent strategic planning exercise to inform and
develop the outlined goals. The PCC did not weigh the goals since the members felt that they were
equally important.
Goals
Goal #1: Quality of Life + Public Art
Enhance placemaking efforts by supporting Public Art and identify increased opportunities to
support additional public art throughout the city. Encourage non-traditional, eclectic, and
contemporary forms of public art to enhance arts tourism and serve as point of pride for
residents. Ensure that public art is included in all development / projects in the city, both
residential and business. Public art should be accessible to all members of the community.
Goal #2: Climate Action Plan: Housing+ Connectivity + Sustainability
Support implementation of the City of SLO Climate Action Plan. Support housing density, multi-
modal transit, increased connectivity, traffic mitigation efforts, and the Climate Action Plan with
construction of affordable, green, and net-zero housing.
Increase the efforts to make the city more pedestrian and bicycle friendly. Support enhanced
bike infrastructure and the completion of the Bob Jones Trail as energy efficient examples to
provide transportation for both residents and tourists in a small-scale city with excellent climate.
Encourage buffered, green-striped bike lanes with new construction. Identify and research
feasibility of bike share model connecting Downtown to Cal Poly, beaches, wine country, and
Monterey hotels.
Prioritize sustainability throughout the community for businesses, residents and events.
Goal #3: Homelessness & Mental Health + Safety
Support the city in the addressing of the homeless/ transient / mental health issues that we are
facing with our local population and residents.
Goal #4: Vitality of downtown & other business districts
Support the continuing efforts of community-based organizations to keep the downtown viable.
And also support other local business neighborhoods (which tend to be local business) i.e. MoJo,
Laurel Lane, Crossroads, the airport district, etc.
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2019-21 Financial Plan Proposed Major City Goals
Goal #5: Open Space
Enhance awareness and availability of the natural spaces in and around town to residents and
visitors.
Continue to look for opportunities to expand the green belt around San Luis Obispo.
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Administrative Review Board
Background
The Administrative Review Board serves as the final decision maker for the City on administrative appeal
hearings relating to administrative citations issued for certain contested San Luis Obispo Municipal Code
enforcement matters that require a more detailed administrative record.
Goals
1.Consistency in enforcement of existing municipal code by citing officers; consistent
interpretation of existing municipal code by hearing officers when reviewing citations that are
appealed; and raising fines for administrative citations.
The goal of more consistent enforcement and adherence to the municipal code by citing officers
and hearing officers would be to increase education of the public as to what the requirements of
the municipal code are and to reinforce the City’s commitment to consistent enforcement and
review when it comes to violations of the municipal code related to neighborhood wellness. With
the ongoing, excellent efforts of Police Department, Office of Neighborhood Outreach, the
suggestion is for citing officers and hearing officers to support that outreach through increased
attention to consistency in enforcement and administrative appeals review.
The ARB also suggests review of the level of administrative citation penalties.
2.Increase the cost to appeal to the Administrative Review Board and establish a fee to appeal to
a Hearing Officer.
Increasing the cost to appeal to the Administrative Review Board so the amount more closely
covers the administrative cost of processing the appeal, with the goal of removing more of the
financial burden on the City. In line with that increase, the ARB suggests requiring the fines for
administrative citations appealed for Hearing Officer review be paid up front and held until the
Hearing Officer issues a decision to prevent the filing of appeals solely for the purpose of delaying
payment of penalties and resulting “no show” appellants and unnecessary burdens on volunteer
Hearing Officer time. Review of an appeal by a Hearing Officer is currently free. If the appeal was
granted, the fine would be returned to the appellant. Indigent appellants may submit a financial
hardship waiver request through which an appellant could be heard by the Administrative Review
Board or a Hearing Officer without having to pay a fee.
3.Enforce the requirement of individual rideshare operators (such as driver-contractors for Uber
and Lyft) to have a business license issued by the City.
It was confirmed with our Finance Department that other cities, such as San Francisco, have a
process by which they receive a list of driver-contractors operating in their jurisdiction in order to
enforce the cities’ requirement that each driver-contractor have a business license. The list is
provided to the cities by the parent corporation and then utilized by the cities to enforce the code.
The goal of this effort would be to increase safety of users by having, at minimum, a list of driver-
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contractors operating in the City and making the driver-contractors aware that they are on such
a list and subject to business license requirements.
4. Expand education of homeowners regarding their obligation to have a business license if they
are renting a room, Accessory Dwelling Unit or home, as a step towards stricter enforcement.
It is the belief of the Administrative Review Board that a majority of homeowners within the City
are unaware that they are required to have a business license in order to rent rooms in their
home, or to rent Accessory Dwelling Units (“ADUs”) or homes that they own. There have been
recent educational efforts around ADUs, but the global applicability of the business license may
not be well understood. Also, enhance education regarding the differences in requirements
between long-term and homestay (short-term) rentals. The goal of greater education would be
greater compliance, with the follow-up being increased citations for non-compliance.
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DATE: October 2, 2018
TO: Brigitte Elke, Director of Finance
FROM: Adam Fukushima, Staff Liaison to the Active Transportation Committee
SUBJECT:DRAFT FY 2019-21 Active Transportation Committee Recommended Goals
On September 20, 2018 the Active Transportation Committee recommended its FY 2019-21
draft goals for Council consideration which are represented in the following table. The projects
are ranked in order of importance from most to least desired to fund.
Recommended Goal Why Goal is Important Candidate Funding
PROJECTS
Anholm Bikeway Plan-
1)Design, construct, and
maintain bikeway from
Lincoln to Ramona
2)Install art and lighting to
enhance the US 101
underpass
Railroad Safety Trail-
Design and construct:
1)Pepper St to the train
station
2)Jennifer St. bridge to Iris
(connecting to French
Hospital Trail)
Broad Street Crossing
Improvement-
Design and construct HAWK
beacon at Woodbridge Street
Bob Jones Trail-
1)Construct segment from
Calle Joaquin to
Oceanaire
2)Design and construct
bike path extension from
LOVR to the Octagon
Barn
3)Design grade separated
crossing of LOVR at
Highway 101
This project will provide a primary low
traffic north/south through route for
bicyclists serving the downtown core and
neighborhoods north of Foothill Blvd;
complements projects in the Bishop
Peak and Pacheco Elementary School
Safe Routes to School Plan
This goal provides a huge safety
enhancement for a large volume of
bicyclists and pedestrians to the
University, schools & parks; implements
General Plan goals to increase bicycling
& walking and supports Grand Jury
recommendations to close gaps.
This goal improves pedestrian
transportation and complements the
South Broad Street Area Plan
The City-to-Sea trail continues to be a
high priority for residents. Additionally,
SLO County is moving forward with its
section of the trail which will increase the
desire for the crossing.
Project Funding Sources:
State funds
Federal funds
General fund
City debt financing
Fundraising efforts
Measure G
Active Transportation Committee
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Misc. Bicycle Facility
Improvements-
Provide $100,000 in annual
funding for misc. projects
such as safe routes to
school, signing & striping
projects ideally incorporated
into other construction
projects.
Pacheco and Bishop Peak-
Safe Routes to School
Design and construct
enhanced bicycle/pedestrian
crossing of Foothill Blvd at
Patricia and La Entrada
Penny Lane Bridge-
Design a bicycle/pedestrian
bridge over the railroad tracks
at Penny Lane
Prado Road Class I-
Design and construct a Class
I bikeway from the current
terminus of Prado Road to
Broad Street.
Sinsheimer Park Pathway-
Construct a paved path
through Sinsheimer Park
from Helena Street to the
Railroad Safety Trail
Islay Bicycle Boulevard-
Design and construct the
City’s third bicycle boulevard.
Broad Street Class I-
Design and construct a Class
I bikeway from Damon
Garcia sports fields to
Rockview Place
Completing these projects as part of
other construction projects results in
substantial cost savings.
This project has been requested by
neighborhood families that have difficulty
crossing Foothill as they walk and
bicycle their kids to school.
This bridge will provide a connection
from downtown to the Johnson Avenue
and Ella Street neighborhoods via the
bicycle facilities recently constructed at
French Hospital.
Constructing this bikeway connection
ahead of development will provide an
important east/west bikeway connection
and alternative to Tank Farm Road
during the Chevron remediation efforts.
This project has been requested by
residents from throughout the community
and provides connectivity from the trail to
the park
Bicycle boulevards are facilities that
bicyclists of all abilities feel comfortable
using and therefore increase ridership.
In conjunction with the Prado Road
Class I bikeway, this segment provides
an alternative route to the busy Broad
Street corridor.
The intent of this goal is to improve east-
west connectivity of communities west of
the US 101 to the east side of the
freeway.
PROGRAMS
Traffic Safety Education:
Educating the public on cycling
Program Funding Sources:
State and Federal grants
Transportation Development
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Increase annual funding for
bicycle, motorist, and scooter
education
Ped/Bikeway Maintenance:
Maintain $60,000 annually
for bicycle and pedestrian
facilities
awareness and safety reduces
collisions. Goal supports Grand Jury
goal of promoting safe cycling.
Performing pavement maintenance and
weed control on pedestrian and bicycle
paths will increase the life of these
facilities and reduce the risk of
accidents.
Act funds
General fund
Measure G
STAFFING
Active Transportation
Manager:
Maintain position.
The Active Transportation Manager
implements the Bicycle Transportation
Plan policies and programs, prepares
grant applications, and helps manage
capital projects.
Staffing Funding Sources:
General fund
Measure G
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Human Relations Commission
Background
The Human Relations Commission (HRC) requests the City Council consider the following goals for the
2019-2021 Financial Plan:
Goals
1. Housing
Continue to implement the Housing Element, facilitate affordable, supportive, and transitional housing
options; promote creative land use and density opportunities, and modify City fees and processes to
increase housing production.
Tasks and funding priorities should focus on:
a. Explore ways to increase the affordable, alternative, and transitional housing inventory, through
active support and involvement in the upcoming update of the City’s General Plan Housing
Element for 2020-2028;
b. Increase both rental and ownership opportunities within the City’s housing stock;
c. Promote smaller, efficiency units and adjust development fees accordingly;
d. Continue to prioritize Community Development Block Grant (CDBG0) funding for production and
rehabilitation of affordable housing; and
e. Promote and ensure fair housing practices and policies within the City.
2. Homeless Prevention
Continue to support a long-term, proactive, sustainable program that addresses homelessness and
focuses on transitioning children, families, and individuals out of homelessness into permanent housing.
Tasks and funding priorities should focus on:
a. Increase the HRC Grant-in-Aid Budget and General Fund support to allow greater financial
assistance to non-profits in the community who serve those less fortunate;
b. Continue efforts to prevent homelessness primarily with the most vulnerable populations;
c. Increase support and awareness for mental and physical health and wellness; and
d. Continue to work with the City’s Police and Community Together (PACT) team, the County’s
Homeless Services Oversight Council (HSOC), and other local municipalities in implementing the
San Luis Obispo Countywide 10-year Plan to End Chronic Homelessness.
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3. Diversity, Equity, & Inclusivity
Identify and implement policies and procedures to encourage greater social and economic diversity in the
City.
Tasks and funding priorities should focus on:
a. Review and make changes to the HRC’s Bylaws and other Advisory Body Bylaws as necessary, to
encourage diversity and inclusivity;
b. Support, protect, and ensure the implementation of the City’s “welcoming city” designation;
c. Explore partnerships with stakeholder groups, including but not limited to, the Five Cities
Diversity Coalition, RACE Matters, SLO PACT, and various student groups to listen and learn
about opportunities to increase diversity and inclusion;
d. Increase commissioner community engagement and involvement to educate and inform City
residents about the role of the HRC;
e. Promote the city’s diversity and inclusion efforts through a collaboration with the City’s
Promotional Coordinating Committee and internal marketing team.
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2021-23 Financial Plan Proposed Goals & Objectives
[Name of Committee]
Background
[Please provide background narrative for your goals]
Goals
1.Goal #1
[Please provide narrative detailing goal]
Please provide as many goals as seem reasonable considering that resources are limited and the City
Council considered a consolidation of goals in 2020-21.
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Human Relations Commission Grants-In-Aid Program
MID-YEAR REPORT
Due: July 31st, 2020
Organization: Alliance for Pharmaceutical Access, Inc.
Program: Advocacy Program to obtain Low or No Cost Medications for community members.
Administrator’s Report: (A brief synopsis of the activities of the reporting period, including a statement of the
activities, service or programs provided as described in Exhibit B (your grant application) using the Grants-In-Aid
provided, and any changes that have occurred during the reporting period.)
Alliance for Pharmaceutical Access, Inc. (APA) bridges the gaps in medication coverages and helps
alleviate the burden of high priced pharmaceuticals by providing direct medication-access and patient
advocacy services, at no cost to the individuals. We are grateful for the Grants-in-Aid Program which
helped continue APA’s mission for fiscal year July 2019-July 2020. We were still able to reach clients
remotely by phone, email and postal mail during this COVID-19 pandemic. We have also increased our
collaborative efforts with agencies in the San Luis Obispo county area. We are excited to announce a
renewed partnership with the SLO Noor Foundation clinic and have signed an agreement to assist all
their clients beginning in August 2020.
Statistical Report: (This section should include the number of clients served, their cities of origin, the nature of
services provided, as well as any other statistics which are kept by the agency. The total number of clients served
also should be broken down by the type of service received.)
The Alliance for Pharmaceutical Access Advocacy Program has served a total of 48 individual clients in
the County of San Luis Obispo from July 2019- July 2020 and filled (secured) 67 medications (Exhibit A
and B). Specifically, 17 of those total individuals were from the City of San Luis Obispo. Most of the
medication needs in the city of San Luis Obispo continue to be for critical health conditions such as
insulin for diabetics, and inhalers to treat asthma.
Exhibit A:
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Exhibit B
Financial report: (A financial statement detailing how the City’s grant money has been expended.)
APA received $1,400 which have been used to pay for the salary of the client advocates who complete
and process applications for residents of the City of San Luis Obispo.
Emely Mendez APA Executive Director 805-240-2040
Name Title Phone
___________________________ 07/31/2020 Admin@APAmeds.org
Signature Date E-mail
Please limit to no more than 2 pages. Once signed, please scan and e-mail to
housing@slocity.org and mail a hard copy to: City of San Luis Obispo, Attn: Cara Vereschagin,
919 Palm St. San Luis Obispo, CA 93401.
City
Prescriptions
Secured
Arroyo Grande 7
Atascadero 2
Cayucos 1
Grover Beach 4
Los Osos 2
Morro Bay 6
Nipomo 11
Oceano 5
Paso Robles 4
Pismo Beach 3
City of San Luis Obispo 21
Templeton 1
Total 67
Alliance for Pharmaceutical Access
July 2019- July 2020
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Human Relations Commission Grants-In-Aid (GIA) Program
YEAR-END REPORT
Due: July 31, 2020
Organization: _Big Brothers Big Sisters of San Luis Obispo Luis Obispo County ______________________
Program: __ Community Based Mentoring with Support for Newly Housed Families ___________________
Enrolling Volunteers:
We evaluated and screened 40 of those potential applicants to determine if they were a good fit for our
program, and identified their availability, interests, personality, special skills and past experience with youth.
The steps included: preliminary phone interviews, in-depth face-to-face interviews, phone interviews with
three or more personal/professional references, phone interviews with supervisors at all youth organizations
with which the applicant has been involved during the last 5 years, and a thorough background check of
their legal history.
The background check for adults is rigorous and included the following steps. We reviewed each applicant’s
national criminal file, California Department of Justice LiveScan report, SLO County Sheriff’s record and
California motor vehicle record. We verified their social security number, driver’s license and automobile
insurance are current and valid. We required them to visit a local law enforcement office to put their
fingerprints on file. Finally, we checked the National Sex Offender Database and Big Brothers Big Sisters
National Safety Registry to ensure there have been no previous child safety concerns.
We required volunteers to master the information in our “Volunteer Training Manual” and complete a formal
training class with our professional trainer. The curriculum is carefully developed to equip volunteers with
the necessary tools to become successful mentors.
Enrolling Children and Creating Matches
We processed requests to enroll 101 new children.
We conducted 47 in-depth, in-person interviews in which we identified the history, special needs,
challenges, resources, interests, availability and personality of the child and associated family members. All
of this information was documented and used to create the best possible role model relationship.
We conducted a personalized Safety Training Session with the parent/guardian and child.
Using the information gathered during enrollment and Risk Protective Inventories (RPI), our professional
staff evaluated which children and volunteers were best suited for matching based on mutual interests and
activities, having similar schedules and complimentary personalities. After gaining approval from the parent,
child and volunteer, we hosted “Match Meetings” to introduce all parties. At this time, participation contracts
and associated paperwork were completed and program guidelines were reviewed. Games, art projects and
other activities are an important part of these meetings, to help new participants get comfortable with each
other. We created 17 new mentor matches (Note this is corrected from 28 matches in the mid-year report).
COVID-19 significantly impacted our ability to process and make matches from March to June 2020.
Providing Match Support and Ensuring Positive Results:
We provided professional case management to the volunteer, child and guardian within two weeks of the initial
introduction. Each month, contact was made over the phone, through e-mail or in person at educational and
community-building events organized by our program staff. If challenges arose, additional coaching and/or
resources were shared with the participants. In second and subsequent year relationships, contact was
initiated on a quarterly schedule if all indicators of a healthy relationship continued to be present.
In order to engage our community of volunteers and families, we offered monthly sponsored group activities
including: a Blues Baseball game, a 5K race, SLO OP Climbing Gym, Avila Kayaking, pancake breakfast, a
private showing of the new Star Wars movie, a beach clean-up day; a scavenger hunt; sailing in Morro Bay; a
Holiday Party complete with holiday themed activities, lunch and gifts from Santa. Cal Poly Athletics also
provides tickets to various games, including women’s basketball, softball and volleyball; men’s baseball,
basketball and football. We receive tickets to the Nutcracker ballet at the PAC, as well as the year-round
opportunity for our Matches to visit the Central Coast Aquarium and the SLO Children’s Museum.
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We produced a monthly newsletter and Facebook group with activity suggestions and relationship advice. We
hosted several contests for tickets or other opportunities throughout the year, including bicycle give-a-ways,
and awarded “Big in the Spotlight” certificates to celebrate and appreciate our program participants.
To ensure we are making a positive impact on the children we serve, we conducted baseline and follow up
Youth Outcome Surveys, created by Public-Private Ventures and used by Big Brothers Big Sisters agencies
nationwide. The surveys measure improvement in areas such as participants’ academics, relations hips and
avoidance of risky behaviors. Local children showed Youth Outcome Survey results consistent with national
data in which youth maintained or improved, from baseline to follow up in the following areas : Social
Acceptance 88%, Scholastic Competence 98%, Educational Expectations 88%, Attitudes toward Risky
Behaviors 100%, Parental Trust 94%, and Special Adult Relationships 93% and no children entered the
juvenile justice system. In turn, your investment helps make these children more likely to achieve higher levels
of education and less likely to become involved in crime or use drugs or alcohol, ultimately making your city a
better place to live
Statistical Report: (This section should include the number of clients served, their cities of origin, the nature
of services provided, as well as any other statistics which are kept by the agency. The total number of clients
served also should be broken down by the type of service received.)
During the first half of the 2019-2020 fiscal year, we have served 131 children to date in our Community Based
mentoring programs. A total of 45 of those children reside in the City of San Luis Obispo; of those eight are new
mentoring relationships. Of the 131 children, 71 were male and 60 were female.
Here are the number of clients served by our Community Based Program and their city of origin: 7 in Arroyo
Grande, 14 in Atascadero, 1 in Grover Beach, 14 in Los Osos, 4 in Morro Bay, 8 in Nipomo, 3 in Oceano, 23 in
Paso Robles, 3 Pismo Beach, 45 in San Luis Obispo, 1, in Pocatello, 3 in San Miguel, 1 in Santa Margarita, 3
outside of the county.
Eight currently matched families are working through housing/homelessness issues; countless others are being
supported with information and resources regarding eviction prevention .
Financial report: (A financial statement detailing how the City’s grant money has been expended.)
Funded Service Delivery Hours Wage Total
Program Supervision
10.00 $ 34.68 $ 346.80
Training
3.00 $ 34.68 $ 104.04
Enrollment
50.00 $ 17.75 $ 887.50
Bilingual Match Support (Case Mgt.)
50.00 $ 17.00 $ 850.00
Match Support (Case Management)
50.00 $ 17.50 $ 875.00
$ 3,063.34
__Jenny Luciano______________ _CEO___________ _(805) 781-3226_____
Name Title Phone
____________________________ 7-31-2020_______ _Jenny@slobigs.org__
Signature Date E-mail
Please limit to no more than 2 pages. Once signed, please scan and e-mail to housing@slocity.org and mail
a hard copy to: City of San Luis Obispo, Attn: Cara Vereschagin, 919 Palm St. San Luis Obispo, CA 93401.
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GIA Program SLO City Grant Report Fiscal Year End 2019-20
CMC SLO Total
Total hours of adult
learner instruction
1215.35 190.5 524.8
Volunteer tutor
instructional services
1170.55 153 533.3
All other hours in
literacy services
552 111.25
Total hours of volunteer
services
2,937.9 1,169.35
6 new tutors
Active Learners: 218
Gender
Men: 61
Women: 154
Unknown: 3
Ethnicities
Hispanic: 164
Asian: 42
African American: 1
Caucasian: 5
Native American: 1
Pacific Islander:
Other: 2
Unknown: 3
SLO Learners: 59
Gender
Men: 16
Women: 42
Unknown: 1
Ethnicities
Hispanic: 28
Asian: 28
African-American:
Caucasian: 2
Native American:
Pacific Islander:
Other:
Unknown: 1
Active Tutors: 158
Gender
Men: 34
Women: 124
Unknown:
Ethnicities
Hispanic: 8
Asian: 2
African American:
Caucasian: 146
Native American:
Pacific Islander: 1
Other:
Unknown: 1
SLO Tutors: 49
Gender
Men: 8
Women: 41
Unknown:
Ethnicities
Hispanic: 2
Asian:
African-American:
Caucasian: 47
Native American:
Pacific Islander:
Other:
Unknown:
CMC learners: 135
Gender
Men: 135
Ethnicities
Hispanic: 52
Asian: 4
African American: 23
Caucasian: 13
Native American:
Pacific Islander: 1
Other: 6
CMC Tutors: 70
Gender
Men: 70
Ethnicities
Hispanic: 15
Asian: 6
African American: 14
Caucasian: 13
Native American: 2
Pacific Islander:
Other: 2
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Unknown: 36 Unknown: 18
Not including CMC:
44 Goals set
265 Goals in progress
49 Goals met
Goals:
Read or write; emails,
letters, cards, forms
Set: 2
IP: 13
Met: 5
Write in journal/essay
Set: 2
IP: 7
Met: 2
Read for pleasure; listen
to a book on tape
Set: 1
IP: 13
Met: 2
Read menus
Set: 1
IP: 5
Met:
Search the internet, use a
keyboard
Set:
IP: 3
Met:
Get a library card
Set: 1
IP: 2
Met: 2
Attend a library event
Set: 1
IP:
Met: 1
Library research
Set: 1
IP: 0
Met: 1
Get your GED
Set: 0
IP: 2
Met: 1
Get a drivers license
Set: 0
IP: 0
Met: 0
Read a map
Set: 0
IP: 2
Met: 1
Read a bus schedule
Set: 0
IP: 2
Met: 0
Calendar
Set: 0
IP: 4
Met: 0
Read aloud in class
Set: 1
IP: 11
Met: 2
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Alphabet, colors,
numbers
Set: 3
IP: 10
Met:
Greeting in English, ID
yourself
Set: 7
IP: 12
Met: 6
Model conversation
Set: 6
IP: 43
Met: 2
Read the newspaper and
magazines
Set:
IP: 6
Met: 1
Attend a community
meeting/organize event
Set: 0
IP: 4
Met:
Speak in front of a group
Set: 3
IP: 7
Met: 3
Obtain citizenship
Set: 2
IP: 5
Met: 3
Study voter
information/prepare to
vote/ vote
Set: 1
IP: 1
Met: 1
Be a volunteer
Set: 0
IP: 1
Met: 0
Speak for literacy for life
Set: 1
IP: 1
Met: 1
Read to children
Set: 0
IP: 8
Met: 1
Speak to children in
English
Set: 0
IP: 6
Met: 1
Take children to library
reading group
Set: 0
IP: 1
Met: 0
Read and use recipes
Set: 0
IP: 2
Met: 1
Write checks
Set: 1
IP: 2
Met:
Create a budget
Set: 2
IP: 3
Met:
Pay bills
Set: 1
IP: 1
Met:
Follow doctor’s
orders/medicine labels
Set:
IP:
Met:
Write notes to children’s
school
Set:
IP: 1
Met:
Help children with
homework
Set: 0
IP: 2
Met: 0
Participate in school
activity/ PTA
Set: 0
IP: 2
Met: 0
Write and use a shopping
list
Set:
IP: 3
Met: 2
Answer phones/take
messages
Set: 1
IP: 6
Met: 1
Write memos
Set: 0
IP: 1
Met: 1
Understand written
instructions
Set:
Item 3
Packet Page 51
IP: 4
Met: 1
Follow oral instructions
Set:
IP: 6
Met: 3
Use a manual
Set: 0
IP: 0
Met: 1
Use want ads
Set:
IP: 1
Met:
Take phone messages
Set:
IP: 3
Met:
Use a cash register
Set:
IP:
Met:
Learn new vocabulary
Set: 5
IP: 38
Met: 3
Receive employee
recognition
Set:
IP: 1
Met:
Fill out job
application/resume
Set: 0
IP: 3
Met: 0
Obtain a license or
certificate
Set: 1
IP: 2
Met: 2
Get a new job or
promotion
Set:
IP: 6
Met:
CMC Goals:
Read or write; emails,
letters, cards, forms
Set: 2
IP: 14
Met: 1
Write in journal/essay
Set: 0
IP: 14
Met: 1
Read for pleasure; listen
to a book on tape
Set: 1
IP: 9
Met: 1
Read menus
Set:
IP: 2
Met:
Search the internet, use a
keyboard
Set:
IP: 2
Met: 1
Get a library card
Set: 1
IP: 3
Met:
Attend a library event
Set:
IP: 2
Met:
Library research
Set:
IP: 1
Met:
Get your GED
Set: 1
IP: 18
Met: 1
Get a drivers license
Set: 1
IP: 2
Met:
Read a map
Set: 2
IP: 2
Met:
Read a bus schedule
Set: 3
IP: 1
Met:
Calendar
Set:
IP: 1
Met:
Read aloud in class
Set:
IP: 5
Met:
Item 3
Packet Page 52
Alphabet, colors,
numbers
Set: 1
IP: 3
Met:
Greeting in English, ID
yourself
Set:
IP: 6
Met:
Model conversation
Set: 1
IP: 16
Met:
Read the newspaper and
magazines
Set:
IP: 5
Met: 1
Attend a community
meeting/organize event
Set:
IP: 1
Met:
Speak in front of a group
Set:
IP: 4
Met:
Obtain citizenship
Set:
IP:
Met:
Study voter
information/prepare to
vote/ vote
Set: 1
IP: 2
Met:
Be a volunteer
Set:
IP: 2
Met:
Speak for literacy for life
Set: 1
IP: 1
Met:
Read to children
Set:
IP: 3
Met: 2
Speak to children in
English
Set:
IP:
Met:
Take children to library
reading group
Set:
IP: 3
Met:
Read and use recipes
Set:
IP:
Met: 1
Write checks
Set: 2
IP: 1
Met: 1
Create a budget
Set: 4
IP: 4
Met:
Pay bills
Set: 4
IP: 4
Met:
Follow doctor’s
orders/medicine labels
Set:
IP:
Met:
Write notes to children’s
school
Set:
IP: 2
Met:
Help children with
homework
Set:
IP: 4
Met: 1
Participate in school
activity/ PTA
Set:
IP: 1
Met: 1
Write and use a shopping
list
Set: 1
IP: 2
Met: 1
Answer phones/take
messages
Set:
IP: 1
Met:
Item 3
Packet Page 53
Write memos
Set: 1
IP: 4
Met:
Understand written
instructions
Set:
IP: 5
Met:
Follow oral instructions
Set:
IP: 4
Met:
Use a manual
Set:
IP: 2
Met:
Use want ads
Set:
IP: 1
Met:
Take phone messages
Set:
IP:
Met:
Use a cash register
Set:
IP:
Met:
Learn new vocabulary
Set:
IP: 13
Met:
Receive employee
recognition
Set: 1
IP: 2
Met:
Fill out job
application/resume
Set: 1
IP: 4
Met:
Obtain a license or
certificate
Set: 1
IP: 1
Met:
Get a new job or
promotion
Set: 1
IP: 3
Met:
SLO Goals
Read or write; emails,
letters, cards, forms
Set:
IP: 5
Met: 3
Write in journal/essay
Set:
IP: 3
Met: 2
Read for pleasure; listen
to a book on tape
Set:
IP: 5
Met: 1
Read menus
Set:
IP: 3
Met:
Search the internet, use a
keyboard
Set:
IP:
Met:
Get a library card
Set:
IP: 1
Attend a library event
Set:
IP:
Met: 1
Library research
Set:
IP:
Met: 1
Get your GED
Set:
IP: 1
Met: 1
Get a drivers license
Set:
IP:
Met:
Read a map
Set:
IP: 1
Met:
Read a bus schedule
Set:
IP: 1
Met:
Item 3
Packet Page 54
Calendar
Set:
IP: 1
Met:
Read aloud in class
Set: 1
IP: 4
Met: 2
Alphabet, colors,
numbers
Set:
IP: 4
Met:
Greeting in English, ID
yourself
Set: 1
IP: 3
Met: 3
Model conversation
Set:
IP: 14
Met: 1
Read the newspaper and
magazines
Set:
IP: 4
Met:
Attend a community
meeting/organize event
Set:
IP: 2
Met:
Speak in front of a group
Set: 2
IP: 3
Met: 3
Obtain citizenship
Set: 1
IP: 3
Met:
Study voter
information/prepare to
vote/ vote
Set:
IP:
Met: 1
Be a volunteer
Set:
IP: 1
Met:
Speak for literacy for life
Set:
IP:
Met:
Read to children
Set:
IP:
Met:
Speak to children in
English
Set:
IP:
Met:
Take children to library
reading group
Set:
IP:
Met:
Read and use recipes
Set:
IP: 2
Met:
Write checks
Set:
IP: 2
Met:
Create a budget
Set:
IP: 2
Met:
Pay bills
Set:
IP: 1
Met:
Follow doctor’s
orders/medicine labels
Set:
IP:
Met:
Write notes to children’s
school
Set:
IP: 1
Met:
Help children with
homework
Set:
IP:
Met:
Participate in school
activity/ PTA
Set:
Item 3
Packet Page 55
IP: 1
Met:
Write and use a shopping
list
Set:
IP:
Met:
Answer phones/take
messages
Set: 1
IP: 1
Met: 2
Write memos
Set:
IP:
Met: 1
Understand written
instructions
Set:
IP: 2
Met:
Follow oral instructions
Set:
IP: 1
Met: 2
Use a manual
Set:
IP:
Met:
Use want ads
Set:
IP:
Met:
Take phone messages
Set:
IP:
Met:
Use a cash register
Set:
IP:
Met:
Learn new vocabulary
Set: 1
IP: 17
Met: 1
Receive employee
recognition
Set:
IP:
Met:
Fill out job
application/resume
Set:
IP: 1
Met:
Obtain a license or
certificate
Set: 1
IP:
Met: 2
Get a new job or
promotion
Set:
IP: 2
Met:
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Human Relations Commission Grants‐In‐Aid (GIA) Program
YEAR‐END REPORT
Due: July 31, 2020
Organization: Senior Nutrition Program of SLO County/ Meals That Connect.
Program: Hot lunches to seniors in SLO City.
_______________________________________________________________________________
Administrator’s Report: (A brief synopsis of the activities of the reporting period, including a statement of
the activities, service or programs provided as described in Exhibit B (your grant application) using the Grants-
In-Aid provided, and any changes that have occurred during the reporting period.)
Senior Nutrition Program serves hot nutritious noontime meals Monday through Friday to
senior citizens in SLO City at 2 locations as part of its overall program of serving the entire
County of SLO.
Our lunch site at the Anderson Hotel, serves dining room meals to all residents of the
hotel and to any senior over the age of 60, who wishes to dine there. The second lunch
site is in United Church of Christ Congregational on Los Osos Valley Rd. Both dining rooms
serve as the meeting point for seniors to socialize and interact.
In addition to the congregate dining, SNP serves meals to homebound seniors who are
frail and isolated. Meals are delivered hot daily through a network of volunteers, and
frozen meals are provided for weekends and holiday.
Besides the nutritious meals, this program provides social contact, which is important to
most seniors. Our staff and volunteers are sometimes the only people they see that day.
We continue to intervene when a client is not home to receive their meal. We check with
family, physicians and other emergency contacts until the welfare of the client is
determined.
Judson Terrace, a senior housing complex, closed their kitchen permanently on May 29,
2015. SNP is providing daily lunches, Mon.‐Fri. starting on June 1st, 2015 to interested
senior residents. Due to the present COVID‐19 pandemic, which began in March, all the
dining sites have shut down. Meals were delivered to seniors’ homes due to Shut in place
orders. SNP experienced huge increases in meal demands through out the county. City of
SLO showing the largest increase in seniors and meals. The number of delivery routes
increased from 5 to 12 delivery routes every day.
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Statistical Report: (This section should include the number of clients served, their cities of origin, the nature
of services provided, as well as any other statistics which are kept by the agency. The total number of clients
served also should be broken down by the type of service received.)
By June 30, 2020, SNP served 178,586 meals to 1,675 seniors in SLO County.
In the City of SLO alone, SNP served 40,417 meals to 356 seniors, an increase of 37% in
meals and 41% increase for seniors receiving our meals.
The program never provided this record numbers of meals before.
SNP provided meals to 350 seniors in the city of SLO. Of those seniors in SLO City, 85 were
over the age of 75 years old, 60 of them were over 85 years old, 105 of them live alone,
165 were low income and would be considered to be socially isolated.
49 have limitations of basic self‐care and 183 have 4 or more restrictions on their ability to
remain independent in their homes.
Our program targets frail, isolated and low income seniors in an effort to help prolong
health and independence in their own home for as long as possible.
Financial report: (A financial statement detailing how the City’s grant money has been expended.)
Revenue: TOTAL
Federal, Emergency & COVID monies. $826,306
fund‐raising $130,500
Senior donations $122,117
Public support & grants $347,500
City of SLO GIA $9,000
In‐Kind $311,922
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Total Operating Revenue $1,747,345
Food & Supplies $386,186
Labor & benefits $759,831
Utilities $13,292
Rent $71,294
Repair & Maint. $26,541
Insurance $13,189
Other expenses.
In‐Kind
$193,020
$311,922
Total Expenses $1,747,345
Net Profit $0.00
Elias Nimeh Executive Director 805 541-3312
___________________________ ________________ ___________________
Name Title Phone
7/17/2020 elias@mealsthatconnect.org
___________________________ ________________ ___________________
Signature Date E-mail
Please limit to no more than 2 pages. Once signed, please scan and e-mail to housing@slocity.org and mail
a hard copy to: City of San Luis Obispo, Attn: Cara Vereschagin, 919 Palm St. San Luis Obispo, CA 93401.
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Human Relations Commission Grants-In-Aid Program
YEAR-END REPORT
Due: July 31st
Organization:
Program:
Administrator’s Report: (A brief synopsis of the activities of the reporting period, including a statement
of the activities, service or programs provided as described in Exhibit B (your grant application) using the
Grants-In-Aid provided, and any changes that have occurred during the reporting period.)
Statistical Report: (This section should include the number of clients served, their cities of origin, the
nature of services provided, as well as any other statistics which are kept by the agency. The total number of
clients served also should be broken down by the type of service received.)
One Cool Earth
Earth Genius -Growing Happy, Healthy, and Smart youth!
The awarded $3,000 of Grants-In-Aid program funding has supported our garden
educator at the Pacheco Elementary School garden during the 2019-2020 school year.
Specifically, the funds paid for 120 hrs of the garden educator's staff time. This individual
is vital to the success of our program, as they teach students in the garden, maintain the
space, and facilitate teacher trainings. During our fall educator training, 10 teachers
attended the event at Pacheco Elementary.
All students served are located at Pacheco Elementary School in San Luis Obispo, CA.
Since August 2019:
One Cool Earth has served 542 students at Pacheco Elementary, using the garden as an
outdoor learning laboratory and beautified space for all on campus.
Up to 120 students participated weekly in alternating accelerated STEM education
lessons and Seasonal Offering activities; those of which our Garden Educator facilitates.
-These lessons include plant identification, understanding botanical and animal
life cycles, and nutritional efficacy. The activities incorporate garden plantings,
crafting bird feeders, and tasting a wide variety of fresh produce to boost literacy
and confidence in healthy foods.
10 educators of SLO County attended our hosted on campus garden training.
Over 360 tastings were delivered on the Pacheco campus.
However, due to Covid-19 public safety shutdowns, we were unable to serve students
on campus for the majority of the Spring semester; reducing the tastings and lessons
we anticipated serving.
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Financial report: (A financial statement detailing how the City’s grant money has been expended.)
Name Title Phone
___________________________
Signature Date E-mail
Please limit to no more than 2 pages. Once signed, please scan and e-mail to housing@slocity.org
and mail a hard copy to: City of San Luis Obispo, Attn: Cara Vereschagin, 919 Palm St. San Luis
Obispo, CA 93401.
$3,000--120 hrs of Garden Educator time at Pacheco @ $25/hr including hourly rate,
training, professional development and support
The funds awarded were not impacted by the Covid-19 shutdowns, as these hours
were filled during the fall of 2019.
Anastasia Ruttschow Grant Liaison 928.303.2523
6/28/20 anastasiar@onecoolearth.org
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Human Relations Commission Grants-In-Aid (GIA) Program
YEAR-END REPORT
Due: July 31, 2020
Organization: ___________________________________________________________________________
Program: _______________________________________________________________________________
Administrator’s Report: (A brief synopsis of the activities of the reporting period, including a statement of
the activities, service or programs provided as described in Exhibit B (your grant application) using the Grants-
In-Aid provided, and any changes that have occurred during the reporting period.)
Statistical Report: (This section should include the number of clients served, their cities of origin, the nature
of services provided, as well as any other statistics which are kept by the agency. The total number of clients
served also should be broken down by the type of service received.)
Peoples' Self-Help Houisng
City of San Luis Obispo Supportive Housing Program
During the grant period, 35 households, with 64 residents, all City of San Luis Obispo residents, received case
management and clinical social services. Services are provided to improve housing security. During the grant
period, all clients retained stable and secure housing.
Services that were provided through the program included assessment, case management plans developed
through cooperation between PSHH's in-house social workers and their clients, health coverage and health care
access, counseling and behavioral health care, employment services, fair housing assistance, household
management skills development, service referrals, homelessness prevention, assistance with legal issues, the
maintaining of critical transportation, and more.
Services were especially important as California enacted the shelter-at-home order for COVID 19. All clients have
received a COVID 19 wellness check, and seniors continue to receive the wellness check once to twice per month.
The wellness check ensures residents have resources in place to prevent COVID 19 and resources in place should
they become ill with COVID 19.
During the grant period, Peoples’ Self-Help Housing (PSHH) provided the Supportive Housing Program’s
(SHP) clinical social services and case management to develop wrap-around services for residents at the
organization’s Brizzola Apartments (537 Brizzola Street) and Villas at Higuera (3071 S Higuera Street). One
Spanish bilingual social worker and their supervisor provided social services and case management.
Services are provided free of charge to residents living at PSHH’s affordable housing communities, where
residents pay sliding scale rent. SHP is stabilizes households at risk of becoming homeless and to provide
access to nutritious food, physical and behavioral health services, youth services, and assistance for seniors
and residents living with disabilities, enhancing their quality of life and their
participation within the greater San Luis Obispo community.
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Financial report: (A financial statement detailing how the City’s grant money has been expended.)
___________________________ ________________ ___________________
Name Title Phone
___________________________ ________________ ___________________
Signature Date E-mail
Please limit to no more than 2 pages. Once signed, please scan and e-mail to housing@slocity.org and mail
a hard copy to: City of San Luis Obispo, Attn: Cara Vereschagin, 919 Palm St. San Luis Obispo, CA 93401.
The funds expended are for Social Workers salaries and benefits that serve PSHH rental
properties for the period July 1, 2019 – June 30, 2020.
Peoples’ Self – Help Housing
Program Activity Report for the City of San Luis Obispo Grants in Aid
Grant Period: 7/1/2019 – 6/30/2020
Budget: $13,000
Grant Expenditures: Salaries and Benefits for Social Workers
July 2019 0.00
August 546.96
September 1,198.33
October 1,265.59
November 664.36
December 947.71
January 2020 2,848.85
February 1,757.05
March 1,214.21
April 1,486.90
May 1,036.13
June 33.91
Total $13,000
Grants Manager (805)548-2345Forrest Eastham
8/7/20 grants@pshhc.org
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Senior Human Relations Commission Grants‐In‐Aid (GIA) Program
YEAR‐END REPORT
Due: July 31, 2020
Organization: Senior Volunteer Services
Program: Healthy Futures
Administrator’s Report: (A brief synopsis of the activities of the reporting period, including a statement of
the activities, service or programs provided as described in Exhibit B (your grant application) using the Grants-
In-Aid provided, and any changes that have occurred during the reporting period.)
Senior Volunteer Services initiated its Healthy Futures recruitment campaign this past Fall. With the
advent of the Covid-9 virus and the Shelter at Home Mandate, some of our recruitment efforts were
hampered. The money provided through this grant primarily was used to offset the cost of volunteer
mileage reimbursement and paying part of the annual supplemental accident, liability and extended
automobile insurance provided at no cost to our volunteers.
Senior Volunteer Services strengthened its collaborations with Wilshire Community Services, the Food
Bank, and Meals that Connect through this project. These three agencies play a critical role in providing
services to vulnerable seniors so that they can remain in their homes.
Volunteers recruited served as warehouse workers, food distributors, gleaners, meal preparers, drivers,
counselors, home visitors, handymen, and information on resources providers.
Statistical Report: (This section should include the number of clients served, their cities of origin, the nature
of services provided, as well as any other statistics which are kept by the agency. The total number of clients
served also should be broken down by the type of service received.)
Senior Volunteer Services had 80 active volunteers in the City of SLO with 32 volunteers assigned to
Wilshire Community Services, providing 1500 volunteer hours. With the change due to the Shelter at
Home Mandate, during the last half of the year, they primarily provided their services by telephone -
Caring Callers (167 clients), Coaching/Counseling, and Good Neighbor (167 clients) Programs. These
are particularly vital services during this time because so many people, especially seniors, are isolated
and confused by the impact of the pandemic.
In addition, there are 60 volunteers in the City of SLO who donate their time at the Food Bank (drivers,
gleaners, pantry helpers, warehouse workers) and Meals that Connect (food preparers and delivery
drivers). Availability of food is critical to so many people right now. Many are not working and do not
have the money for groceries. Approximately, 20,000 meals were delivered this past year,
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Financial report: (A financial statement detailing how the City’s grant money has been expended.)
Senior Volunteer Services
GIA Final Budget Report 2019-20
___________________________ ________________ ___________________
Name Title Phone
Item Description Approved Funding Funding Expended
Operating Expenses
Postage $150.00 $100.00
Promotional Materials $500.00 $550.00
Sub Total $650.00 $650.00
Volunteer Expenses
Volunteer Liability Insurance $850.00 $850.00
Volunteer Mileage $1,000.00 $1,000.00
Volunteer Recognition $500.00 $500.00
Sub Total $2,350.00 $2,350.00
Total $3,000.00 $3,000.00
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___________________________ ________________ ___________________
Signature Date E-mail
Please limit to no more than 2 pages. Once signed, please scan and e-mail to housing@slocity.org and mail
a hard copy to: City of San Luis Obispo, Attn: Cara Vereschagin, 919 Palm St. San Luis Obispo, CA 93401.
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Human Relations Commission Grants-In-Aid Program
YEAR-END REPORT
Due: July 31st
Organization: SLO Noor Foundation
Program: SLO Noor Clinics: Healthcare for Uninsured City Residents
Administrator’s Report: (A brief synopsis of the activities of the reporting period, including a statement of the
activities, services or programs provided as described in Exhibit B (your grant application) using the Grants-In-Aid
provided, and any changes that have occurred in the reporting period.)
During the 2019-20 grant cycle, the SLO Noor Foundation (TSNF) has supported the City of San Luis Obispo's
uninsured residents before and throughout the COVID-19 pandemic thanks to the $12,000 in funding through the
HRC GIA Program, which was applied to direct patient expenses that include: laboratory and radiology diagnostics
and clinical supplies. Over the past two years, TSNF has seen an overall 12% growth in patients served as well as an
increased prevalence of chronic conditions, such as hypertension, high cholesterol, and T2 diabetes. These findings
have led TSNF to improve its clinical review and quality assurance process by tracking health outcomes and social
determinants of health trends in patients with or at risk of preventable chronic conditions in order to develop
services that better suit the needs of a majorly low-income, Hispanic, and Spanish-speaking patient population.
In response to the COVID-19 pandemic, TNSF temporarily closed its clinics under site regulations and quarantine
requirements and instead launched a telehealth program that provides virtual primary and specialty care, chronic
condition monitoring and management, offsite laboratory and radiology diagnostics, medication prescription and
refills, nutrition consultations and health education, 24-hour diet recalls, social and food security support, and
community referrals. TSNF has since begun offering in-person medical clinic visits twice weekly and recently
reopened its vision and dental clinics at partial capacity. During these challenging times, TSNF has made a priority
of serving its patients, most of whom have chronic conditions that put them at high risk of severe COVID-19
complications. In addition, TSNF has begun conducting outreach in anticipation of an increased need for accessible
care as widespread job, income, and health coverage loss impacts vulnerable communities throughout the
country.
Statistical Report: (This section should include the number of clients served, their cities of origin, the nature of
services provided, as well as any other statistics which are kept by the agency. The total number of clients served
also should be broken down by the type of service received.)
Compared to the grant cycle's first half, TSNF saw a 44% and 57% decrease in patients and services respectively,
which is due to the temporary closure and following capacity limitations resulting from the COVID-19 pandemic.
During the grant cycle, TSNF served nearly 1,652 patients over 4,880 encounters across all clinics, and of those
patients, 472 or 28.5% were San Luis Obispo City residents, who were served over 1,102 encounters. Please refer
to the following breakdown for details on San Luis Obispo patients:
• 403 medical and vision patients at 825 medical and vision encounters
• 69 dental patients at 227 dental encounters
• 1,393 laboratory and radiology diagnostics
• 145 community and social service referrals (ie: food security, housing assistance, financial relief, etc.)
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As part of the funded project, TSNF began monitoring health progress of patients to assure quality care, focusing
primarily on patients with uncontrolled T2 diabetes (HbA1c levels over 7.0). During the grant cycle, TSNF observed
an average 1.33% decrease in HbA1c levels of patients with uncontrolled T2 diabetes, and in patients with high-risk
T2 diabetes (HbA1c levels over 9), TSNF observed a 1.48% decrease in HbA1c levels. Routine diagnostics and close
monitoring are essential to stabilizing chronic condition symptoms, reducing the risk of complications and
hospitalization. TSNF will continue reviewing these and other trends to form and provide effective health and
supportive services throughout and following the COVID-19 pandemic.
Financial Report: (A financial statement detailing how the City’s grant money has been expended.)
SLO NOOR FOUNDATION
FINANCIAL REPORT
FROM 7/1/2019 TO 6/30/2020
SLO HRC GIA
Funding
SLO Noor
Foundation Total
SLO City Patients
(24% of finances)
INCOME (12-MONTH) $ 12,000 $920,096 $220,823
EXPENSES (12-MONTH)
PATIENT CARE
Diagnostic/Specialty Procedures $89,318 $21,436
Medical/Dental/Vision Clinic Supplies $12,000 $72,801 $17,472
PERSONNEL Payroll Expenses 0 $618,943 $148,546
OPERATING/
ADMIN
Office, Utilities, & Administrative
Costs 0 $226,823 $54,438
TOTAL EXPENSES $1,007,885 $241,892
NET TOTAL $12,000 ($87,789) ($21,069)
David Parro Executive Director (562) 331-0566
Name Title Phone
7/31/20 dparro@slonoorfoundation.org
Signature Date E-mail
Please limit to no more than 2 pages. Once signed, please scan and e-mail to
housing@slocity.org and mail a hard copy to: City of San Luis Obispo, Attn: Cara Vereschagin, 919
Palm St., San Luis Obispo, CA 93401.
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Fjnancjal report: (A financial statement detailing how the City's grant money has been expended.
Program has used $10,400 full GIA award during the one-year period, as follows:
Background screening/intake/home inspection for new program participants: 17 SLO City
residents (seekers and providers)@ $220 avg cost = $3740
Outreach & Training: 19 SLO City events serving 878 clients@avg $60/event + $230
materials=$1370
YardShare tiny house outreach and start up: Outreach and consultation to enlist initial
suitable yards=$2200; technical support to 1-3 property owners=$2200;
share agreement support=$890
With thanks to the Human Relations Commission, the SLO City Council and Mayor Heidi Harmon
for your support of Smart Share Housing Solutions' continued efforts to leverage existing
resources to add safe, affordable housing units to our available stock.
The current pandemic crisis places further pressure on lower income housing seekers
experiencing reduced hours and loss of work, so below market rent housing options are even
more important. At the same time, isolation for seniors living alone has substantially increased
challenges for this vulnerable population. We are closely following SLO City and County public
health recommendations and updating our client serving procedures as needed to minimize risk.
The pandemic has affected planned outreach events for our yardshare program, delaying some
program goals, and has also reduced the number of new homeshare matches. Current matches
are being supported with mentoring, and we're pleased to note that having a housemate during
the pandemic is reported as very beneficial by most providers. Client assessments from 2019:
92% of matched program participants report living more affordably; 75% of housing seekers
report feeling safer in their homes; 82% of all matched clients report improved quality of life.
Name: Celeste Goyer
Signature µ..f,-r;:;�
Date 7/ z 'f { 2.,02,0
Title: Executive Director Phone: 805-215-54 7 4
E-mail: celeste@smartsharehousingsolutions.org
Please limit to no more than 2 pages. Once signed, please scan and e-mail to housing@slocity.org
.fillQ mail a hard copy to: City of San Luis Obispo, Attn: Cara Vereschagin, 919 Palm St. San Luis
Obispo, CA 93401.
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Human Relations Commission Grants-In-Aid (GIA) Program
YEAR-END REPORT
Due: July 31, 2020
Organization: San Luis Obispo Legal Assistance Foundation
Program: Senior Legal Services Project
Administrator’s Report: (A brief synopsis of the activities of the reporting period, including a statement of
the activities, service or programs provided as described in Exhibit B (your grant application) using the Grants-
In-Aid provided, and any changes that have occurred during the reporting period.)
Senior Legal Services Project continues to provide legal advice & representation and community
outreach throughout the City and County of SLO. Primary areas of assistance were housing,
consumer finance, public benefits, and planning for incapacity (powers of attorney for finances and
advance health care directives). The Project continues to prioritize seniors at risk of losing safety,
housing, and independence.
SLOLAF’s main office is in San Luis Obispo, where many of the client appointments are held. In
December 2020 we moved to a new office which has provided much better parking and handicapped
access for our clients and is easier for them to find.
SLOLAF added a Staff Attorney to our legal team in January 2020, joining our Legal Director (who
functions as the project Directing Attorney). The program also had 10 attorney volunteers who see
clients by appointment in the SLO office and in senior centers around the County, as well as two
student interns. The Directing Attorney and volunteer attorneys did community outreach and
education throughout SLO City and County, including speaking to other service providers such as
Wilshire Health & Community Services and the Alzheimer’s Association about services available,
participating in panels for classes at Cal Poly, and being a featured guest on KVEC radio talking
about eviction law. The Project works collaboratively with Adult Protective Services, the District
Attorney office, the Court self-help programs and the LTC Ombudsman Office to try to best serve the
growing senior population. SLOLAF staff participate in the Adult Services Policy Council, the Adult
Abuse Prevention Committee, and Court Community Meetings for Self-Represented Litigants, all led
by agencies within the City of SLO.
The biggest change for SLOLAF came about with the restrictions put in place due to the COVID-19
pandemic. In order to keep our staff, volunteers and clients safe, we moved to a telephone
appointment model and ceased seeing clients in person. All staff and volunteers have been working
from home. Though it has been harder to communicate with our clients, the work has not stopped.
We saw almost 100 clients April-June, which is very close to the number we saw the previous year.
The bulk of our more recent appointments have been housing related, many of them due to eviction
issues caused by the pandemic. The pandemic also caused us to cease all in-person outreach
activities, reducing the number we were able to do. We were able to do one session as a Zoom call
and are looking into doing more of these. We are also looking into making videos that would present
the same information as the talks we give at senior facilities about planning for incapacity. These
videos would be on our website so seniors could view on demand since we cannot come to them at
this time.
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Statistical Report: (This section should include the number of clients served, their cities of origin, the nature
of services provided, as well as any other statistics which are kept by the agency. The total number of clients
served also should be broken down by the type of service received.)
The project provided direct legal services ranging from advice and consultation to full representation
to 410 clients last year who reside in the County of San Luis Obispo, 91 of whom were residents of
SLO City (about 22% of the Project’s total caseload). Of the 410 clients served, ages are: 78
between the ages of 60 and 64; 179 between 65 and 74 years old; 105 between 75 and 84 years old
and 47 who were 85 or older.
66% of the Project’s clients last year were female, 34% were male.
The Project provided legal services to clients with the following legal issues:
Housing/Landlord-Tenant: 174
Powers of Attorney/Advance Health Care Directives/Wills: 88
Bankruptcy/Debt Collection/Consumer Finance: 78
Medi-Cal/Social Security/SSI/Income Maintenance: 47
Other (elder abuse, individual rights, family, health care, employment, misc.): 23
In addition, we provided limited advice and referrals to approximately 400 people during the fiscal
year. Hundreds of additional seniors received education through our 13 community outreach events.
Over 2,500 attorney hours were devoted to the Project this year.
Financial report: (A financial statement detailing how the City’s grant money has been expended.)
The City's grant of $2,500 was deposited into the organization's general operating account,
earmarked for the project, Senior Legal Services Project. Each month those monies are used to
assist in covering the many expenses of administering the project (almost $150,000 annually), such
as wages, rent & utilities, telephone, fax and internet, insurance premiums (workers’ compensation,
general liability and professional liability), postage, office supplies, dues, memberships &
subscriptions, copier expenses, staff training & travel, computer support and bookkeeping fees. The
Project's federal grant funding that is administered through the Area Agency on Aging requires a
certain percentage of matching funds from local governmental agencies and the City's grant funding
counts toward that.
Donna Jones Executive Director (805 ) 548-0796
Name Title Phone
July 22, 2020 donna@slolaf.org
Signature Date E-mail
Please limit to no more than 2 pages. Once signed, please scan and e-mail to housing@slocity.org and mail
a hard copy to: City of San Luis Obispo, Attn: Cara Vereschagin, 919 Palm St. San Luis Obispo, CA 93401.
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Human Relations Commission Grants-In-Aid (GIA) Program
YEAR-END REPORT
Due: July 31, 2020
Organization: Family Care Network, Inc.
Program: Transitional Age Youth Household Needs
Administrator’s Report: (A brief synopsis of the activities of the reporting period, including a statement of
the activities, service or programs provided as described in Exhibit B (your grant application) using the Grants-
In-Aid provided, and any changes that have occurred during the reporting period.)
Family Care Network, Inc.’s (FCNI) Transitional Age Youth (TAY) Housing and Support Services
provide safe, affordable housing and supportive services to youth who are aging out of the foster care
system, providing them with the stability and support they need in order to gain the skills that will allow
them to achieve self-sufficiency and future success. Participating youth reside in FCNI supported
housing while receiving wrap-around like services designed to assist them in successfully transitioning
from system dependence to adult independence. While in housing, youth receive intensive one-on-
one life skills development, case management and counseling, educational support, job readiness
training, and more. Not only are these services essential to their success, but it is important that we
provide them a “homey” atmosphere that makes the youth feel valued, safe and secure, and affords
them the luxury of thinking beyond their daily needs in order to work towards their larger goals. The
ability to provide for basic household goods and personal items can ensure that our youth feel safe
and secure, and that they have a home they can call their own, allowing and encouraging them to
focus on other personal, academic and/or career goals. Offering them these goods as they exit, helps
to ensure that they take their sense of security and ownership with them when they move on from
care to establish their own households, and that their sense of permanency continues. These needs
are often considered beyond “basic,” and therefore not covered by state and county contracts that
support FCNI programs, thus additional funding is necessary. Grants-in-Aid funding was secured in
order to support the purchase of furnishings and household good for our Estelita Transitional Housing
property in the City of San Luis Obispo, comprised of four units that accommodate 7 youth (and their
dependents, if any) as well as one resident advisor.
Statistical Report: (This section should include the number of clients served, their cities of origin, the nature
of services provided, as well as any other statistics which are kept by the agency. The total number of clients
served also should be broken down by the type of service received.)
Note: All funds were expended by the mid-year reporting period, thus the information here and in the
Financial Report was previously reported and is duplicated here.
FCNI provides TAY Housing and Support services through four properties we own and operate, as
well as a number of leased units, in the County of San Luis Obispo. While youth come from across the
County, they undergo intake and screening, and receive core services through our City of San Luis
Obispo hub. Those who are eligible may be housed in FCNI’s own City of San Luis Obispo property,
which accommodates up to 7 youth at one time, and any dependents they may have, as well as one
Resident Advisor. From the start of the grant period, July 1, 2019, we have housed 9 youth in our City
of San Luis Obispo property. The youth included 5 males and 4 females; 6 white youth, one African
American and one Hispanic youth. Each housed youth is provided with services essential to their
long-term success, and works with a support team to establish goals in key life areas. Services
include: a living stipend, intensive one-on-one life skills training and guidance, case management,
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counseling, education and/or training, job skill development and placement, access to scholarships
and community resources, mentoring and assistance developing a community-based support
network. In the last fiscal year, 88% of our TAY had successful placements as evidenced by
placement stability, successful transition to independence, and avoidance of homelessness or
incarceration post program.
Financial report: (A financial statement detailing how the City’s grant money has been expended.)
Funds were used to purchase items of furniture in need of replacement in the units, and which are
available for youth to take with them as they exit care, if desired.
Joanna Balsamo-Lilien Property Management Specialist 805-270-9386
Name Title Phone
7/20/2020 jlilien@fcni.org
Signature Date E-mail
Please limit to no more than 2 pages. Once signed, please scan and e-mail to housing@slocity.org and mail
a hard copy to: City of San Luis Obispo, Attn: Cara Vereschagin, 919 Palm St. San Luis Obispo, CA 93401.
Item Number Total Expense
Drawer Chest 6 756.21$
Dresser 1 192.56$
Computer Desk 3 505.47$
Chair 3 199.28$
Filing Cabinet 71.50$
Dining Set 6 1,467.33$
Nightstand 4 374.92$
Matress 4 513.22$
Total Expenditures 4,080.49$
Family Care Network, Inc.
2019-2020 Grants-In-Aid Mid-Year Financial Report
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,ffi
{AffiixiJts}W
Commission Grants-ln-AidHuman Relations Program
YEAR.END REPORT
Due: JULY 311 2020
Organization: Tolosa Children's Dental Center
Program: Tolosa Children's Dental Center - SLO
Adm i nistrator's Report:
Tolosa Children's Dental Center - San Luis Obispo (TCDC SLO) continues to provide
access to quality pediatric dental care in the city of San Luis Obispo. When staffing has
allowed, the office has been open additional days, not exceeding two per week. The
TCDC SLO has successfully seen hundreds of children and their families, who
othenrvise would have to travel 30 minutes or more one way to receive essential dental
services from a dental provider that accepts Medi-Cal Dental insurance or offers a
sliding-fee scale.
Up until the COVID-19 closure on March 13, 2020, we had two pediatric dental
specialists rotating through TCDC SLO providing comprehensive pediatric dental
services including diagnostic (exams and x-rays), preventive (cleanings, fluoride
varnish, and dental sealants), and restorative procedures (fillings, crowns, extractions).
The closure had a significant impact on our ability to provide services. Due to the lack
of the required personal protective equipment (PPE) and the guidelines set forth by the
state and local health agencies, we were unable to reopen before June 4, 2020. We
canceled 369 SLO appointments during this time. The total canceled appointments for
both offices were almost 3,000. During the closure, we utilized out Teledentistry
technology to provide access to care. Monday-Friday our phones were answered,
parents provided information about their concern, along with photos, all of which were
reviewed by our on-call provider. Beginning in mid-May these patients were seen, in
our Paso Robles office, for an in-person evaluation. Those with urgent needs were
scheduled and treated as necessary. By this time, one pediatric provider had resigned
due to COVID related reasons. Recruitment efforts continue as we had several
employees who decided not to return to dentistry after the closure and the resignation
of our remaining pediatric provider at the end of June. Our new Dental Director, Dr.
Thomas Nakatsuchi, joined the team on June 1sth. With the amazing cooperation of the
entire staff, we began seeing patients at TCDC SLO on Tuesdays and Thursdays on
June 4, 2O2O-
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Statistical Report:
TCDC-SLO Operations
Between January 1,2020, and June 30,2020, the office was open a total of 16 daysand provided 331 dental appointments to 297 children. Over 213's of these patienti areconsidered high risk for dental decay and approximately 85% of them have alreadyexperienced dental decay. We saw 27 new patients, performed 234 cleanings, g4
fillings and crowns, '13 extractions, 81 sealants, 244 applications of fluoride varnish,
and 33 patients received silver diamine fluoride applicaiions to slow or arrest active
decay.
All patients were enrolled in the Medi-Cal Dental program.
Financial reoort:
The remaining balance of the $8,500 grant was used to offset the unreimbursed costs ofproviding care.
0*^rt* bi,/r,70s-- fl zt- ze / b
Please limit to no more than 2 pages. Once signed, please scan and e-mail to housing@slocitv.orq and
mail a hard copy to: City of San Luis Obispo, Attn: Cara Vereschagin, 919 palm St. San Luis Obispo, CA
93401.
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Human Relations Commission Grants-in-Aid Program
2021-22 FUNDING YEAR
PURPOSE
The City of San Luis Obispo Human Relations Commission (HRC) Grants-in-Aid Program provides financial support to non-
profit organizations that promote the economic and social well-being of its citizens.
REQUIREMENTS
• Organizations that received Grants-in-Aid during the 2020-21 funding cycle whom have not complied with all reporting
requirements will not be considered for the 2021-22 grants.
• Grants are primarily made to organizations serving residents in the City of San Luis Obispo. Agencies serving residents in
neighboring communities, that serve a significant number of City residents as well, will also be considered.
• Grants are made only to non-profit organizations.
• Organizations must comply with the HRC Bylaws which are to create an environment within the City in which all persons
can enjoy equal rights and opportunities regardless of race, religion, sex, national origin, sexual orientation, age, physical,
mental or economic status. HRC Bylaws can be found on the City’s website HERE.
• Applications for a specific program, project, equipment need or general operational support will be considered if the
organization’s mission falls under one or more of the HRC priority funding areas listed below.
• Enter into a contract with the City prior to receipt of GIA funds. A sample can be found on the City’s website HERE.
• Applicants must submit a complete application package. Incomplete applications will not be considered for funding.
PRIORITY FUNDING AREAS
The main funding priority for the 2021-22 Grants in Aid program is: Homeless prevention including affordable and
alternative housing, supportive services and transitional housing.
The following additional priority funding areas are not listed in order of importance:
• Hunger and malnutrition prevention
• Supportive physical and mental health services for those in need
• Services for seniors and/or people with disabilities in need
• Supportive and developmental services for children and youth in need
• Services encouraging diversity, equity, and inclusivity in marginalized communities
SPECIAL CONSIDERATIONS
Special consideration given to programs that:
• Have matching grants secured
• Grant funds will be used to initiate a new, ongoing service
• Train or support service providers in order to expand scope of services and/or increase the numbers of clients
• Initiates a new, ongoing funding source for the organization
• Directs services efficiently to needy residents with low overhead and administrative costs
FUNDING DECISIONS
The HRC will review all received applications and develop funding recommendations based on the answers provided in each
corresponding application. Please be as specific as possible! Grants are awarded by available funding for current grant cycle.
Previous receipt of an award does not guarantee continued funding. Please note that the HRC may exercise discretion on how
GIA monies are proposed to be used (i.e. if monies are proposed for tangible goods, services, staff salaries, general operating
costs, etc.) when developing funding recommendations for this grant cycle.
The HRC is always looking for organizations taking new, creative approaches to solving the most prevalent
health & human service needs in our community!
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City of San Luis Obispo HRC Grants-in-Aid 2021-22
2021-22 Grants-In-Aid (GIA) Timeline
October 2020
▪ October 7th - HRC conducted a Community Needs Workshop in Council
Chambers. Agency representatives provided input on funding priorities
November 2020
▪ November 17th - City Council approved priorities based on HRC recommendation
from the 2020 Community Needs Workshop
December 2020
▪ December 1st - GIA applications available online
January 2021
▪ January 29th - GIA applications due by 5:00pm
February 2021
▪ February 3rd - HRC assigns subcommittee to review GIA applications
March 2021
▪ GIA Subcommittee meets to review applications and develop prelimin ary
recommendations
April 2021
▪ April 7th - HRC reviews GIA Subcommittee recommendations and adopts
preliminary GIA recommendations
May 2021
▪ May 5th - HRC public hearing. HRC adopts final GIA recommendations
July 2021
▪ City Council adopts final GIA recommendations
August 2021
▪ GIA contracts emailed to grant recipients
▪ Funds released to grant recipients once all contracts received
Questions? Contact the Housing Division at (805) 781-7596 or housing@slocity.org
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City of San Luis Obispo HRC Grants-in-Aid 2021-22
2021-22 Grants-in-Aid
Application Checklist
Use this checklist as a tool to ensure all required components are submitted with your final application.
Applications must satisfy all of the eligibility criteria in order to be considere d. Please verify by
checking boxes below that this application satisfies each eli gibility criteria:
❑ I have used a standard typeface of 11 points or larger in every document submitted.
❑ I did not attach materials other than those requested.
❑ I did not use staples, binders, or covers (Paperclips or binder clips suggested).
❑ I have answered all questions and provided all required attachments.
I have included all of the following documents, both in hard copy and in a complete, signed scanned
and emailed packet in .pdf format:
❑ Completed Grant Application
❑ List of Organization’s Board Members
❑ Organizational Chart
❑ Copy of Document Certifying Federal Tax-Exempt Status
❑ Estimated Itemized Project Budget
❑ Copy of Organization’s most recent complete fiscal year financial statement (for the
previous year because it is the middle of the current fiscal year) including a statement of
financial position/balance sheet, statement of revenue & expenses/income statement,
profit & loss.
❑ My Final Application includes all documents listed above, submitted by 5:00 pm on
January 29, 2021, including:
❑ One (1) single-sided hard copy submitted to Community Development
Department, 919 Palm St. San Luis Obispo, CA 93401, Attn: Cara
Vereschagin either in-person or by mail. Postmarks will not be accepted.
PLEASE NOTE: THE COMMUNITY DEVELOPMENT DEPT. FRONT DOOR
LOCKS AT 3:00 PM. ANY APPLICATION SUBMITTALS AFTER 3:00 PM CAN
BE SUBMITTED TO THE CITY CLERK’S OFFICE AT 990 PALM STREET INSIDE
CITY HALL UNTIL 5:00 PM.
❑ One (1) signed application, including all attachments as a complete
package, in PDF format, submitted via email to housing@slocity.org.
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City of San Luis Obispo HRC Grants-in-Aid 2021-22
HUMAN RELATIONS COMMISSION
2021-22 GRANTS-IN-AID APPLICATION
AGENCY:
PROJECT/PROGRAM NAME:
ADDRESS:
CONTACT: PHONE:
E-MAIL ADDRESS: WEBSITE:
(This person will receive notifications regarding grant decisions, contract execution, and reporting requirements)
WHO PREPARED THIS APPLICATION: PHONE:
FEDERAL TAX ID NUMBER: DATE AGENCY ESTABLISHED:
AMOUNT OF GRANT REQUEST:
1. Please provide your agency’s core mission statement on one attached page (maximum 50 words)
labeled Attachment 1.
2. Please answer the following questions on one attached page labeled Attachment 2:
a. Briefly describe the program/project or reason you are requesting funds (max 150 words).
b. Please describe your grant request in detail (max 250 words).
c. Itemize how your agency would use the GIA award (refer back to “Funding Decisions”
Section on page 1 on the directions).
3. Please answer the following questions on one attached page labeled Attachment 3:
a. Please describe creative approaches your agency takes to achieve the Agency’s mission.
b. Please describe the interaction or collaboration between your Agency and other local
non-profits who serve similar clientele.
c. How will your program and the citizens of San Luis Obispo benefit as a result of this
grant?
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City of San Luis Obispo HRC Grants-in-Aid 2021-22
4. The HRC has identified their main funding priority as: Homeless prevention including affordable
and alternative housing, supportive services and transitional housing. Does your grant request
meet this funding priority?
Yes
No
5. Which other priority of the non-ranked HRC funding priorities does your request support? Please
check the appropriate boxes:
Hunger and malnutrition prevention;
Supportive physical and mental health services for those in need;
Services for seniors and/or people with disabilities in need;
Supportive and developmental services for children and youth in need.
6. What is the project’s total budget?
7. What is your agency’s entire total annual budget?
(for the local chapter if a widespread organization)
8. What percentage of your agency’s entire total annual budget comes from private (non-
governmental) donations?
a. What are those private funding sources?
_
9. What percentage of your agency’s entire total annual budget comes from public
(governmental) donations?
a. What are those public funding sources?
_
10. Have you seen growth in your funding sources over the past year?
a. If so, how much? From what type of sources?
11. Will this grant satisfy a match grant requirement, or leverage funding from another grantor?
a. If so, how much? From what funding sources?
12. Is this grant request for a new program, or continuation of an existing program?
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City of San Luis Obispo HRC Grants-in-Aid 2021-22
13. In the table below briefly list 1-3 methods of evaluation and indicators of success.
Methods of Evaluation Indicators of Success
Tracking Attendance (Sample answer) 100 Attendees Per Session (Sample answer)
14. Using the chart below briefly explain if your agency plans to collaborate with other agencies
and partners on this project. Give specific examples and specify other collaborators:
Name of Partner Activity/Service They Provide for This Project
ABC Dance Club (Sample answer) Free Use of Dance Hall (Sample answer)
15. What is the total number of residents served by your agency and program?
# of residents served
by your program
July 2019-
June 2020
# of residents served
by your agency
July 2019-
June 2020
Projected # of residents
your program will serve
July 2020-
June 2021
Projected # of
residents your agency
will serve July 2020-
June 2021
City of San Luis Obispo
Outside City limits
Total Served
16. If your agency is submitting more than one application for a grant, please rank the
applications in the order of priority.
a. ___________________
b. ___________________
c. ___________________
d. ___________________
17. Eligibility Checklist: (Please review the checklist at the beginning of this application and make
sure you have followed all guidelines and included all required documents)
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City of San Luis Obispo HRC Grants-in-Aid 2021-22
Signatures:
I certify that the information contained in this application is, to the best of my knowled ge, true and accurate; that our agency
subscribes to the Human Relations Commission’s “Statement of Purpose and Bylaws” which creates an environment wit hin
the City in which all persons can enjoy equal rights and opportunities regardless of race, religion, sex, national origin, sexual
orientation, age, physical, mental or economic status; and that this application is submitted with the Board of Director’s full
knowledge and endorsement.
Print Name Title (Board President or Designee)
Signature Date
__________________________________
Print Name Title (Executive Director/CEO or Designee)
__________________________________
Signature Date
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