HomeMy WebLinkAbout01-10-2024 HRC Agenda Packet
Human Relations Commission
AGENDA
Wednesday, January 10, 2024, 5:00 p.m.
Council Chambers, 990 Palm Street, San Luis Obispo
The Human Relations Commission holds in-person meetings. Zoom participation will not be
supported at this time.
INSTRUCTIONS FOR PUBLIC COMMENT:
Public Comment prior to the meeting (must be received 3 hours in advance of the meeting):
Mail - Delivered by the U.S. Postal Service. Address letters to the City Clerk's Office at 990
Palm Street, San Luis Obispo, California, 93401.
Email - Submit Public Comments via email to advisorybodies@slocity.org. In the body of your
email, please include the date of the meeting and the item number (if applicable). Emails will not
be read aloud during the meeting.
Voicemail - Call (805) 781-7164 and leave a voicemail. Please state and spell your name, the
agenda item number you are calling about, and leave your comment. Verbal comments must be
limited to 3 minutes. Voicemails will not be played during the meeting.
*All correspondence will be archived and distributed to members, however, submissions received
after the deadline may not be processed until the following day.
Public Comment during the meeting:
Meetings are held in-person. To provide public comment during the meeting, you must be
present at the meeting location.
Electronic Visual Aid Presentation. To conform with the City's Network Access and Use Policy,
Chapter 1.3.8 of the Council Policies & Procedures Manual, members of the public who desire
to utilize electronic visual aids to supplement their oral presentation are encouraged to provide
display-ready material to the City Clerk by 12:00 p.m. on the day of the meeting. Contact the
City Clerk's Office at cityclerk@slocity.org or (805) 781-7114.
Pages
1.CALL TO ORDER
Chair Colyer-Worth will call the rescheduled Regular Meeting of the Human
Relations Commission to order.
2.PUBLIC COMMENT FOR ITEMS NOT ON THE AGENDA
The public is encouraged to submit comments 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 items presented during
the Public Comment Period, the Chair may direct staff to place an item on a
future agenda for discussion.
3.CONSENT
Matters appearing on the Consent Calendar are expected to be non-
controversial and will be acted upon at one time. A member of the public may
request the Human Relations Commission to pull an item for discussion. The
public may comment on any and all items on the Consent Agenda within the
three-minute time limit.
3.a CONSIDERATION OF MINUTES - DECEMBER 6, 2023 HUMAN
RELATIONS COMMISSION MINUTES
5
Recommendation:
To approve the Human Relations Commission Minutes of December 6,
2023.
4.BUSINESS ITEMS
4.a DEI HIGH IMPACT GRANT PROGRAM REVIEW OF FUNDING
PRIORITIES
9
Recommendation:
Provide feedback to staff regarding funding priorities and their alignment
with community needs and the current grant program.
4.b RECOMMEND CITY COUNCIL TO ADOPT DEI STRATEGIC PLAN 15
Recommendation:
Recommend to City Council the adoption of the Diversity, Equity, and
Inclusion Strategic Plan.
5.PUBLIC HEARINGS
Note: 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.
5.a CONSIDERATION OF THE 2024-25 COMMUNITY DEVELOPMENT
BLOCK GRANT FUNDING RECOMMENDATIONS
49
Recommendation:
Review funding recommendations for the 2024-25 Community
Development Block Grant Program and provide a recommendation to
City Council for final approval.
6.COMMENT AND DISCUSSION
6.a STAFF & COMMISSIONER UPDATES AND AGENDA FORECAST
Receive a brief update from Diversity, Equity, and Inclusion Manager
Nestor Veloz-Passalacqua.
7.ADJOURNMENT
The next Regular Meeting of the Human Relations Commission is scheduled for
February 7 at 5:00 p.m. in the Council Hearing Room at City Hall, 990 Palm
Street, San Luis Obispo.
LISTENING ASSISTIVE DEVICES are available -- see the Clerk
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) 781-7114 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 Human Relations
Commission are available for public inspection on the City’s website, under the
Public Meeting Agendas web page: https://www.slocity.org/government/mayor-
and-city-council/agendas-and-minutes. Meeting audio recordings can be found
on the City’s website:
http://opengov.slocity.org/WebLink/Browse.aspx?id=60981&dbid=0&repo=CityCl
erk
1
Human Relations Commission Minutes
December 6, 2023, 5:00 p.m.
Council Chambers, 990 Palm Street, San Luis Obispo
Human Relations
Commissioners
Present:
Commissioner Vincent DeTurris, Commissioner Sierra Smith,
Vice Chair Angie Kasprzak, Chair Dusty Colyer-Worth
Human Relations
Commissioners
Absent:
Commissioner Catuih Campos, Commissioner Stephanie
Carlotti, Commissioner Taryn Warrecker
City Staff Present: DEI Manager Nestor Veloz-Passalacqua
DEI Management Fellow Matthew Melendrez
_____________________________________________________________________
1. CALL TO ORDER
A Regular Meeting of the San Luis Obispo Human Relations Commission was
called to order on December 6, 2023 at 5:00 p.m. in the Council Hearing Room at
City Hall, 990 Palm Street, San Luis Obispo, by Chair Colyer-Worth.
2. PUBLIC COMMENT FOR ITEMS NOT ON THE AGENDA
Public Comment:
None
--End of Public Comment--
3. CONSENT
3.a CONSIDERATION OF MINUTES - OCTOBER 4, 2023 HUMAN
RELATIONS COMMISSION MINUTES
Motion By Vice Chair Kasprzak
Second By Commissioner Smith
To approve the Human Relations Commission Minutes of October 4, 2023.
Ayes (4): Commissioner DeTurris, Commissioner Smith, Vice Chair
Kasprzak, and Chair Colyer-Worth
Absent (3): Commissioner Campos, Commissioner Carlotti, and
Commissioner Warrecker
CARRIED (4 to 0)
Page 5 of 94
2
4. BUSINESS ITEMS
4.a SELECTION OF COMMISSIONERS LIAISONS FOR THE DEI SLO
BUSINESS GRANT RECIPIENTS
Diversity, Equity and Inclusion Manager Nestor Veloz-Passalacqua
presented the staff report and responded to Commission inquiries.
Chair Colyer-Worth opened Public Comment
Public Comment:
No Comment
--End of Public Comment--
Chair Colyer-Worth closed Public Comment
Motion By Commissioner Smith
Second By Commissioner DeTurris
Designate the following Human Relations Commissioner liaison
assignment role to each of the DEI SLO Business Grant recipients:
Alpenglow - Commissioner DeTurris
Banchan Foods - Commissioner Smith
Concussion Navigation Services - Commissioner Warrecker
Corazon Cafe – Vice Chair Kasprzak
Mission Headstrong – Vice Chair Kasprzak
Seeds - Commissioner Smith
SLOCAR - Commissioner Carlotti
Ten Over Studio - Chair Colyer-Worth
Texture - Chair Colyer-Worth
Twig & Arrow - Commissioner Campos; Commissioner DeTurris (Alternate)
Ayes (4): Commissioner DeTurris, Commissioner Smith, Vice Chair
Kasprzak, and Chair Colyer-Worth
Absent (3): Commissioner Campos, Commissioner Carlotti, and
Commissioner Warrecker
CARRIED (4 to 0)
Page 6 of 94
3
4.b SELECTION OF HUMAN SERVICES GRANT REVIEW COMMITTEE
Diversity, Equity and Inclusion Manager Nestor Veloz-Passalacqua
presented the staff report and responded to Commission inquiries. Note,
application opens January 22, 2024 and will close March 1, 2024.
Chair Colyer-Worth opened Public Comment
Public Comment:
No Comment
--End of Public Comment--
Chair Colyer-Worth closed Public Comment
Motion By Chair Colyer-Worth
Second By Commissioner Smith
Select the following three (3) Commissioners to participate in a
subcommittee to review applications for the Human Services Grant and
provide funding recommendations to the Human Relations Commission:
Commissioner DeTurris
Commissioner Smith; Commissioner Warrecker (Alternate)
Vice Chair Kasprzak
Ayes (4): Commissioner DeTurris, Commissioner Smith, Vice Chair
Kasprzak, and Chair Colyer-Worth
Absent (3): Commissioner Campos, Commissioner Carlotti, and
Commissioner Warrecker
CARRIED (4 to 0)
4.c DEI STRATEGIC PLAN DATA ANALYSIS PRESENTATION
Diversity, Equity and Inclusion Manager Nestor Veloz-Passalacqua
presented the staff report and responded to Commission inquiries.
Chair Colyer-Worth opened Public Comment
Public Comment:
Anne Wyatt
--End of Public Comment--
Chair Colyer-Worth closed Public Comment
Action: The Commissioners received a presentation on the results of t he
DEI Strategic Plan Community Wide Vision Survey. No formal action taken.
Page 7 of 94
4
5. PUBLIC HEARING
5.a DEI HIGH IMPACT COMMUNITY NEEDS GRANT WORKSHOP
Diversity, Equity and Inclusion Manager Nestor Veloz-Passalacqua
presented the staff report and responded to Commission inquiries.
Chair Colyer-Worth opened Public Comment
Public Comment:
Anne Wyatt
--End of Public Comment--
Chair Colyer-Worth closed Public Comment
Action: The Commission received public comments on current community
human services needs in the City of San Luis Obispo and identified their
alignment for the DEI High Impact Grant program. No formal action taken.
6. COMMENT AND DISCUSSION
6.a STAFF & COMMISSIONER UPDATES AND AGENDA FORECAST
Diversity, Equity, and Inclusion Manager Nestor Veloz-Passalacqua
provided the following update of upcoming projects:
Community Academy Application period is March 11 - April 15, 2024
7. ADJOURNMENT
The meeting was adjourned at 6:51 p.m. The Human Relations Commission's
Regular Meeting of January 3, 2024 will be cancelled and rescheduled to
Wednesday, January 10, 2024 at 5:00 p.m. in the Council Chambers at City
Hall, 990 Palm Street, San Luis Obispo.
_________________________
APPROVED BY HUMAN RELATIONS COMMISSION: XX/XX/2024
Page 8 of 94
Item 4a
Human Relations Commission
Agenda Report
For Agenda of: 1/10/2024
Item Number: 4a.
FROM: Nestor Veloz-Passalacqua, Diversity, Equity, and Inclusion Manager
Phone Number: (805) 781-7073
E-mail: nveloz@slocity.org
SUBJECT: DEI HIGH IMPACT GRANT PROGRAM REVIEW OF FUNDING
PRIORITIES
RECOMMENDATION
Provide feedback to staff regarding funding priorities and their alignment with community
needs and the current grant program.
BACKGROUND
Annually, the Human Relations Commission is required to review and evaluate the
funding priorities for the DEI High Impact Grant program. The 2022-2023 funding priority
is:
The DEI High Impact Grant provides financial support to non-profit organizations to
enhance the sense of belonging for all people in the San Luis Obispo community. This
funding allocation is an effort to uplift and support local projects, programs, initiatives that
contribute to creating a San Luis Obispo that is welcoming, inclusive, equitable, and safe.
The scope of inclusion and equity work is inherently broad and complex, and the funding
seeks to support initiatives that show understanding of “root causes” issues to address
structural and systemic issues, and can demonstrate measurable success, and contribute
to some aspect of systemic change.
The funding is primarily focused on narrowing equity gaps that have disproportionately
impacted marginalized communities. These equity gaps include, but are not limited to:
1. Physical and mental health services
2. Education
3. Housing
4. Criminalization
5. Food Security
6. Community representation
NEXT STEPS
Staff will receive feedback from the HRC regarding changes or updates to the language
in the funding priorities. Staff will include HRC’s comments and feedback and bring back
Page 9 of 94
Item 4a
the revised funding priorities the following meeting for additional review.
ATTACHMENTS
A - DEI High Impact Grant Revised Funding Priorities
Page 10 of 94
DEI High Impact Grant Revised Funding Priorities
DRAFT 1
Statement:
The DEI High Impact Grant provides financial support to non-profit organizations to
enhance the sense of belonging for all people in the San Luis Obispo community. This
funding allocation is an effort to uplift and support local projects, programs, initiat ives that
contribute to creating a San Luis Obispo that is welcoming, inclusive, equitable, and safe.
The scope of inclusion and equity work is inherently broad and complex, and the funding
seeks to support initiatives that show understanding of “root causes” issues and
“intractable” problems to address structural and systemic inequities, and can demonstrate
measurable success, and contribute to some aspect of systemic change.
Funding Priorities:
Funding should primarily focus on advancing and implementing diversity, equity, and
inclusion innovative practices focused on narrowing equity gaps and addressing
intractable, systemic, and structural issues beyond one-time service provision.
Examples of intractable/systemic/structural problems include:
1. Housing development and access to housing.
2. Access to culturally and linguistically appropriate behavioral health services.
3. Poverty and unemployment impacting access to education, food, and shelter.
4. Diversity in government and governing institutions.
5. Racial disparities in the criminal justice system.
Funding Examples
DEI High Impact funds can be used for innovative, new or existing projects, initiatives,
and ongoing programs to advance 1) diversity, equity, and inclusion initiatives and/or 2)
to reduce equity gaps and improve social justice initiatives for underserved and
underrepresented communities in the City of San Luis Obispo.
Proposal may focus on specific underserved and underrepresented communities, but all
projects, applications, and concepts must provide access to the entire community-at-large
and contribute to a positive systemic/structural change. Examples of activities include but
are not limited to: (examples are illustrative and not ranked)
Enhancing language access for Spanish-speaking community members in
historical exhibits.
Page 11 of 94
Expand access to education and knowledge on social services programs by
developing how-to videos in English, Spanish, and Mixteco.
Create cultural spaces for learning purposes to expand community building and
belonging for all.
Enhance board leadership programs to include a diversity lens to create more
inclusive governing bodies and government organizations.
Provide and enhance ally or advocacy training programs design ed to build
community momentum and social justice.
Projects or programs designed to increase diverse individual civic engagement for
underserved and underrepresented communities related to voting, election, and
civic participation.
Community art projects designed to uplift and bring social awareness of social
cause issues impacting equity, communication, and stories of underserved and
underrepresented communities.
City-wide training and panel discussion events on sensitive topics that create
awareness, equity, belonging, and challenges exclusive narratives.
Enhanced culturally appropriate work programs/projects that match individuals
with potential employers.
Funding Requirements
1 Complete and submit a grant application (must include)
1.1 One-page DEI Statement that includes:
1.1.1 Applicant’s understanding and application of DEI concepts/values
1.1.2 Affirming language that creates access and a sense of belonging to all
community members.
1.1.3 Explain how the proposal will advance DEI in the City of SLO.
1.2 One-page detailed budget for the proposal including how the total amount
requested will be allocated.
1.3 Organizational chart (if joint application, all organizations must provide chart)
1.4 Document certifying Federal Tax-Exempt Status
2 Applicants must demonstrate core values of justice, equity, diversity and inclusion
in their purpose/mission statement and daily operations and have been providing
DEI-related initiatives or programs within SLO County for at least two (2) years
prior to application. (The proposal can be for something new, but the recipient
organization must have been operating locally for at least two [2] years.)
3 Grant recipients must enter into a contract with the City prior to receipt of DEI
funds, the form of which can be found here: Download sample contract.
4 Grant recipients must complete periodic impact reports and provide them timely.
5 Grant recipients must submit a final impact report at the end of project or at 12
months from start, whichever comes first. Download sample report.
Page 12 of 94
Funding Criteria
1 Applicants must be a registered 501(c)(3) non-profit organization, government or
education entity, or faith-based organization
2 Funded activities must primarily occur in the City of San Luis Obispo.
3 Funded activities must primarily serve City residents. Applicants that provide
services to neighboring communities, but also serve a significant number of City
residents, will be considered.
4 Requests must be for programs or services with the ability to show measurable
impact and success. New creative approaches that are rooted in best practices or
evidence-based, as well as proven approaches, are highly encouraged.
5 Collaborations between one or more organizations or groups are welcome and
encouraged. At least one organization in the partnership needs to be an eligible
entity noted above.
Additional Funding Information
1 Single applicants’ minimum request of $5,000 and a maximum request of $20,000
2 For partner applications (two or more applicants) there is no minimum dollar
amount request, but maximum request is $40,000. A lead organization must be
identified in the application.
3 A maximum of one (1) grant award is allowed per organizations (or per partnership
if a collaborative project)
4 Funding may be used for new (innovative) or existing projects, programs,
concepts, or initiatives that have proven success and/or utilize best practices or
innovative approaches.
5 Innovative projects, programs, concepts, and initiatives are highly encouraged.
6 Projects, programs, concepts, and initiatives that leverage existing or other
funding sources to supplement proposal is highly encouraged.
Funding Restrictions
1 Funds CANNOT be used for advancing political causes.
2 Funds CANNOT be used for religious activities.
3 Funda CANNOT be used for profit or personal gain
Funding Decisions
The Human Relations Commission (HRC) will exercise discretion when developing
funding recommendations.
The HRC will review, with support from the Office of Diversity, Equity, & Inclusion, all
applications (that are completed, timely submitted, and met the funding criteria) and
develop funding recommendations based on the answers and attestations provided in
each application. Recommendations will be presented to the City Council for approval.
Page 13 of 94
Proposals will be evaluated for meeting an identifie d and defined
intractable/systemic/structural problem or need, potential to succeed, ability to make a
high impact, or advance systemic change, and for centering efforts to address inequities
for underserved and underrepresented communitie s while serving all community
members.
Page 14 of 94
Item 4b.
Human Relations Commission
Agenda Report
For Agenda of: 1/10/2024
Item Number: 4b.
FROM: Nestor Veloz-Passalacqua, Diversity, Equity, and Inclusion Manager
Phone Number: (805) 781-7073
E-mail: nveloz@slocity.org
SUBJECT: 4B. RECOMMEND CITY COUNCIL TO ADOPT DEI STRATEGIC PLAN
RECOMMENDATION
Recommend to City Council the adoption of the Diversity, Equity, and Inclusion Strategic
Plan.
BACKGROUND
In 2020, the City Council authorized and approved a resolution that established a DEI
Task Force, which was comprised of 12 residents and community members at -large. The
DEI Task Force completed three-months of intensive work including assessment, review,
presentations, and consideration from diverse communities and groups to best
understand the areas of improvement for the community. The group carefully evaluated
and discussed initiatives that could advance policies, systems, environments, and
leadership that will support the untapped cultural diversity of the City and the entire
community, and lead in county-wide efforts as a model city government. The DEI Task
Force’s work culminated with the release of the Recommendations to City Council for
Advancing Diversity, Equity, and Inclusion in the City of San Luis Obispo report. The
recommendations included:
1) The adoption of DEI as a Major City Goal for fiscal year 2021-23
2) Establish the Office of Diversity, Equity, and Inclusion within the City
3) Develop and implement the DEI Strategic Plan for the City
4) Commit ongoing, annual funding of at least $150,000 for DEI High Impact Grants
5) Charge the Human Relations Commission (HRC) to Designate Diversity, Equity,
and Inclusion as a standing priority.
To date the City has accomplished four (4) out of the five (5) DEI Task Force
Recommendations. The DEI Major City Goal for the 2023-25 Financial Plan, incorporated
the final DEI Task Force recommendation of developing and implementing a DEI
Strategic Plan. Staff presented a framework for the strategic plan to the City Council at
its May 5, 2023 meeting and receiving feedback and direction to focus on action-oriented
and specific tactics that directly addresses diverse communities’ needs and
organizational transformation.
Page 15 of 94
Item 4b.
The DEI Strategic is intended to be a roadmap through the 2027-28 fiscal year and to
continue to expand on the current established initiatives to create safe, welcoming, and
inclusive spaces for all individuals in the City of San Luis Obispo. The City, as a leading
organization countywide, can highlight the importance of embedding DEI practices with
long lasting impact propelling the City to be steward of change and transformation for the
ever-changing community and its needs.
NEXT STEPS
HRC to recommend to City Council the adoption of the Diversity, Equity, and Inclusion
Strategic Plan.
ATTACHMENTS
A - DRAFT SLO DEI Strategic Plan
Page 16 of 94
Page 17 of 94
ACKNOWLEDGMENTS
LAND ACKNOWLEDGMENT
We acknowledge that the land on which city sits carries the heritage and culture of the Indigenous Peoples of
San Luis Obispo County. We honor the Indigenous Communities’ connection to the territories and respect the
land on which we live and learn. As we continue to build community on these territories, we must keep in mind
de-colonization and recognition expands beyond statements. Acknowledgment by itself is a small gesture and
becomes meaningful when coupled with authentic relationship and informed action.
STRATEGIC PLAN ACKNOWLEDGMENT
The City of San Luis Obispo Office of Diversity, Equity, and Inclusion (DEI) would like to extend special thanks
to the San Luis Obispo City Council, City Staff, Community Partners, and members of the community who
generously gave their time to participate and prep are the City’s Diversity, Equity, and Inclusion Strategic Plan.
CITY COUNCIL
Erica A. Stewart, Mayor
Andy Pease, Vice Mayor
Emily Francis, Council Member
Jan Marx, Council Member
Michelle Shoresman, Council Member
Prepared By:
Nestor Veloz-Passalacqua, Diversity, Equity, &
Inclusion Manager
Matthew Melendrez, DEI Management Fellow
CITY STAFF
REVIEWED BY:
Derek Johnson, City Manager
Greg Hermann, Deputy City Manager
Whitney McDonald, Assistant City Manager,
Community Services
Emily Jackson, Finance Director
Chris Read, Sustainability Manager
Molly Cano, Economic Development and Tourism
Manager
Rick Scott, Police Chief
Todd Tuggle, Fire Chief
Nickole Domini, Human Resources Director
Christine Dietrick, City Attorney
CONSULTING TEAM
BEYA MAKEKAU ACTIONABLE
EQUITY CONSULTING
CONTACT
Beya Makekau, Ed. D
Email: Marbeyam@gmail.com
Page 18 of 94
All images in this document are courtesy of the City of San Luis Obispo.
Page 19 of 94
CONTENTS
Introduction ......................................................................................................................... 2
Approach ......................................................................................................................... 3
Key Findings .................................................................................................................... 7
Plan Framework ............................................................................................................... 8
Pillars & Tactics ................................................................................................................ 11
Pillar 1. Diverse Community Engagement and Representation ...................................... 11
Pillar 2. Equitable Communication and Accessibility ....................................................... 14
Pillar 3. Embedded Accountability and Sustainable Change........................................... 16
Pillar 4. Inclusive Organizational Culture and Structure. ................................................. 18
Implementation ................................................................................................................. 21
DEI Survey Results ........................................................................................................... 23
Survey Overview ............................................................................................................ 23
Page 20 of 94
City of San Luis Obispo, California
Page 1 | Diversity, Equity, & Inclusion Strategic Plan
Page 21 of 94
City of San Luis Obispo, California
Page 2 | Diversity, Equity, & Inclusion Strategic Plan
INTRODUCTION
Located on the Central Coast of California, the City of San Luis Obispo (the City or SLO) serves as the county
seat for San Luis Obispo County and one of the region’s leading centers for diversity, equity, and inclusion . The
City of San Luis Obispo has est ablished several efforts to create a more welcoming, inclusive, safe, and equitabl e
community for all by making Diversity, Equity, and Inclusi on (DEI) 1a priority in alignment with the 2023-25 Major
City Goals.
The objective of this plan is to establish ov erarching goals that intentionally integrate diversity, equity, and
inclusion principles into the fabric of the City’s organizational culture and work environment. This integration is
designed to pragmatically permeate day -to-day operations, emphasizing in tentional efforts aimed at sustainable
and transformational change. The benefits of this plan include 1) A clear direction propelled by well -defined DEI
objectives and tactics intricately aligned with the City’s overarching vision for the community, 2) The
establishment of realistic and ambitious initiatives that foster collective responsibility and deep collaboration with
City Departments and community partners, and 3) The advancement of innovation through equitable and
inclusive employment practices , increased meaningful community outreach and engagement, and the
development of long-term financial and policy planning that supports a proactive approach to addressing equity
gaps for underrepresented and underserved communities. In an effort for the City to be a governing body that
fosters the revitalization, wellbeing and prosperity of its community, DEI strategies and values must continue to
be interwoven and embedded across all departments and operations.
In 2020, the City Council authorized and approv ed a resolution that established a DEI Task Force, which was
comprised of 12 residents and community members at -large. The DEI Task Force completed three-months of
intensive work including assessment, review, presentation s, and consideration from diverse communit ies and
groups to best understand t he areas of improvement for the community. The group carefully evaluated and
discussed DEI initiatives that could advance policies, systems, environments, and lead in county-wide efforts as
a model city government. The DEI Task Force ’s work culminated with the release of the Recommendations to
City Council for Advancing Diversity, Equity, and Inclusion in the City of San Luis Obispo. The recommendations
focused on systemic change across all City functions, dep artments, and policies and the community to create a
culture of representation, equity, and inclusivity. The report included over 90 recommendations, but five (5) key
recommendations were outline d, which included:
1) The adoption of DEI as a Major City Goal f or fiscal year 2021-23
2) Establish the Office of Diversity, Equity, and Inclusion within the City
3) Develop and Implement the DEI Strategic Plan for the City
4) Commit ongoing, annual funding of at least $150,000 for DEI High -Impact Grants
1 Diversity, Equity & Inclusion refers to social and organizational frameworks that promote wellbeing, fair treatment, and full
participation for historically marginalized individuals and groups. Diversity is defined as the recognition and acceptance of
the differences between people’s social identities which can include race, ethnicity, gender i dentity, sexual orientation, ability,
economic class, religion, nationality, and their intersections Inclusion is defined as -More than simply diversity and numerical
representation, inclusion involves authentic and empowered participation and a true sense of belonging within a group or
structure. Inclusion is incomplete without equity. and Equity recognizes historical and systemic oppression and
acknowledges that different communities require different levels of support to succeed. To achieve equity, it may require an
unequal distribution of resources to redress disparities and achieve equal outcomes.
Page 22 of 94
City of San Luis Obispo, California
Page 3 | Diversity, Equity, & Inclusion Strategic Plan
5) Charge the Human Relati ons Commission (HRC) to Designate Diversity, Equity, and Inclusion as a
Standing Priority
In February 2021, the City also engaged in internal work, which culminated with the Internal Diversity and Equity
Audit Report. The Report’s recommendations , which also was developed in collaboration with the DEI Employee
Committee focused on developing essential organizational actions in five (5) key areas, this included
Recruitment, Retention, Workplace Climate, Agency Operations, and Leadership. Along with the Task Force
Recommendations , the Internal Diversity and Equity Audit Report, and the ongoing feedback and support from
the DEI Employee Committee and work completed through the 2021 -23 DEI Major City Goal has built the
foundation to propel diversity, equity, and inclusion initiatives into the future.
To date, the City has accomplished four (4) out of the five (5) DEI Task Force Recommendations. The DEI Major
City Goal for the 2023-25 Financial Plan, incorporated the final DEI Task Force recommendation o f developing
and implementing a DEI Strategic Plan. Staff presented a framework for the strategic plan to the City Council at
its May 5th, 2023, meeting and received key feedback and direction to focus on action-oriented and specific tactics
that directly addresses diverse communities’ needs and organizational transformation.
The DEI Strategic Plan is intended to be a roadmap through the 2027-28 fiscal year and to continue to expand
on the current established initiatives to create safe, welcoming, and inclu sive spaces for all individuals in the city
of San Luis Obispo.
APPROACH
CULTURAL & HISTORICAL CONTEXT
The historical roots of the San Luis Obispo run deep, anchored by the enduring presence of Indigenous Peoples
at least 15,000 years ago in the Diablo Canyon region. These first peoples hunted and shore-picked shellfish.
The Yak titʸu titʸu Yak tiłhini Northern Chumash Tribe, who have called the region home for over 10,000 years
have been integral in the historical development of the City . By 1504, coastal land exploration took place by
Spanish vessels. Spanish invasion and colonization in 1769 led to the establishment of Mission s throughout
California. The San Luis Obispo de Tolosa Mission was founded in 1772, around which the city of San Luis
Obispo developed. From 1837 to 1846 , Mexican land grants were distributed in the area, which create d the
County of San Luis Obispo. In 1848, California was taken from Mexico and became a territory of the United
States. Mexican and Latinx communities remained p rominent until the Civil War and the Dust Bowl era.
Meanwhile, the Chinese community faced adversity with the Chinese Exclusion Act of 1882, leading to
fluctuations in their population in the city. Japanese immigrants, mainly farmers, establishe d schools and farming
cooperatives in the 1920s. In contrast, the Black community's significance only grew during World War Two,
primarily composed of soldiers stationed at Camp San Luis Obispo and workers in service industries. The
Japanese American population faced internment in 1942, but by the 1950s, Black and Mexican -born residents
had become the predominant inhabitants of the former Japantown fostering Black -owned businesses. The
Filipino/Filipinx community arrived in response to the American occupation of the P hilippines and contributed
significantly to the Central Coast's labor demands.
The City of San Luis Obispo founded their first governmental body to address racial inequity in January of 1964.
The Human Relations Commission (HRC), an advisory body that sti ll operates to this day, was formed with three
city council members. They have met nearly every month since then, offering recommendations to City Council
and the City Manager . The initial purpose and recommendations included inter-racial relations, housing,
employment, community life, development, social concerns , and human needs. Currently, the HRC is tasked to
Page 23 of 94
City of San Luis Obispo, California
Page 4 | Diversity, Equity, & Inclusion Strategic Plan
promote and advance inclusion, mutual understanding, respect, and equitable treatment to all members of the
San Luis Obispo community.
In June 2020, the City Council unanimously passed a resolution calling racism a public health issue and allocated
a historic $160,000 into diversity spending. Despite this rich history, d emographically the population of the City
remains predominantly white and whe n compared to that of the state (Table 1), systemic and social factors that
may be impacting diversity within the City’s population are further elucidated . The rich tapestry of San Luis
Obispo’s history coupled with direct investments made by City Council frame the role that a DEI strategic plan
has in cultivating a City that strives to be more diverse, intentionally seeks to address inequities for
underrepresented communities, and that holistically serves its people.
Table 1: Racial and demographic data of the City of San Luis Obispo in comparison to the County and the State
of California.
Demographics
California (2022
Population
Estimate US
Census)
County of San Luis
Obispo (2022
Population Estimate
US Census)
City of San Luis
Obispo (2022
Population Estimate
US Census)
Hispanic/Latino/Latinx 40.2% 23.8% 18.5%
White Alone (not Hispanic or Latino) 35.2% 67.5% 70.7%
Asian 15.9% 4.1% 5.3%
Black/African American 6.5% 2.2% 1.6%
American Indian/Native American 1.7% 1.4% .4%
Hawaiian/Pacific Islander .5% .2% .2%
Two or More Races 4.2% 3.7% 7.2%
DEVELOPMENT
In 2023, the City engaged DEI consultant Dr. Beya Makekau to assist in the community engagement and
development of the Diversity, Equity, and Inclusion (DEI) Strategic Plan (DEISP). The current planning
engagement followed a three-phase planning model: 1) discovery, 2) community engagement, and 3)
implementation. The City recognizes that individuals often identify with multiple communities and are impacted
by compounding systems of op pression, also known as intersectionality. Identity and experience impact racial,
health, and economic equity. As such it was essential to identify tactics that center the experiences of
underserved and underrepresented communities. This DEI strategic plan defines underserved and
underrepresented communities as those who identify as:
1. Native American & Indigenous People, American Indian, Alaska Natives
2. Black, African, African American
3. Latina, Latino, Latinx, Hispanic
4. Asian, Pacific Islander, Desi American s
5. Immigrants, Refugees, Asylum -Seekers, Deferred Status Holders, Temporary Protected Status
Page 24 of 94
City of San Luis Obispo, California
Page 5 | Diversity, Equity, & Inclusion Strategic Plan
Diversity,
Equity, &
Inclusion
Ecosystem
Diverse
Community
Engagement &
Representation
Equitable
Communication
& Accessibility
Embedded
Accountability
& Sustainable
Change
Inclusive
Organizational
Culture &
Structure
6. Undocumented, Deferred Action for Childhood Arrivals (DACA), “Dreamers,” Non -Immigrant Visa
Holders
7. Linguistically diverse, English language learners (ELL)
8. Economically Disadvantaged2
9. People with disabilities
10. LGBTQIA2S+3
11. Farmworkers, Migrant Seasonal Workers
The framework for the DEI strategic plan was built on data analysis that centers peoples' experiences and
identities in community. The findings coupled with best practice research informed the guiding pillars of the plan
that makeup the ecosystem (Figure 1) for which all strategic tactics are rooted and interconnected .
Figure 1. San Luis Obispo Diversity, Equity, & Inclusion (DEI) E cosystem for strategic plan
2 Econonomically disadvantage refers to individuals, groups, or communities who are socially disadvantaged whose ability to compete in the
free enterprise system has been impaired due to diminished capital and credit opportunities as compared to others in the same or similar
line of business who are not socially disadvantaged. Code of Federal Regulations. 13 CFR § 124.104.
3 LGBTQIA2S+ refers to inclusive acronym of various queer identities, which stands for Lesbian, Gay, Bisexual, Transgender, Queer,
Intersex, Asexual, Two Spirit, and more.
Page 25 of 94
City of San Luis Obispo, California
Page 6 | Diversity, Equity, & Inclusion Strategic Plan
The results are a strategic framework that aims to:
1. Normalize the concepts of diversity, equity, and inclusion in the City government operations.
2. Organize efforts and build capacity across departments for connected, cohesive, and amplified efforts
that foster internal and external partnerships.
3. Operationalize and embed equity practices into every part of the City functions that furthers DEI
strategies into practice.
4. Inspire expansion of DEI initiatives by sharing and collaborating to build on what is already happening
and maintain forward momentum.
Page 26 of 94
City of San Luis Obispo, California
Page 7 | Diversity, Equity, & Inclusion Strategic Plan
KEY FINDINGS
The DEI Strategic Plan pillars and actionable tactics were informed by data analysis from a community wide
survey, proactive community engagement efforts, including in-depth one-on-one interviews and community
workshops (Figure 2), and best practice standards identified via the seasoned expertise of the consultant . These
insights served as a compass, steering the recommended tactics in a direction firmly anchored in a pragmatic
assessment of the current state of the City, ensuring that the DEI Strategic Plan does not only provide a guiding
vision but that it is rooted in the actionable tactics reflective of the community it aims to serve.
Figure 2. Community Engagement Overview
COMMUNITY WIDE VISION
SURVEY
COMMUNITY
WORKSHOPS
COMMUNITY LEADERS’
INTERVIEWS
328
Responses
3
Community Sessions
44
Participants
24
One-on-One Interviews
English and Spanish survey
distributed online and made also
available in paper format to
accommodate needs.
2 English-speaking workshop and
one (1) bilingual and virtual workshop
drawing a diverse groups of
community representation and
organizations.
Completion of 24 one -on-one
interviews with diverse and
interested communities
members and experts.
The analysis of responses focused on identifying potential gaps and understanding them as opportunities for the
focus of the City’s DEI efforts. This involved examining how City services, projects, and programs contribute
meaningfully to the community, and ensuring that DEI initiatives are substantive rather than performative. Key
areas of focus include d revising policies and procedures f or inclusive language, reaffirming the City's stance
against hate and bigotry, allocating funds across departments for widespread DEI initiatives, and integrating
culturally and linguistically tailored outreach practices into City processes . Additional essential findings are:
Adopt a DEI statement that serves as a guiding principle for the future of the Community
and the City.
Of the 320 respondents surveyed on the extent by which the City’s DEI Statement serves as a substantial guiding
principle for current and future DEI initiatives, 225 expressed agreement or strong agreement (see page 8 for the
updated DEI Statement). This revised statement was crafted incorporating input from Council, the DEI Task
Force recommendations , and insights from the DEI Inte rnal Audit Report. Aligned with the City Council Vision
Statement, the DEI Statement provides a tether for all city departments to ground their work in and assert the
city’s commitment to the tenets of diversity, equity, and inclusion.
Invest in City effo rts that address issues of DEI.
In assessing the City's commitment to diversity, equity, and inclusion, 176 out of 315 respondents, equivalent to
about 56 percent, rated the City's efforts as above average or excellent. However, nearly 45 percent of
respondents perceive the City's commitment as average or below average. This underscores the need for the
City to proactively implement measures or initiatives that address issues of bigotry, foster spaces of belonging,
Page 27 of 94
City of San Luis Obispo, California
Page 8 | Diversity, Equity, & Inclusion Strategic Plan
and enhanc e inclusivity. In doing so the City can more holistically address community needs and ensure
underrepresented voices are valued and heard.
Enhance and embed DEI values in communications and outreach strategies.
When evaluating the alignment of the City's DEI values with communications, w ebsite, and outreach strategies,
178 out of 313 respondents, approximately 5 7 percent, deemed it as above average or excellent. Conversely, 43
percent of respondents identified a need for improvement in integrating DEI values into these channels. This
underscores the importance of adopting culturally and linguistically diverse approaches in outreach and
engagement efforts to effectively connect with more diverse communities and groups.
Operationalize DEI values across all City functions and departments.
In evaluating the City's incorporation of DEI values into programs, projects, and services, 146 out of 312
respondents, representing 47 percent, deemed it as above average or excellent. Conversely, about 53 percent
of respondents expressed that the City's efforts in these aspects are average, below average, or poor. This
underscores an organizational opportunity for the strategic development of efforts that operationalizes DEI
initiatives across all departments and work plans.
PLAN FRAMEWORK
CITY COUNCIL VISION STATEMENT
The City of San Luis Obispo is a dynamic community embracing its future while respecting its past with
core values of civility, sustainability, inclusivity, regionalism, partnership, and resiliency.
DIVERSITY, EQUITY, & INCLUSION STATEMENT
The City of San Luis Obispo values diversity, promotes equity and belonging, actively denounces all
forms of bigotry and believes that both in value and practice San Luis Obispo can be a place where all
individuals * are treated with dignity, respect, and inclusion. The City is dedicated to building a
community and government in which diversity is celebrated, inclusion and equity is embedded in policy,
and all members of the public are represented to ensure San Luis O bispo is a place all can thrive.
*All individuals refer to any person who may have different cultures, national origins, gender identities, gender expressions, sexual
orientation, pregnancy statuses, racial and ethnic identities, linguistic backgrounds and languages, age, abilities , genetic information, veteran
status, and spiritual/religious beliefs.
MAJOR PILLARS
Diverse Community
Engagement &
Representation
Equitable
Communication &
Accessibility
Embedded
Accountability &
Sustainable Change
Inclusive
Organizational Culture
& Structure
Page 28 of 94
City of San Luis Obispo, California
Page 9 | Diversity, Equity, & Inclusion Strategic Plan
The City’s DEI statement serves as the foundational element of the plan and it sets the tone, provides direction,
and informs the development of the strategies in the plan. The major pillars are designed to address four key (4)
areas focused on community engagement, equitable communication, sustainable change, and organizational
structure.
The major pillars are broad themes that underpin the overall strategy:
1. Diverse Community Engagement and Representation:
Establish and maintain equitable pathways for diverse representation in City processes, services,
and community-wide initiatives that foster systemic change and increase public awareness.
2. Equitable Communication and Accessibility:
Engage in equitable communication focused on creating accessibility and enhancing external
and internal messaging that reinforces the City’s commitment to DEI.
3. Embedded Accountability and Sustainable Change:
Evaluate City’s initiatives and strategies to operationalize DEI across all City functions to
establish measured growth and transformational change.
4. Inclusive Organizational Culture and Structures:
Cultivate an inclusive workplace culture with equitable programs and policies that value and
welcome individuals from diverse backgrounds.
Page 29 of 94
City of San Luis Obispo, California
Page 10 | Diversity, Equity, & Inclusion Strategic Plan
Page 30 of 94
City of San Luis Obispo, California
Page 11 | Diversity, Equity, & Inclusion Strategic Plan
PILLARS & TACTICS
PILLAR 1. DIVERSE COMMUNITY EN GAGEMENT AND
REPRESENTATION
Establish and maintain equitable pathways for diverse representation in City processes,
services, and community -wide initiatives that foster systemic change and increase public
awareness.
GOAL
1.1. STREGTHEN PUBLIC INVOLVEMENT THROUGH TRANSFORMATIONAL COMMUNITY
ENGAGEMENT, EQUITABL E ACCESS TO INFORMATION, AND DECISION-MAKING
OPPORTUNITIES.
TACTICS
1.1.1. Establish bimonthly collaborative and informative meetings with Cal Poly Office of University
Diversity & Inclusion and Cuesta College Office of Student Equity & Special Programs to further
explore partnerships around education and training. (include MCG #2.6.a)
1.1.2. Provide financial assistance to qualified families through City funded scholarships for youth
related programs such as: before/after school childcare, spr ing break & summer camps, swim
lessons, and after school sport programs. (include MCG #2.8.d)
1.1.3. Partner with proven providers to offer and promote a multicultural programming series that is free
and open to the public. (include MCG #2.6.d)
1.1.4. Host City/Cal Poly quarterly roundtable (City & Cal Poly Leadership, DEI Employee Committee,
HRC, Cal Poly students, DEI Leaders, Cuesta College, etc.) regarding community/student
experience, relationship-building, and partnership programs. (include MCG #2.6.c)
1.1.5. Continue to work with community partners (PAC and Roundtable) to give the community a voice
in policing and that 21st Century Policing Recommendations are implemented where possible.
(include MCG #2.5.c )
1.1.6. Develop a process to track demographic data of advisory body members and applicants, to
inform strategies to broaden representation.
1.1.7. Design and implement pipeline programs aimed at increasing the representation of Black and
Indigenous People of Color (BIPOC) and LGBTQIA2S+ communities in all City advisory bodies.
1.1.8. Develop a process to track demographic data for City volunteers to inform strategies to broaden
representation.
1.1.9. Research and explore ways to further integrate Tribal liaison functions in City programs and
projects.
1.1.10. Research ways to increase the scholarship program for Parks & Recreation Youth Services
Scholarship program .
1.1.11. Foster cross-collaboration between non -profits and businesses to create diverse and inclusive
programs and partnerships and leverage resources aimed at centering the needs and
experiences of underserved and underrepresented communities.
Page 31 of 94
City of San Luis Obispo, California
Page 12 | Diversity, Equity, & Inclusion Strategic Plan
1.1.12. Monitor community demographic census data to best inform target areas for more inclusive
community engagement strategies as recommended by the PEN Manual.
1.1.13. Develop a DEI cabinet of key community group leaders to serve as trusted sources between the
community and the City’s DEI initiatives.
1.1.14. Develop or contract out interpretation services for critical and key events ensuring information,
services, and outreach are presented in a culturally and linguistically appropriate manner for the
key languages spoken in the City, including Spanish and ASL.
1.1.15. Develop and release a “how to” guide in Spanish and other languages on how to participate in
public meetings and share public comment.
1.1.16. Research and explore a parking validation program for in-person attendance at City Council
meetings.
1.1.17. Conduct community training and civic classes on how to be involved in City projects and
programs in English and Spanish to underserved and underrepresented groups to ensure
participation and representation.
1.1.18. Consider increasing the frequency of the Community Academy including offerings in Spanish and
during alternative times to ensure underserved and underrepresented groups are engaged.
(include MCG #2.7.b)
1.1.19. Partner with veteran-based organizations to identify essential opportunities for learning for City
departments and the public.
1.1.20. Support the implementation of the Sustainability & Natural Resources Office Major City Goal
(MCG) climate justice initiatives impacting vulnerable populations.
1.1.21. Work with community organizations to provide additional resources and training to staff engaging
with elderly populations to support inclusive engagement structures.
GOAL
1.2. ENHANCE LOCAL NON-PROFIT AND BUSINESS ENVIRONMENT S TO ENCOURAGE PRACTICES
THAT PROMOTE A STRON GER SENSE OF COMMUNITY AND BELONGING
TACTICS
1.2.1. Utilize the Assistant VP for Strategic Planning and Network at Cal Poly Office of University
Diversity & Inclusion (OUDI) to research best practices , grants for internships, programs,
outreach, innovative practices, etc. (include MCG #2.6.b)
1.2.2. Work with Cal Poly and Cuesta College to host interns. (include MCG#2.1.b)
1.2.3. Research and explore a partnership with a qualified 3rd party to develop and maintain a DEI
competence certificate program for local businesses.
1.2.4. Partner with proven providers to implement a series of technical assistance events to educate
and equip minority- and women-owned businesses (MWOBs) with the tools they need to be
successful business owners in the community.
1.2.5. Support the review of equitable policies and practices that create a procure ment and contracting
process that align s with the City of San Luis Obispo’s values .
1.2.6. Partner with the Chamber of Commerce and Diversity Coalition to research the viability of
developing a Leadership SLO aimed at serving BIPOC and LGBTQ+ communities to develop
leadership skills and encourage diverse groups to assume leadership roles on municipal boards,
commissions, and the City Council.
Page 32 of 94
City of San Luis Obispo, California
Page 13 | Diversity, Equity, & Inclusion Strategic Plan
1.2.7. Support local diverse business owners to promote economic wellbeing with the goal to impact
the underserved and underrepresented communities.
1.2.8. Establish funding for all departments to add demographic questions to projects and programs in
which such data will contribute to a better understanding of the community ’s makeup, needs, and
will inform inclusive enhancements to future projects.
1.2.9. Research opportunities to support ongoing funding for the DEI SLO Business Grant Program.
1.2.10. Research and explore a partnership with the Small Business Development Center in designing
a training program addressing barriers to inclusive consumer experiences and engagement.
1.2.11. Support and sponsor job fairs to support businesses in engaging different communities that will
foster more diverse and inclusive workforce development .
1.2.12. Support and embed an equity lens into the financial planning budget process employing the
Public Engagement & Noticing (PEN) Manual .
METRICS
1. Increased representation and participation of underserved and underrepresented communities on
advisory boards, across City volunteers, through City surveys, and within City processes.
2. Increased DEI knowledge, advocacy, and competency across the entire community through multicultural
programming, assessments, and interventions .
3. Increased satisfaction and sense of belonging for underserved and underrepresented communities within
City processes and local businesses.
4. Increased access to information for underserved and underrepresented communities via linguistically
inclusive communication initiatives.
5. Increased reporting on grant s programs including number of individuals served, service hours provided,
number of activities, estimated number of individuals served, and perception of services provided or
engaged activities, if applicable.
6. Established network of community-based organization and local businesses adv ancing DEI efforts
throughout the city.
Page 33 of 94
City of San Luis Obispo, California
Page 14 | Diversity, Equity, & Inclusion Strategic Plan
PILLAR 2. EQUITABLE COMMUNICAT ION AND ACCESSIBILIT Y
Engage in equitable communication focused on creating accessibility and enhancing external
and internal messaging that reinforces the City’s commitment to DEI.
GOAL
2.1. DEVELOP AND IMPLEMENT INCLUSIVE AND ACCESSBIL E COMMUNICATION STRATEGIES THAT
REFLECT THE CITY’S D EI INITIATIVES.
TACTICS
2.1.1. Support the development and implementation of the Broadband Strategic Plan to ensure access
is equitable and pursue funding to fill gaps. (include MCG #2.6.c)
2.1.2. Support the Communications Program in the training and implementation of the Public
Engagement & Noticing (PEN) Manual to enhance outreach and communication practices with
underserved and underrepresented communities. (include MCG #2.7.c)
2.1.3. Establish consistent and regular messaging, either visual, written, or oral, that validates and
encourages the City’s commitment to diversity, equity, and inclusion with the community and the
City organization .
2.1.4. Partner with IT and other appropriate City departments to provide virtual participation options for
all major public meetings when possible.
2.1.5. Develop comprehensive DEI material in collaboration with TBID & PCC for the SLO Visitor
Center.
2.1.6. Partner with SLOPD to develop communication response plan for local, state, or national events
impacting policing and DEI.
2.1.7. Incorporate land acknowledgement into City Council meetings and advisory body meetings .
2.1.8. Provide City Council legal ads or other forms of communications, such as in formation on the
City’s website in Spanish.
2.1.9. Develop diverse visual messaging to ensure individuals with limited literacy skills understand
events, programs, or projects sponsored o r led by the City.
GOAL
2.2. IMPROVE LOCAL DOWNTOWN AND OVERALL CITY ENVIRONMENTS BY CREATING
OPPORTUNITIES TO CEL EBRATE DIVERSITY AND FACILITATE INCLUSION.
TACTICS
2.2.1. Develop signage that articulates the City’s DEI values at City parks including Mission Plaza.
2.2.2. Partner with public art program to expand murals in the City by diverse artists (BIPOC and
LGBTQIA2S+).
2.2.3. Explore the development, expansion, and funding opportunities for cultural activations,
promotions, and celebrations in downtown, such as expansion of banner programs and store-
front decorations.
2.2.4. Explore and research the viability and implementation of all new City facilities to include gender
inclusive restrooms.
2.2.5. Explore and research ways to incorporate bilingual information in City signage for key
destinations.
Page 34 of 94
City of San Luis Obispo, California
Page 15 | Diversity, Equity, & Inclusion Strategic Plan
2.2.6. Research and explore the d evelopment of a community-led diversity, equity, and inclusion icon
to be included in City materials and shared with HRC grant recipients, local business es, and non-
profit organizations .
2.2.7. Support the work of the Office Sustainability and Natural Resources t o conduct a viability study
for the development of a Climate Resilience Hub and Multicultural Center . (include MCG #2.6.e)
METRICS
1. Expanded visibility and representation of diverse social identities and DEI values across all City
communications and marketing initiatives.
2. Increased community awareness of the City’s commitment to DEI and current efforts to advance DEI
within the community.
3. Increased visibility of local organizations and business es that have established a commitment to creating
inclusive and equitable environments for all community members.
4. Increased representation of BIPOC and LGBTQIA2S+ experiences and needs across all City facilities.
Page 35 of 94
City of San Luis Obispo, California
Page 16 | Diversity, Equity, & Inclusion Strategic Plan
PILLAR 3. EMBEDDED ACCOUNTABIL ITY AND SUSTAINABLE
CHANGE
Evaluate City’s initiatives and strategies to operationalize DEI across all City functions to
establish measured growth and transformational change.
GOAL
3.1. PRIORITIZE TRANSFORM ATIONAL GOVERNANCE WHERE DEI IS EMBEDDED IN BUDGETING,
PLANNING, PROGRAMMIN G, AND POLICYMAKING.
TACTICS
3.1.1. Further develop purpose, role, activities and enhance impact of DEI Employee Committee,
including equal standing and priority to tasks and respons ibilities assigned to the members (e.g.
ERGs, newsletters, cultural celebrations, trainings, internal communication, public web pages,
etc.). (include MCG #2.1.c)
3.1.2. Continue to provide grant support to the HRC for DEI High Impact Grants and Human Services
Grants and complete necessary follow up and reporting with grant recipients. (include MCG
#2.8.a)
3.1.3. Edit existing and create new policies and procedures that reflect a DEI lens for internal processes
to ensure all City Departments support the DEI Major City Goal. (include MCG #2.8.c)
3.1.4. Evaluate resources needed to implement the DEI Strategic Plan and make funding
recommendations as needed. (include MCG 2.2.a)
3.1.5. Research and secure funding to increase staffing structure of the office of DEI to be in line with
best practices required for the successful implementation of DEI initiatives across all City
departments. (include MCG #2.1.a)
3.1.6. Evaluate financial resources needed to fund efforts that further DEI initiatives in other City
departments.
3.1.7. Embed DEI language into existing codes of conduct within facilities, parks, programs, events,
and rentals. (include MCG #2.8.a)
3.1.8. Include the DEI Manager in Financial Planning Steering Committee meetings. (include MCG
#2.8.b)
3.1.9. Continue to support and act as the staff liaison to the Human Relations Commission. (include
MCG#2.1.d)
3.1.10. Annually revise and enhance DEI section in the City’s Legislative Platform.
3.1.11. Develop and implement a DEI language toolkit for City staff that includes guidelines t o address
inequities while also building better practices .
3.1.12. Include diversity, equity, and incl usion parameters to the review and selection process of all
available City grant funding opportunities.
3.1.13. Develop and distribute to the community and partners a brief annual report from the Office of DEI
highlighting outcomes and results of DEI work.
3.1.14. Explore, research, and implement the development of a Racial Equity Statement and a Gender
Equity Statement to support the Community Development Department in their collaborative
housing and homelessness funding opportunities.
Page 36 of 94
City of San Luis Obispo, California
Page 17 | Diversity, Equity, & Inclusion Strategic Plan
3.1.15. Embed and operationalize the City’s equity principles into project and program design,
development, and implementation via project plans.
GOAL
3.2. PARTNER WITH PUBLIC FACING CITY DEPARTMENTS IN PURSUING STRATEGIES AIMED AT
INCREASING DIVERSITY, ADDRESSING INEQUIT IES, AND FOSTERING SYSTEMIC CHANGE
TACTICS
3.2.1. Promote DEI best practices in Police Department (PD) recruiting and hiring efforts. (include
MCG #2.5.a)
3.2.2. Work in partnership with Facilities and the Police Department to ensure new public safety building
design is equitable and inclusive for the community and all department employees. (include
MCG #2.5.c)
3.2.3. Complete a planning study for gender inclusive restroom and sleeping facilities for Fire Stations
3 & 4. Process with design work pending results of stu dy. (include MCG 2.4.d)
3.2.4. Develop a Bias and Hate Incident Reporting process in collaboration with the Police Department
and work with the Human Relations Commission (HRC) to review citywide hate crime and
incident data on a quarterly b asis and identif y appropriate supportive action(s) through the Office
of DEI.
3.2.5. Develop outreach , recruitment, hiring, and retention programs that aim to increase gender
diversity in Fire, Police, and Utilities Departments over the next 5 years.
3.2.6. Embed DEI guidelines into capital improvement project review and selection review guidelines .
METRICS
1. Increased City funding dedicated to advancing DEI across all departments and grant programs.
2. Increased awareness of the impact of bias incidents and hate crimes within the community with an
understanding of how to appropriately respond when needed.
3. Increased accountability across all city departments , facilities, and functions by measuring completion of
City DEI projects, trainings, and initiatives .
4. Increased representation of DEI measures in the development, evaluation, and approval processes of all
city programs and projects.
Page 37 of 94
City of San Luis Obispo, California
Page 18 | Diversity, Equity, & Inclusion Strategic Plan
PILLAR 4. INCLUSIVE ORGANIZATIONAL CULTU RE AND
STRUCTURE.
Cultivate an inclusive workplace culture with equitable programs and policies that value and
welcome individuals from diverse backgrounds.
GOAL
4.1. EMPOWER CITY LEADERSHIP, AND CITY STAFF TO BUILD UPON THEIR DEI COMPETENCIES AND
ENGAGE IN EXPANDED EDUCATIONAL OFFERINGS.
TACTICS
4.1.1. Provide DEI-related training for all staff of all levels (Council, Commission, Advisory Board,
Directors, Managers, Staff, etc.) (include MCG #2.4.c)
4.1.2. Update and provide resources using the internal DEI website to engage staff in knowledge -
acquisition and skill -retention opportunities.
4.1.3. Collaborate with H uman Resources to develop mandatory DEI training matrix across positions
within the organization.
4.1.4. Incentivize and reward i nclusive Leadership training module for all department heads and
managers within the organization.
4.1.5. Promote professional development opportunit ies outside the organization for staff to enhance
their DEI competencies.
GOAL
4.2. FOSTER AN INCLUSIVE WORKPLACE CULTURE THAT PROMOTES EQUITABLE HIRING,
RETENTION, AND PROMOTION PRACTICES.
TACTICS
4.2.1. Continue to enhance job descriptions and recruiting materials such as material in Spanish or in
different formats to create easy access. (include MCG #2.3.a)
4.2.2. Assess and develop enhancements processes such as implementing DEI -focused screening and
interviewing trainings to personnel and interview panels. (include MCG #2.3.b)
4.2.3. Create and rollout DEI -focused trainings for employees. (include MCG #2.3.c)
4.2.4. Examine policies and programs to support primary caretakers . (include MCG #2.3.d)
4.2.5. Collaborate with Human Resources to conduct a study to increase bilingual pay and to expand
to supplemental staff.
4.2.6. Research and partner with Human Resources to identify opportunities for expanded policies that
support dependent bereavement extensions, telework, paid parental leave, flextime and job
sharing. (include MCG #2.3.e)
4.2.7. Commit and implement an annual Quarterly Management Meeting to be focused on diversity,
equity, and inclusion in collaboration with the Office of DEI.
4.2.8. Conduct job qualification study to identify comparable qualifications between education and
years of experience.
4.2.9. Research and explore employment pipeline programs and initiatives that support hiring
processes (recruitment, hiring, and retention) for diverse individuals including but not limited to
Page 38 of 94
City of San Luis Obispo, California
Page 19 | Diversity, Equity, & Inclusion Strategic Plan
Black, Indigenous, people of color, people within the LGBTQ IA2S+ community, and those who
have diverse neuro and physical abilities .
4.2.10. Partner with H uman Resources to research a process for employees to confidentially report bias
incidents that occur in the workplace .
4.2.11. Collaborate with established E mployee Resource Groups 4(ERGs) such as PACE5 and SLOHAS6
to embed DEI into ongoing staff development and engagement opportunities.
4.2.12. Develop hiring toolkit for hiring panels that focuses on addressing bias in the workplace.
4.2.13. Integrate DEI training requirements into performance evaluations for management level
positions.
4.2.14. Add DEI items to the supervisor and new staff checklist for onboarding processes for new staff.
(include MCG #2.4.c)
4.2.15. Work with the Employee Recognition Committee to establish a City Inclusive Excellence Staff
Award.
4.2.16. In collaboration with the Fire Department establish a revamped internship and mentorship
program to increase diverse hiring practices and employment retention.
4.2.17. Charge Department Heads, with the support of the Office of DEI, to complete a DEI SWOT
analysis for internal strength, weaknesses, opportunities, and threats every other year.
METRICS
1. Increased percentage of City staff with DEI knowledge and competency.
2. Increased DEI professional development options and leadership opportunities provided to City staff.
3. Increased diversity in City applicant pools and hires through marketing, recruiting, hiring initiatives, and
utilization of DEI network .
4. Increased retention and promotion rates of underserved and underrepresented staff across all City
departments.
5. Increased staff evaluation and recognition for contributing to City’s DEI projects and efforts .
6. Train all City staff on DEI knowledge, leadership, and work competency by fiscal year 2026.
4 Employment Resource Groups (ERGs) refer to voluntary employee-led groups designed to create and promote a sense of
belonging, positive, and inclusive work culture usually around employee’s shared identities.
5 The Professional Association of City Employees (PACE) is an ERG open to all City employees who wish to grow
personally and professionally through the creating and sharing of classes, programs, and community volunteer projects with
other City employees.
6 SLO Healthy & Smart (SLOHAS) is an ERG. Its purpose is to steward and to implement the City’s organization -wide
commitment to a healthy and smart culture.
Page 39 of 94
City of San Luis Obispo, California
Page 20 | Diversity, Equity, & Inclusion Strategic Plan
Page 40 of 94
City of San Luis Obispo, California
Page 21 | Diversity, Equity, & Inclusion Strategic Plan
IMPLEMENTATION
The DEI Strategic Plan is crucial for advancing City programs and initiatives. Successful implementation of the
plan will encourage support for advancements to City infrastructure that will aid in addressing systemic and
structural issues, build a s tronger sense of community and belonging, and enhance inclusive programs, projects,
or initiatives delivered to the community.
Metrics of success were intentionally embedded into the strategic plan as a mechanism for identifying progress
and building accountability. Metrics will be annually reviewed for completion by the Office of Diversity, Equity,
and Inclusion staff. The plan w ill also serve as the guiding document for the development of an ongoing City DEI
major city goal which requires annual reports to City Council regarding MCG progress and completion.
Implementation of the first two years of the plan is currently funded, a nd funding for years three to five will be
determined in the future during the City's budgeting process.
There is no one-size fits all approach across all City Departments, nor can we anticipate a linear process. This
strategic plan is designed to guide th e City through a journey of championing and operationalizing DEI initiatives.
Implementing a DEI strategic plan is a collaborative effort. Champions exist at all levels of the City organization
and will need to work collectively toward advancing the strate gies outlined in this plan. The Office of Diversity,
Equity, and Inclusion will be the primary lead for advancing the strategic plan and providing support to
corresponding departments whom are essential partners across the goals and objectives outlined in this
document.
Figure 1. Sample Implementation Matrix
Page 41 of 94
City of San Luis Obispo, California
Page 22 | Diversity, Equity, & Inclusion Strategic Plan
Page 42 of 94
City of San Luis Obispo, California
Page 23 | Diversity, Equity, & Inclusion Strategic Plan
DEI SURVEY RESULTS
To provide a foundation for the strategic planning process, the Office of DEI engaged in extensive community
engagement (illustrated in 2, page 7) and a robust analysis of qualitative data. This section provides highlights from
the DEI Strategic Plan Community Wide Vision Survey, which was conducted as part of the community outreach
efforts from September 18, 2023 to October 31, 2023. Outreach activities included the community wide vision
survey, the English and Bilingual workshops, one-on-one interviews with community leaders and experts, and
Spanish radio announcements. The DEI Context Analysis examined the impacts of established strategies and the
potential new initiatives influencing San Luis Obispo future application of DEI.
SURVEY OVERVIEW
The Office of DEI conducted an online survey of residents' and the community at-large for the City of San Luis
Obispo. The survey was open for a seven-week period between September 18, 2023, and October 31, 2023, and
drew 328 respondents. The survey instrument opened with questions about adopting a DEI statement as a
guiding principle , current DEI efforts, a potential vision of DEI for the City of San Luis Obispo , and then followed
by respondent location and demographics. All responses were confidential. Findings from the survey were used
to guide the direction of the strategic plan. While the survey was not designed to be a scienti fic sample, the pool
of respondents was sufficient to yield valuable and relevant input from City residents and community members
at-large. A breakdown of participant demographical data can be found below:
Geographical Demographics: A large majority of survey respondents were City residents . However, many
who do not live within City limits do work, study, and play within San Luis Obispo and a re key contributor s to
shaping a more equitable and inclusive community .
Demographic Percentage
City of San Luis Obispo Residents 74.92%
County Residents 25.8%
Age Demographics: Current social needs and factors impact various age groups differently, based on the data
below their insight was gleaned on the importance of targeted outreach for individuals under the age of 26 and
those above the age of 78.
Age Group Percentage of Respondents
0-26 5.90%
27-42 31.98%
43-58 26.08%
59-77 28.88%
78-95 1.86%
96+ 1.24%
Prefer not to answer 4.03%
Page 43 of 94
City of San Luis Obispo, California
Page 24 | Diversity, Equity, & Inclusion Strategic Plan
Language Diversity: While English is the dominant language, approximately 13% of the community speaks
languages such as Spanish, Vietnamese, Arabic, Chinese, Mandarin, Visayan, & Gujarati, indicating the need
for tailored engagement strategies.
Identity Demographics: Identity specific demographic was collected to b etter understand how respondents’
identities correlated to overall assessment of DEI efforts within the City.
Disability
Disability Type Number of Responses
No Disability 252
Disability 46
Race and Ethnicity
Ethnicity Number of Responses
Latino/Latinx/Latine/Hispanic 49
White/Caucasian 203
Prefer Not to Answer 51
Two or More Races 38
Asian, Asian American, and Desi 13
Black and African American 5
Native American and Alaska Native 6
Gender Identity
Gender Identity Number of Responses
Cisgender Female/Women 140
Cisgender Male/Man 99
Transgender Male/Man, Transgender
Female/Woman, etc.
Varies
Prefer Not to Answer Varies
Sexual Orientation
Sexual Orientation Number of Responses
Heterosexual or Straight 205
Other (Asexual, Gay or Lesbian, Bisexual,
Pansexual, etc.)
Varies
Prefer Not to Answer Varies
Page 44 of 94
City of San Luis Obispo, California
Page 25 | Diversity, Equity, & Inclusion Strategic Plan
Military Status
Military Status Number of Responses
No Military Status 279
Military Association 22
Prefer Not to Answer 17
The diverse range of responses highlights the richness of the San Luis Obispo community and aided in the
development of the plan. This data ensured that the overall vision for the plan was grounded in feedback from a
diverse community perspective and experience.
Figure 2. San Luis Obispo of Tomorrow
Which word or phrase describe your vision of DEI for the City of San Luis Obispo?
Source: Results from Diversity, Equity, Inclusion Strategic Plan Community Wide Vision Spanish Survey 2023
compiled by the DEI Office.
Notes: Respondents were asked to describe their vision of the City of San Luis Obispo for the future by selecting
up to five choices from a predetermined list (provided response) or to write in their own cust om response. Write-
in responses that did not directly align with or answer the question were not included in the development of the
above graphic. Since the survey was also offered in Spanish, t he above selection of words is a direct translation
of the English options , which are also listed below.
Page 45 of 94
City of San Luis Obispo, California
Page 26 | Diversity, Equity, & Inclusion Strategic Plan
Source: Results from Diversity, Equity, Inclusion Strategic Plan Community Wide Vision English Survey 2023
compiled by the DEI Office.
Notes: Respondents were asked to describe their vision of the City of San Luis Obispo for the futu re by selecting
up to five choices from a predetermined list (provided response) or to write in their own custom response. Write -
in responses that did not directly align with or answer the question were not included in the development of the
above graphic.
Page 46 of 94
City of San Luis Obispo, California
Page 27 | Diversity, Equity, & Inclusion Strategic Plan
Page 47 of 94
Page 48 of 94
Item 5a.
Human Relations Commission
Agenda Report
For Agenda of: 1/10/2024
Item Number: 5a.
FROM: Owen Goode, Assistant Planner
Phone Number: (805) 781-7576
E-mail: ogoode@slocity.org
SUBJECT: CONSIDERATION OF THE 2024-25 COMMUNITY DEVELOPMENT
BLOCK GRANT FUNDING RECOMMENDATIONS
RECOMMENDATION
Review funding recommendations for the 2024-25 Community Development Block Grant
Program and provide a recommendation to City Council for final approval.
BACKGROUND
The City of San Luis Obispo received a total of five applications for the 2024 -25
Community Development Block Grant (CDBG) program, requesting a total of $660,810.
Of the total estimated allocation, 20% of the funds are reserved for administrative costs.
This allocation is further distributed by 65% to the County of San Luis Obispo, with the
remaining 35% reserved for the City. Therefore, of the City’s estimated $454,800, the City
is eligible to receive $31,676 for the Administration of the program, and for Capacity
Building which allows staff to further implement the Housing Element. In this funding year,
the City intends to allocate $6,367.20 towards administering this program cycle and
$25,468.80 towards further implementation of the Housing Element. Of the total estimated
allocation, 15% of the funds are reserved for public services for a total of $68,220. This
leaves the remaining 65% to be reserved for public facilities or housing projects for a total
of $295,620.
FUNDING PRIORITIES
On October 4, 2023, the City Council endorsed the Human Relations Commission’s
recommended funding priorities for the 2024-25 CDBG funding year. The ranked priorities
established by the HRC and City Council are:
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 (to include seismic retrofit, economic stability ,
low- and moderate-income jobs).
4. Promote accessibility and/or removal of architectural barriers for the disabled and
elderly.
Page 49 of 94
Item 5a
APPLICATIONS RECEIVED FOR CDBG FUNDING
The above priorities are used as the basis for developing funding recommendations of
the 2024-25 CDBG applications. Staff recommends funding four of the five applications
that we received, as shown in Attachment A. All projects and programs that are
recommended to receive funding are further described below. A copy of each 2024 -25
CDBG application is also provided in Attachment B.
1. Community Action Partnership of San Luis Obispo (CAPSLO) – Prado
Homeless Services Center: CAPSLO has requested $85,000 in CDBG funds to
increase the capacity, range, and efficiency of services offered by staff at the 40
Prado Homeless Services Center. The City is recommending a partial funding
award for this application of $68,220 which is the maximum funding available fo r
this application.
2. Housing Authority of San Luis Obispo (HASLO) – Monterey Crossing Senior
Housing: The Housing Authority has requested $523,641 for the Monterey
Crossing Senior Housing project. The City is recommending a partial award for this
application of $295,620 which is the maximum funding available for this application
category. This affordable housing project is expected to serve senior citizens and
those that may live with disabilities. The project will feature 30 studios and 26 one -
bedroom units for a total allocation of 56 housing units.
3. City of San Luis Obispo – CDBG Administration and Capacity Building : City
Community Development staff are requesting $6,367.20 for administrative costs
of the CDBG program and $25,468.80 towards further implementation of the
Housing Element. The capacity building allocation can be used for affordable
housing or low-income related City programs. Staff anticipates using a portion of
this funding towards Program 1.7 from the 6th Cycle Housing Element which
directly benefits homeless and low-income individuals by continuing to support
local and regional solutions to homelessness by funding supportive programs,
services, and housing solutions. Staff will also continue to implement Program 8.11
from the Housing Element which requires the City's Housing Policies and
Programs team to continue to provide resources that support local and regional
solutions to meet the needs of homeless.
ROLE OF THE HUMAN RELATIONS COMMISSION
These recommendations are provided for the benefit of the public and members of the
HRC. The HRC’s role is to consider these recommendations and take public testimony
and either, (1) accept the allocations proposed if the HRC concurs, or (2) make changes
so that the recommendation reflects the views of a majority of the Commission. The
adopted priorities should guide the Commission throughout the discussion.
Page 50 of 94
Item 5a
NEXT STEPS
The HRC’s recommended allocations will be forwarded to the County of San Luis Obispo
for incorporation into the 2024-25 Draft Action Plan, and also to the City Council for a final
recommendation. The Action Plan will be considered for approval by the San Luis Obispo
County Board of Supervisors in March of 2024.
ATTACHMENTS
A - 2024-25 CDBG Preliminary Funding Recommendations
B - 2024-25 CDBG Applications
Page 51 of 94
Page 52 of 94
Funding
Recommended
No. Activity Note 1
1 40 Prado Homeless Services Center 68,220.00$ 85,000.00$
2 Supportive Housing Services -$ 20,333.00$
68,220.00$ 105,333.00$
3 Monterey Crossing Housing Project 295,620.00$ 523,641.00$
295,620.00$ 523,641.00$
4 CDBG Administration 6,367.20$ 6,367.20$
5 Capacity Building 25,468.80$ 25,468.80$
31,836.00$ 31,836.00$
395,676.00$ 660,810.00$
1 Estimated Funding for CDBG Program Year 2022-23: $454,800.00 (remove 65% of 20% of total allocation - $59,124)
2 CDBG City Administration Funding Share per 2024-26 Cooperation Agreement with the County of SLO (35% Share of Total Admin Allowance)
Attachment A - 2024-25 Community Development Block Grant Preliminary Funding Recommendations
Public Services & Economic Development (15% of $494,210)
Community Action Partnership of San Luis Obispo (CAPSLO)
SUBTOTALHousing and Public Facilities
5 Cities Homeless Coalition (5CHC)
City 2024-25 CDBG
Funding
RequestedApplicant
TOTAL
NOTES:
Housing Authority of San Luis Obispo (HASLO)
SUBTOTAL
Administration
City of San Luis Obispo (Note 2)
City of San Luis Obispo (Note 2)
SUBTOTAL
Page 53 of 94
Page 54 of 94
COUNTY OF SAN LUIS OBISPO
DEPARTMENT OF SOCIAL SERVICES
HOMELESS SERVICES DIVISION
2024 NOFA – Housing Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 1 OF 17
www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | SS_HomelessServices@co.slo.ca.us
Please submit Application by email to SS_HomelessGrants@co.slo.ca.us . All submissions
must be made electronically, no paper applications will be accepted. Application must be
received no later than Sunday, November 5, 2023, at 9 pm.
I. PRIMARY APPLICANT INFORMATION (LEAD AGENCY)
Organization Name
Type of Organization Non-Profit For Profit Gov’t/Public Other:
UEI Number
Contact Person/Title
Finance Contact (if different)
Phone Number
Email
Address
City, State, Zip
Date of Incorporation
Is the organization faith-
based?Yes No
Annual Operating Budget
Number of Paid Staff
Number of Volunteers
II. FUNDING DETAILS
Please identify all funding
sources being requested:
Select all that apply; you will be
required to fill out additional
details for each source requested.
*For tenant-based rental
assistance (TBRA), see Public
Services application.
HOME Investment Partnerships Program (HOME)*
HOME Investment Partnerships Program – American Rescue Plan
(HOME-ARP)
Community Development Block Grants (CDBG)
Title 29
Permanent Local Housing Allocation (PLHA)
Total Funding Requested $______________________
HASLO, SLONP, & The Fort Group
HASLO - # UKM9S21EZ2F1 & SLONP - # DKJWAFNQ2JN4
Ken Litzinger, Director of Finance and CFO
Same
805 - 594 - 5304
klitzinger@haslo.org
487 Leff Street
San Luis Obispo, CA 93401
HASLO - SLONP 10/15/1991
45,298,000 HASLO, $11,795,000
78 HASLO, SLONP 1
8
523,641
Page 55 of 94
2024 NOFA – Housing Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 2 OF 17
www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | SS_HomelessServices@co.slo.ca.us
III. APPLICANT CAPACITY
1. Describe the organization’s history of receiving and managing grants from
County/State/Federal sources.
2. Briefly list any recent development projects your organization has proposed, is currently
working on, and has completed. (Regardless of funding source)
3. Briefly describe your organization’s auditing requirements, including those for the
proposed project. (As outlined in 2 CFR § 200.500 and 24 CFR § 5.801)
SLONP, HALSO, and The Fort Group have received and managed grants since both organizations
incorporation, which totals over 30 years. There have been a variety of grants received and managed
including but not limited to; HOME, CDBG, T-29, Project Homekey, AFH, RDA, CARES, ROSS,
Decarbonization, and HTF. To manage the variety of grants, there are systems in place to track and
manage regulation compliance and reporting to the respective grantor. As the County knows, some of
these grants may be set up as soft loans.
There are about fifteen (15) projects in the pipeline at various stages. Currently, the Paso Homekey project
is being leased up. There are five (5) under construction, including Anderson Hotel, Toscano, and Shell
Beach, and Morro Bay Apartments to name a few. Three (3) projects are closing in the next few months,
which include Orcutt Road, Bridge Street, and Cleaver and Cleark Commons. And finally at the
pre-development stage there are six (6) projects, which, two (2) will be requesting funding in this round.
HASLO administers Federal, State, and Local grants, and has strong systems and controls in place. HASLO
will provide the record-keeping services for the project. HASLO & SLONP, undergo annual audits by an
independent CPA firm.
Page 56 of 94
2024 NOFA – Housing Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 3 OF 17
www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | SS_HomelessServices@co.slo.ca.us
4. Describe project staffs’ experience with Section 3. (As outlined in 24 CFR Part 75)
5. How will you document and maintain income status or presumed benefit status of each
beneficiary in compliance with regulations?
6. Briefly describe your agency’s record keeping system with relevance to the proposed
project.
Our team has worked with County staff closely over the years to satisfy Section 3 as outlined in 24 CFR Part
75. The Director of Construction ensures that Section 3 language is included in the relevant construction
documents and requests for proposals for contractors. Our team also provides the annual reports per the
County’s request.
HASLO will perform all income certifications. HASLO has certified compliance specialists on staff with years
of experience. At the housing application/intake stage income and asset information will be collected from
each client, with back up documentation. Files will be maintained and available for county inspection.
HASLO currently performs income and compliance certifications for over 3,000 clients annually.
SLONP owns and operates hundreds of deed restricted housing units in San Luis Obispo County. It is
accustomed to keeping detailed records regarding income eligibility for all programs. Additionally, HASLO
will be the management agent for this housing. HASLO has many years of experience in maintaining
record keeping and accounting in conformity with HUD and State regulations. Staff are certified in
low-income housing compliance. Projects are audited annually and reports are provided to all funding
sources. Detailed accounting records are maintained for all project costs and audited by third party
auditing firms.
Page 57 of 94
2024 NOFA – Housing Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 4 OF 17
www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | SS_HomelessServices@co.slo.ca.us
7. Do you have any funds remaining from prior Fiscal Year allocations? If so, please list the
project you received funding for, the fiscal year(s) you received the funding, and the
remaining amount(s) for each fiscal year(s).
8. How do you plan to fund the operation and maintenance costs (if any) associated with this
project? Are these funds available now? If not, when will they be available?
Does your organization comply
with the Generally Accepted
Accounting Principles? (As
outlined in 2 CFR § 200)
Yes No
IV. PROPOSED PROJECT and PROJECT DETAILS
Name of proposed project
Project/Program address(es)
and/or Accessor’s Parcel
Number(s)
Please attach any maps, pictures, plans, or drawings under the attachments section at the end of
the application.
Yes, there are funds remaining on the following projects however, all the funds are on schedule with
commitment and expenditure deadlines:
Under construction - Anderson Hotel: $2M of ARPA from 2022. 100% drawn
Under construction - Toscano: $813,738 of CDBG from 2021 and $142,396 of T-29. Remaining retainer is
$48,370.40
Under construction - Shell Beach: $249,000 of HOME, $345,000 HOME ARP, $250,987 in T-29 from 2022.
Tony Navarro didnnt want us to draw the entire available amount, so there is $8,927.10 left to draw as
well as retainer of $41,628.40
Under construction - Morro Bay: $81,755 of CDBG and $7,216 of T29 from 2021 ⚶ retainer of $4,449.00
Closing soon - Orcutt Road: $936,986 of CDBG from 2023
Our submitted project pro forma identifies the expenses (including operation, maintenance costs, etc.) and
the revenues (from rent, subsidies, etc.). The major project sponsors require that the project cash flows
after debt service is paid. Once the project is built and leased up, the rent and subsidies will cover
operations and maintenance. In addition, the lender requires that reserves are set aside on a monthly
basis for capital projects over the life of the project.
Monterey Crossing Senior
Project Address: 1480 Monterey St. San Luis Obispo, CA
APN(s) 001-137-013
Page 58 of 94
2024 NOFA – Housing Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 5 OF 17
www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | SS_HomelessServices@co.slo.ca.us
Areas served City of Arroyo Grande City of Atascadero
City of Pismo Beach City of Paso Robles
City of Morro Bay City of Grover Beach
City of San Luis Obispo
Unincorporated community of
Number of proposed units
created or rehabilitated
For ACQUISITIONS, please
answer the following questions.
What is the proposed purchase
amount?
What is the anticipated escrow
closing date?
Will residential or commercial
occupants be displaced by the
project?
If yes, will it be temporary or
permanent? How long if
temporary?
9. Provide a brief narrative of the proposed project including projected outcomes. How would
you describe your project to the public in one paragraph?
10. Describe site and neighborhood standards including proximity to services, transportation,
and employment.
56 Created
$4,200,000 est. (total site is $8M split cost with other phase)
12/30/2024
No.
The Monterey Crossing Senior Apartments project consists of 56 100% affordable senior residential units,
including one manager’s unit. The 56 dwelling units are proposed in one five story elevator served
building. The project will feature an onsite community room and parking and secure bicycle storage. The
project will benefit from shared amenities from the adjacent 50-unit family affordable project and retail
space. The Senior affordable project will feature 30 studios and 26 one-bedroom units including an on-site
manager unit.
The project site is located in the northern portion of the City within a mixed-use neighborhood comprised
of single-family homes and commercial properties. The project site is accessible from Monterey St.
Residents will have access to transit options right along Monterey St. and the site is within walking distance
of numerous amenities including Grocery, Pharmacy, Parks, Library, Medical and Senior Services. The site
slopes uphill from Monterey St. with approximately 11’ of elevation difference. The project minimizes
potential impacts to and from adjacent properties by locating commercial activities and open space areas
towards Monterey Street and residential uses above the commercial towards the center of the property to
provide adequate separation from the existing single-family residences in the adjacent R-2 zoning district.
The vicinity is developed with a mix of commercial and residential uses that is conducive to a mixed-use
project at this location. The project’s proposed common area is located along Monterey Street, which is
oriented toward the commercial frontage, minimizing potential adverse impacts from non-residential
project noise to the adjacent residential neighborhood.
Page 59 of 94
2024 NOFA – Housing Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 6 OF 17
www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | SS_HomelessServices@co.slo.ca.us
11. What is the current zoning of the project site? Is the project site zoned correctly for the
proposed activity?
12. If the project is NOT zoned correctly for the proposed activity, provide an explanation of
efforts and a timetable to change the zoning or obtain a variance.
13. State whether or not the necessary permits have been issued. If a permit has not yet been
issued, indicate when the permit(s) will be applied for or issued.
The site is zoned C-R & C-R-S (Commercial Retail with a Special Considerations Overlay) . The project has
obtained all land use entitlements from the San Luis Obispo Planning Commission for a new 86,180
square foot mixed use project consisting of 56 senior affordable units and 50 family affordable units and
4,336 of commercial space and a three story parking garage and associated various exceptions,
concessions and development waivers.
N/A
The project has received its land use permits. The development team is processing construction
documents and anticipates submitting their initial building permit submittal in January 2024 and
anticipates building permit issuance by August 2024.
Page 60 of 94
2024 NOFA – Housing Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 7 OF 17
www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | SS_HomelessServices@co.slo.ca.us
14. Describe how the project will align with a (or multiple) Line(s) of Effort to support the San
Luis Obispo Countywide Plan to Address Homelessness (2022-2027).
Check any specific
population(s)
expected to be
served through this
project:
Multifamily
Age Restricted (including seniors)
Persons Experiencing Homelessness
Persons with Disabilities
Chronically Homeless
Veterans
Domestic Violence Survivors
Unaccompanied Youth (under 25 years of age)
15. Does the proposed project complement and collaborate with existing efforts in the county?
If so, please name partner agencies and how they will participate.
16. If the proposed project will serve households experiencing homelessness, describe how the
project will coordinate with other homeless service providers to connect individuals
experiencing homelessness and families to resources.
The project aligns with LOE 1, LOE 1(F)(8), and LOE 4(D)(3).
(LOE 1, LOE 1(F)(8)) - The project creates new affordable housing and proposes to use CDBG to support
affordable housing, while also leveraging tax credits.
(LOE 4(D)(3)) In addition, the City of San Luis Obispo can pool its CDBG with the County to speed up
housing development, and thus in this scenario provide local support to address our funding gap.
The proposed project will complement the county’s efforts by providing affordable housing to those that
meet the definition of low to moderate income. In our project’s case, developing new affordable housing
for seniors. The agencies that we collaborate with are a part of the Commission on Aging and include but
are not limited to SLO Health Agency, AmeriCorps Seniors, and Adult Services.
No homeless or at risk of homelessness units are tagged in this project at the date of this application.
Page 61 of 94
2024 NOFA – Housing Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 8 OF 17
www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | SS_HomelessServices@co.slo.ca.us
17. Will the project use a project specific waitlist or coordinated entry? Please describe.
18. Describe any consultation with local jurisdictions to gain support for the project. Describe
any support you have from local jurisdictions.
19. Describe how you will ensure that the proposed project is accessible to communities of
color which are disproportionately impacted by homelessness, particularly Black, Latinx,
Asian, Pacific Islander, and Native and Indigenous communities. If you have previously
received a grant to serve any of the affected communities, please provide a brief
description of those grant activities and the outcomes you achieved.
HASLO will use its waiting lists for the units. HASLO will verify the income, using third party documentation
acceptable to State HCD, CTCAC, and the County to select eligible tenants.
The City of San Luis Obispo fully supports the project and is actively working to find ways to provide
additional funding support. One of the ways includes the City pursuing the creation of a Prohousing
designation to support affordable housing projects in State funding applications like AHSC.
HASLO does not discriminate its tenants or potential tenants based on their personal characteristics and
protected classes. Our outreach is to all groups. And waiting lists are utilized in numerical order.
Page 62 of 94
2024 NOFA – Housing Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 9 OF 17
www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | SS_HomelessServices@co.slo.ca.us
Has an environmental review
been completed (CEQA and/or
NEPA)?
Yes – CEQA review complete
No – CEQA review not complete
Yes – NEPA review complete
No – NEPA review not complete
Has a Phase I or Phase II archeological/historical survey
been conducted at the project site? Yes No
Has a Phase I or Phase II environmental assessment been
conducted for the property?
Yes No N/A
20. List and describe any known hazards (e.g., asbestos, lead-based paint, storage tanks –
aboveground, underground). List “N/A” if not applicable.
Is the project on a property designated or been
determined to be potentially eligible for designation as a
local, state, or national historical site?
Yes No N/A
Are the building(s)/structure(s) located on a historic site
or within a local historic district? Yes No N/A
Is the project located within a 100-year flood plain? Yes No N/A
If YES to the question above, does your organization have
flood insurance? Yes No N/A
Will demolition be required? Yes No
Are there any existing buildings on the project property
that were constructed prior to 1978? Yes No
If YES to above, please answer the following questions:
Has an asbestos risk assessment report(s) been
prepared for the building(s)? Yes No
Has the building(s) been abated for asbestos? Yes No
Has a lead hazard risk assessment report(s) been
prepared for the building(s)? Yes No
Has the building(s) been abated for lead paint? Yes No
Will children occupy the building(s)? Yes No
IF CHILDREN WILL OCCUPY THE BUILDING, indicate
the age range of the children. If no children will
occupy the building, select N/A.
Age Range: _______________
N/A
If the project includes temporary or permanent
relocation of occupants, it is subject to the Uniform
Relocation Act (URA). Please indicate whether the URA is
applicable to your project.
Yes, I have read and understand this
requirement.
No, this requirement is not
applicable.
Based on the data including past uses which was gathered and reviewed during this Phase I ESA, Haro
Environmental identified past underground fuel tanks which wenre removed and remediation activities
which occurred onsite. Haro also completed some additional investigative soil and vapor sampling.
Page 63 of 94
2024 NOFA – Housing Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 10 OF 17
www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | SS_HomelessServices@co.slo.ca.us
21. Describe how the project will meet ADA and Section 504 standards for accessibility by the
disabled. Describe the methods, funding, and timetable to be utilized to address the
problems.
Section 504 (24 CFR Part 8) applies to new construction of multifamily housing with five or more units, or
substantial rehabilitation of multifamily housing projects that have 15 or more units.
22. Identify whether or not the site is owned or leased by the applicant. If optioned or owned
by another entity, provide their name and contact information.
V. HOME – if requesting HOME funds
Amount of HOME Funds Requested $______________________
Estimated number of HOME assisted units Units: __________
Identify all eligible activities that apply to
the proposed project.
Acquisition
Rehabilitation
Relocation
Demolition
Site Preparation (In anticipation of a HOME funded
project)
New Construction
Multi-Family
Single Family
This new construction project will be designed and constructed to adhere to all Section 504 and ADA
requirements. In addition, we will adhere to the provisions of California Building Code Chapter 11(B)
regarding accessibility to privately owned housing made available for public use by providing a minimum
of 10% of the units with mobility features, and a minimum of 4% of the units with communications
features. The project will be elevator served which all units being ADA adaptable.
The site is owned by the Housing Authority of San Luis Obispo.
Page 64 of 94
2024 NOFA – Housing Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 11 OF 17
www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | SS_HomelessServices@co.slo.ca.us
Please indicate the number and type of units CREATED
30% AMI HOME
Assisted Units
31% to 50%
AMI HOME
Assisted Units
51% to 80%
AMI HOME
Assisted Units
Unrestricted
Resident
Manager
Total
Zero-Bedroom
(Studio)
One-Bedroom
Two-Bedroom
Three-Bedroom
Total
For rehabilitation projects, please fill out both tables below. If your project does not include
rehabilitation, please skip.
Please indicate below the number and type of EXISTING units:
30% AMI HOME
Assisted Units
31% to 50%
AMI HOME
Assisted Units
51% to 80%
AMI HOME
Assisted Units
Unrestricted
Resident
Manager
Total
Zero-Bedroom
(Studio)
One-Bedroom
Two-Bedroom
Three-Bedroom
Total
Please indicate below the proposed number and type of units AFTER rehabilitation:
30% AMI HOME
Assisted Units
31% to 50%
AMI HOME
Assisted Units
51% to 80%
AMI HOME
Assisted Units
Unrestricted
Resident
Manager
Total
Zero-Bedroom
(Studio)
One-Bedroom
Two-Bedroom
Three-Bedroom
Total
Page 65 of 94
2024 NOFA – Housing Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 12 OF 17
www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | SS_HomelessServices@co.slo.ca.us
HOME Matching Funds (25% match required)
Sources:
$
$
$
$
$
$
$
$
Total $
VI. HOME-ARP – if requesting HOME ARP funds
Amount of HOME-ARP Funds Requested $______________________
Please indicate the number and type of units CREATED
30% AMI
HOME-ARP
Assisted Units
31% to 50%
AMI HOME-ARP
Assisted Units
51% to 80%
AMI HOME-ARP
Assisted Units
Unrestricted
Resident
Manager
Total
Zero-Bedroom
(Studio)
One-Bedroom
Two-Bedroom
Three-Bedroom
Total
Page 66 of 94
COUNTY OF SAN LUIS OBISPO
DEPARTMENT OF SOCIAL SERVICES
HOMELESS SERVICES DIVISION
2024 NOFA – Public Services Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 1 OF 12
www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | SS_HomelessServices@co.slo.ca.us
Please submit Application by email to SS_HomelessGrants@co.slo.ca.us . All submissions
must be made electronically, no paper applications will be accepted. Application must be
received no later than Sunday, November 5, 2023, at 9 pm.
I. PRIMARY APPLICANT INFORMATION (LEAD AGENCY)
Organization Name
Type of Organization Non-Profit For Profit Gov’t/Public Other:
UEI Number
Contact Person/Title
Finance Contact (if different)
Phone Number
Email
Address
City, State, Zip
Date of Incorporation
Is the organization faith-
based?Yes No
Annual Operating Budget
Number of Paid Staff
Number of Volunteers
II. FUNDING DETAILS
Please identify all funding
sources being requested:
Select all that apply; you will be
required to fill out additional
details for each source requested.
Community Development Block Grants (CDBG)
Emergency Solutions Grants (ESG)
Permanent Local Housing Allocation (PLHA)
HOME Investment Partnership Program (TBRA ONLY)
County General Funds Support (GFS)
Total Funding Requested $______________________
5CITIES HOMELESS COALITION
KR8JGGKBKEP9
Janna Nichols, Executive Director
805-574-1638
janna.nichols@5chc.org
P.O. Box 558 (100 S. 4th St)
Grover Beach, CA 93483
March 3, 2009
$6,406,867
35
150
407,358
Page 67 of 94
2024 NOFA – Public Services Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 2 OF 12
www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | SS_HomelessServices@co.slo.ca.us
III. APPLICANT CAPACITY
1. Describe the applicant’s history of receiving and managing grants from
County/State/Federal sources.
2. Briefly describe your organization’s auditing requirements, including those for the
proposed project. (As outlined in 2 CFR § 200.500)
3. Describe how the organization participates in HMIS, Coordinated Entry, and the San Luis
Obispo County Continuum of Care.
Currently 5CHC is contracted through 36 local, federal and state grants to provide more than $6 million in
services. Through multiple grant monitoring activities to review 5CHC program and expenditure
compliance for all local, state and federal grants, 5CHC has consistently received high praise for program
quality and outcomes; reporting; compliance; and timeliness; and has never received a significant finding
in an audit. Through CARES Act CV funds, 5CHC expended more than $5 Million in services and facility
development since 2021, including subcontracting with multiple other providers and ensuring their
compliance.
5CHC is timely in providing required reports and its billing process, meeting all required expenditure
deadlines. 5CHC's outcomes consistently exceed agreed upon program metrics. Please note the various
attachments we have included under section 10: policies, procedures, intake forms, file check lists,
outcomes and program reports.
The rules governing ESG require that 5CHC, as a subrecipient, comply with all applicable federal laws,
statutes, and regulations (which include but are not limited to the ESG Program Interim Rule (24 CFR Part
576) and the Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal
Awards (2 CFR Part 200). 5CHC annually engages and independent audit, and beginning in 2021-22 (due to
increased federally sourced income) underwent a more rigorous Single Audit (attached). 5CHC's Single
Audit for 2022-23 currently in process, and expected to be completed by Dec. 31, 2023.
5CHC has participated in HMIS since 2014 and has dedicated staff to this fulfill this activity in addition to
program staff. In the past year more than 5 5CHC staff members have worked with the County to assess
and invest in a new HMIS system, including the current implementation task force. The agency’s Executive
Director is currently serves on HSOC, and its committees and served on the steering committee for the
County's Homeless Services Strategic Plan and the County's HMIS Restructuring Steering Committee .
Beginning in 2019 5CHC joined with CAPSLO to participate in Coordinated Entry as a key intake partner.
Annually 5CHC has far exceeded the number of CE's completed per contract requirements. To date for the
current fiscal year (first 5 months), 5CHC has completed more than 200 CE intakes.
5CHC has also invested in the development of a secure document sharing system, ShareFile, to enable
inter-agency service coordination and referral to 5CHC's housing support programs.
Page 68 of 94
2024 NOFA – Public Services Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 3 OF 12
www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | SS_HomelessServices@co.slo.ca.us
4. Briefly describe your agency’s record keeping system with relevance to the proposed
project.
5. Describe the organization’s experience delivering related programs/projects.
6. Identify all budgeted funds for homelessness-related services and housing opportunities.
Include leveraged funding in the budget attachment to exhibit financial sustainability of the project beyond the
grant term if awarded.
Does your organization comply
with the Generally Accepted
Accounting Principles?
Yes No
IV. PROPOSED PROJECT and PROJECT DETAILS
Name of proposed
project
Project/Program
address(es)
5CHC employs a dedicated HMIS Data Manager to ensure quality compliance and track client outcomes.
This position is supported with three finance employees, including one charged with Grants Management
for accountability of expenses and fulfillment of grant commitments. The agency's Associate Director is
responsible for authorizing all funding requests and reporting on program outcomes. With each program
activity case managers report to a Program Manager for supervision and oversight; including client
eligibility and case file review . The agency's Executive Director is directly engaged in initial program
development, and efforts to provide services on a regional basis.
5Cities Homeless Coalition has successfully provided rapid re-housing and homeless prevention programs
since 2015. Through CARES Act CV funds, 5CHC will invested more than $900,000 last fiscal year in RRH
and HP activities. Currently 5CHC is under contract or has been awarded 13 local, state and federal grants
to provide RRH and HP services.
• Funds Requested (Amount and Source): ESG $151,945; HOME $81,531; GFS $81,549; CDBG – AG $13,095,
Atas $4,667, MB $3,500, PR, $16,333, PB $5,238, SLO $20,333, County $29,167
• Leveraged funds: 5CHC Match $151,945; $20,382.75; Additional Local Grants & Contributions $200,000
San Luis Obispo County Rapid Re-Housing/Homeless Prevention
100 S. 4th Street, Grover Beach, CA 93433
Page 69 of 94
2024 NOFA – Public Services Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 4 OF 12
www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | SS_HomelessServices@co.slo.ca.us
Areas served City of Arroyo Grande City of Atascadero
City of Pismo Beach City of Paso Robles
City of Morro Bay City of Grover Beach
City of San Luis Obispo Countywide
Unincorporated communities of
7. Provide a brief narrative of the proposed project including projected outcomes. How would
you describe your project to the public in one paragraph?
8. Is this effort new, continuing, or expanding? Please describe.
9. Describe how the project will align with the Lines of Effort to support the San Luis Obispo
Countywide Plan to Address Homelessness (2022-2027). List and describe as many that are
applicable.
Check any specific
population(s)
expected to be
served through this
project:
Adults with children
Adults without children
Elderly/Senior
Parenting Youth
Chronically Homeless
Veterans
Domestic Violence Survivors
Persons with Disabilities
Unaccompanied Youth (under 25 years of age)
Individuals with Co-occurring Disorders (Substance Use and Mental Health)
5CHC's Housing Program braids available funding sources and with multiple sources of funds, 5CHC is able
to target funds with differing eligibility criteria in order to maximize their use to serve those with the
highest needs and greatest number possible. 5CHC’s housing and stabilization services including landlord
cultivation,case management support, and subsistence payments for rent, application fees and deposits to
individuals, following a coordinated entry assessment and progressive engagement model. With these
activities we will work to quickly identify and resolve barriers to gaining or maintaining housing.
This is a continuing effort. 5CHC has been successfully administering Rapid Re-housing and Homeless
Prevention programs since 2015. 5CHC is currently under contract or has been awarded more than 10
local, state, and federal grants to provide RRH and HP services.
The proposed project directly supports the following Lines of Effort:
Line of Effort 2: Focus efforts to reduce or eliminate the barriers to housing stability for those experiencing
homelessness or at risk of homelessness, including prevention, diversion, supportive services, and housing
navigation efforts.
Line of Effort 3: Improve and expand data management efforts through HMIS and coordinated entry
system to strengthen data-driven operational guidance and strategic oversight.
5CHC actively participates in HMIS and Coordinated Entry and seeks to support efforts through accurate
and timely data collection to inform data-drive operation guidance and determine program success.
Page 70 of 94
2024 NOFA – Public Services Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 5 OF 12
www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | SS_HomelessServices@co.slo.ca.us
10. How does your program/service complement and collaborate with existing efforts in the
County? Describe how the program/project will increase capacity of services/housing for
persons experiencing homelessness and at-risk persons in the County.
11. Describe any consultation with local jurisdictions to gain support for the project. Describe
any support you have from local jurisdictions.
12. Name partner agencies as applicable and describe how they will be participating in the
delivery of the proposed activity.
5CHC Homeless Services program is integrated in the local Continuum of Care, focusing on collaboration
and strategic action. 5CHC is a key participant in the Coordinated Entry System receiving referrals
community partners throughout the compendium of services. Additionally, 5CHC staff participate in HSOC
at all levels and regularly participate in evidence-based trainings (Mental Health First Aid, etc.) 5CHC also
has a program of providing staff trainings monthly with other service professionals and partner agencies.
5CHC seeks to streamline services through collaborative work with service providers throughout the
County. By coordinating efforts and providing consistent services throughout the County, 5CHC ensures
the ability to maximize resources and prevent duplication of services and benefits.
While 5CHC did not secure letters of support for this application, each City in the County (with the
exception of Atascadero) has supported 5CHC RRH and HP activities through its CDBG allocation. In
addition the Cities in South County ()A.G., GB, and PB) each contribute through other grant or GF support.
5CHC engages with a broad spectrum of community partners to assist those needing housing
assistance. In particular 5CHC, ECHO and CAPSLO, as part of the coordinated entry system. However, with
the influx of COVID funding the last two years, 5CHC has built an even more extensive referral network
consisting over more than 10 partner agencies, including CAPSLO, ECHO, Transition Mental Health
Association, the Housing Authority of San Luis Obispo, Lumina Alliance, San Luis Obispo Legal Assistance
Foundation, and Family Resource Centers throughout the County. 5CHC has become the hub for Rapid
Re-housing and Homeless Prevention services, serving clients from San Miguel to Cambria to Nipomo with
the help of our partners. Agencies refer prospective clients to be screened for eligibility for for RRH/HP
assistance through 5CHC; this referral network has allowed us to maximize our resources, coordinate
efforts, and avoid duplication of services and benefits.
Page 71 of 94
2024 NOFA – Public Services Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 6 OF 12
www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | SS_HomelessServices@co.slo.ca.us
13. Describe how you will ensure that the proposed project is accessible to communities of
color which are disproportionately impacted by homelessness, particularly Black, Latinx,
Asian, Pacific Islander, and Native and Indigenous communities. If you have previously
received a grant to serve any of the affected communities, please provide a brief
description of those grant activities and the outcomes you achieved.
Indicate the predicted performance outcomes listed below.
If not applicable, mark N/A or zero.
Number of unsheltered persons to become sheltered:
Number of people experiencing homelessness to be entering permanent housing:
Number of people experiencing Chronic Homelessness served:
Number of persons At-Risk of Homelessness served:
Number of Unaccompanied Youth served:
Number of Youth At-Risk of Homelessness served:
Number of persons in families with children served:
Total:
Number of persons to be served by facility or program during
the program year:
V. CDBG – if requesting CDBG funds
Amount of CDBG Funds
Requested $______________________
Please indicate the amount
you are requesting for each
jurisdiction
Arroyo Grande $________________
Atascadero $________________
Morro Bay $________________
Paso Robles $________________
Pismo Beach $________________
San Luis Obispo $________________
County $________________
5CHC has a policy of promoting inclusiveness and diversity to enrich its programmatic effectiveness.
5CHC's has a strong record of collaborating across systems to identify and serve those most in need by
partnering with diverse community groups. 5CHC is a member of the Diversity Coalition San Luis Obispo
County. 5CHC is currently participating with the Central Coast Regional Equity Initiative, under the
leadership of the Community Foundation and the UCSB Blum Center. As an example, 5CHC partnered in
the 2020 Census, was a member of the County's COVID Task Force, and currently partners with
UndocuSupport fund - in each case joining a robust network of public and private agencies to reach these
same hard-to-reach populations. ).
N/A
40 HH
22 HH
62 HH
N/A
92,333
13,095
4,667
3,500
16,333
5,238
20,333
29,167
Page 72 of 94
2024 NOFA – Public Services Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 7 OF 12
www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | SS_HomelessServices@co.slo.ca.us
Estimated number of
unduplicated persons or
households to benefit from
CDBG funds
Persons: ________
Households: __________
Please select the national
objective that best applies to
the proposed project.
Low/Moderate Income
Urgent Need (e.g., after a natural disaster)
LOW/MODERATE INCOME
Select which criteria the
proposed project intends
to qualify under to meet the
Low/Moderate Income objective
Area Benefit
Low/Moderate Income Clientele
Limited Clientele
Housing
Jobs/Micro-Enterprises
N/A – Low Moderate Income NOT Selected
Identify all eligible activities
that apply to the proposed
project.
Public Services (General)
Operating Costs of Homeless/AIDS Patients Programs
Senior Services
Handicapped Services
Legal Services
Youth Services
Transportation Services
Substance Abuse Services
Services for Battered and Abused Spouses
Crime Awareness or Neighborhood Cleanups
Fair Housing Activities
Tenant/Landlord/Housing Counseling
Child Care Services
Health Services
Services for Abused and Neglected Children
Mental Health Services
Subsistence Payments, Homeless Assistance, Rental Housing
Subsidies or Security Deposits
Job Training and Job Placement Services
Assistance to microenterprises (technical assistance, business
support services, and other similar services to owners of
microenterprises or persons developing microenterprises)
14. Explain how the proposed project meets the selected National Objective.
37
16
Assistance will be provided to benefit a clientele who are generally presumed by HUD to be principally L/M
income persons - those who are homeless. This population is among those who are currently presumed
by HUD to be made up principally of L/M income persons: Reference: §570.208(a)(2)(i)(A)
Additionally, as some assistance will be provided to those of imminent threat of homelessness, 5CHC's
program additionally requires information on family size and income so that it is evident that at least 51%
of the clientele are persons whose family income does not exceed the L/M income limit. Reference:
§570.208(a)(2)(i)(B) and (C)
Page 73 of 94
2024 NOFA – Public Services Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 8 OF 12
www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | SS_HomelessServices@co.slo.ca.us
15. Will the services offered by your organization increase or expand as a result of CDBG
assistance? If yes, explain.
16. If your project serves any of the presumed benefit populations under the Low/Moderate
Income national objective, please describe how the project will directly benefit the
populations identified.
VI. ESG – if requesting ESG funds
Amount of ESG Funds
Requested $______________________
Identify all eligible activities and their amounts that apply to the proposed project
Emergency Shelter $________________ Approximate Persons Served: _____________
Street Outreach $________________ Approximate Persons Served: _____________
Rapid Re-Housing $________________ Approximate Persons Served: _____________
Homeless Prevention $________________ Approximate Persons Served: _____________
HMIS $________________
Based on our request of $92,333 compared to a current grant of $41,871; we anticipate serving not less
than 10 additional households. Our current contract calls for serving 6 households with $41,871. With the
$50,000 increase requested, we seek to provide assistance to not less than 16 households. That said, our
track record to maximize use of these funds has traditionally resulted in actual outcomes more than 30%
above goal. With these funds, we would seek to do the same, while ensuring that families housing is
stabilized and they have the resources to maintain their housing.
Through the Coordinated Entry assessment, clients are asked whether they are homeless, length of time
homeless, etc.
151,945
69,487 26
68,557 14
13,901
Page 74 of 94
2024 NOFA – Public Services Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 9 OF 12
www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | SS_HomelessServices@co.slo.ca.us
17. ESG Matching Funds (1:1 match required)
Sources:
$
$
$
$
$
$
$
$
Total $
VII. PLHA – if requesting PLHA funds
Amount of PLHA Funds
Requested $______________________
Estimated number of
unduplicated persons or
households to benefit from
PLHA funds
Persons: ________
Households: __________
Identify all eligible activities
that apply to the proposed
project.
Rapid Re-housing
Rental Assistance
Supportive/Case Management
Operating and Capital Costs for Navigation Centers
Operating and Capital Costs for Emergency Shelters
Operating and Capital Costs for New Construction, Rehabilitation,
and Preservation of Permanent and Transitional Housing
PRIVATE CASH DONATIONS 151,945
Page 75 of 94
2024 NOFA – Public Services Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 10 OF 12
www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | SS_HomelessServices@co.slo.ca.us
18. Describe all eligible activities that apply to the proposed project.
Must provide rapid rehousing, rental assistance, navigation centers, emergency shelter, and transitional housing
activities in a manner consistent with the Housing First practices described in 25 CCR, Section 8409, subdivision
(b)(1)-(6) and in compliance with WIC Section 8255(b)(8). An applicant allocated funds for the new construction,
rehabilitation, and preservation of permanent supportive housing shall incorporate the core components of
Housing First, as provided in WIC Section 8255, subdivision (b).
VIII. HOME – if requesting HOME funds (TBRA ONLY)
Amount of HOME Funds
Requested $______________________
Estimated number of
unduplicated persons or
households to benefit from
HOME funds
Persons: ________
Households: __________
Provide proposed funding amounts and approximate number of households to be served:
Rental Subsidy $________________ Approximate Persons Served: _____________
Utility Subsidy $________________ Approximate Persons Served: _____________
Security and Utility Deposits $________________ Approximate Persons Served: _____________
19. Please describe your organization’s client application, intake, and preliminary assessment
process.
Please provide a sample of client intake documents, as applicable, in the attachments section.
$81,531
32
14
40,526 16
41,005 16
5CHC is a member of the Coordinated Entry collaborative, a system utilized by Homeless Service Providers
throughout the County that provides a standardized intake assessment and referrals to ensure a more
consistent and streamlined experience for those seeking services. During this initial intake, clients
complete a comprehensive needs assessment, identify barriers to employment or housing, and develop
an immediate action plan. Additionally, this assessment provides an opportunity to identify what services
or resources a client is already connected to in an effort to reduce duplication of services. Clients are
screened for homeless status (homeless certification forms) and income eligibility.
Page 76 of 94
2024 NOFA – Public Services Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 11 OF 12
www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | SS_HomelessServices@co.slo.ca.us
20. Describe your organizational collaboration with other local organizations to assist TBRA
income eligible households.
HOME Matching Funds (25% match required)
Sources:
$
$
$
$
$
$
$
$
Total $
IX. GFS – if requesting GFS funds
Amount of GFS Funds
Requested $______________________
Estimated number of
unduplicated persons or
households to benefit from
GFS funds
Persons: ________
Households: __________
Identify all eligible activities
that apply to the proposed
project.
Emergency Shelters
Warming Centers
Safe Parking
Street Outreach
Essential Services for Persons Experiencing Homelessness
Tenant Based Rental Assistance (TBRA)
5CHC engages with a broad spectrum of community partners to provide housing assistance. In particular
5CHC, ECHO and CAPSLO, as part of the coordinated entry system. Additionally, 5CHC has built an even
more extensive referral network consisting over more than 10 partner agencies, including CAPSLO, ECHO,
Transition Mental Health Association, the Housing Authority of San Luis Obispo, Lumina Alliance, San Luis
Obispo Legal Assistance Foundation, and Family Resource Centers throughout the County. 5CHC has
become the hub for Rapid Re-housing and Homeless Prevention services, serving clients from San Miguel
to Cambria to Nipomo with the help of our partners. Agencies refer prospective clients to be screened for
eligibility for for RRH/HP assistance through 5CHC; this referral network has allowed us to maximize our
resources, coordinate efforts, and prevent duplication of services and benefits.
Private Cash Donations 20,382.75
81,549
32
14
Page 77 of 94
2024 NOFA – Public Services Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 12 OF 12
www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | SS_HomelessServices@co.slo.ca.us
21. Describe all eligible activities that apply to the proposed project.
X. Attachments
Attachment A – Budget, Leveraged-Funds, and Budget Narrative (Required)
Please attach a Budget and Budget Narrative for the project for which you are applying. The budget narrative
should include FTEs to be provided. Please include the value of any matching funding.
Attachment B – Timeline (Required)
Attach a timeline for key steps of project implementation.
Attachment C - Most Recent Audit (Required)
Attachment D - Proof of Active SAM.gov Registration (Required)
Attachment E – Incorporation Documents (Required)
Attachment F – CDBG Acknowledgements (Required if Applicable)
Attachment G – Organization Mission Statement (Required)
Attachment H – Match Certification Letter (if applicable)
1:1 match required for ESG; 25% match required for HOME TBRA
Attachment I – Client Intake Forms (if applicable)
Attachment J – Letters of Support (Optional)
Please attach any letters of support or commitment from local governments or community partners.
Attachment K – Supplemental Answers to Questions (Optional)
If you need more room to answer any of the application questions, please attach additional information here.
Include the question number for each question being answered.
For other additional or optional attachments, please label them clearly (e.g. Attachment L – “Title”).
XI. APPLICATION SUBMISSION:
Applications and accompanying documents are due to Homeless Services Division, Department of
Social Services by 9:00 pm on November 5, 2023.
Electronic Copy – email to SS_HomelessGrants@co.slo.ca.us
Subject line: 2024 NOFA Public Services Application – (Applicant Name)
5CHC seeks to administer TBRA funds to eligible residents throughout SLO County. 5CHC has administered
homeless prevention programs, including subsistence payments and rental subsidies for many years.
However, in recent years, rising rental costs have impacted local residents that are median wage earners.
5CHC is no longer just seeing extremely low income households seeking assistance and served through
ESG HP, but rather low-moderate wage earners are seeking our assistance daily. It is vital we are able to
provide quick and early intervention to these households; the majority are able to stabilize within 3
months of TBRA assistance.
Page 78 of 94
COUNTY OF SAN LUIS OBISPO
DEPARTMENT OF SOCIAL SERVICES
HOMELESS SERVICES DIVISION
2024 NOFA – Public Services Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 1 OF 12
www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | SS_HomelessServices@co.slo.ca.us
Please submit Application by email to SS_HomelessGrants@co.slo.ca.us . All submissions
must be made electronically, no paper applications will be accepted. Application must be
received no later than Sunday, November 5, 2023, at 9 pm.
I. PRIMARY APPLICANT INFORMATION (LEAD AGENCY)
Organization Name
Type of Organization Non-Profit For Profit Gov’t/Public Other:
UEI Number
Contact Person/Title
Finance Contact (if different)
Phone Number
Email
Address
City, State, Zip
Date of Incorporation
Is the organization faith-
based?Yes No
Annual Operating Budget
Number of Paid Staff
Number of Volunteers
II. FUNDING DETAILS
Please identify all funding
sources being requested:
Select all that apply; you will be
required to fill out additional
details for each source requested.
Community Development Block Grants (CDBG)
Emergency Solutions Grants (ESG)
Permanent Local Housing Allocation (PLHA)
HOME Investment Partnership Program (TBRA ONLY)
County General Funds Support (GFS)
Total Funding Requested $______________________
Community Action Partnership of San Luis Obispo County, Inc.
95-2410253
Elizabeth "Biz" Steinberg, Chief Executive Officer
Joan Limov, Chief Financial Officer
805-544-4355
esteinberg@capslo.org
1030 Southwood Drive
San Luis Obispo, CA 93401
December 9, 1965
101,736,376
950
216
819,985
Page 79 of 94
2024 NOFA – Public Services Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 2 OF 12
www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | SS_HomelessServices@co.slo.ca.us
III. APPLICANT CAPACITY
1. Describe the applicant’s history of receiving and managing grants from
County/State/Federal sources.
2. Briefly describe your organization’s auditing requirements, including those for the
proposed project. (As outlined in 2 CFR § 200.500)
3. Describe how the organization participates in HMIS, Coordinated Entry, and the San Luis
Obispo County Continuum of Care.
In addition to the majority of the agency's funding through the federal Office of Head Start, CAPSLO has
long history of receiving and managing grants to address unmet needs for the homeless. It has annually
received the following County of SLO grants: CDBG since 2002, ESG funding since 2004, General Fund since
2012, and more recently Coordinated Entry, CESH, and PLHA grants.
As the county's designated Community Action Agency, CAPSLO receives State funding through the
Community Services Block Grant from the CA Community Services District.
In 2017, CAPSLO was awarded a federal Substance Abuse and Mental Health Services Administration
(SAMHSA) grant for providing services to dual-diagnosed, chronically homeless individuals in its SLO-Hub
program, one of only 20 grants awarded nationally and was cited as a national “best practice” by SAMHSA.
CAPSLO undergoes an agency-wide, rigorous audit process annually by the firm of Brown Armstrong
Certified Public Accountants. The process includes inquiry and observation to understand and evaluate
CAPSLO’s internal controls, confirmations, interim testing and compliance audits, and substantive
procedural analysis. Critical audit areas include compliance with federal and state awards, expenses for
program and support services, accounts payable and accrued liabilities, program revenue and unearned
deferred revenue, cash, property and equipment, and long-term debt.
A summary of the audit is formally presented by Brown Armstrong to both the Audit and Finance
Committees of the Board, as well as the full Board of Directors and senior management. Additionally,
CAPSLO Homeless Services participates in County of San Luis Obispo CDBG and other HUD program
reviews and desk audits as required.
CAPSLO has participated in HMIS since its inception, often taking a leadership role in assisting other
agencies as they have joined in recent years. Each agency currently has a license for operation and trained
program staff. In 2023, CAPSLO, in partnership with SLO County CoC, transitioned all Coordinated Entry
System (CES) activities from the CAPLSO internal database (ClientTrack) to the SLO CoC HMIS system.
CAPSLO is the current Management Entity for the SLO CoC CES, and has served as the Management Entity
since 2016.
In 2023 CAPSLO, in partnership with SLO CoC and the other two agencies in CES (5CHC & ECHO)
committed to a universal intake process to better serve clients and improve data entry standards.
CAPSLO began taking on CES matching in 2023, providing structure, accountability, and clarity to the
housing process in SLO CoC's CES. CAPSLO is committed to the newly formed Ad Hoc Committee. The
Director of Homeless Services at CAPSLO is serving as the chair of this committee and as Chair of the
Services HSOC committee.
Page 80 of 94
2024 NOFA – Public Services Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 3 OF 12
www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | SS_HomelessServices@co.slo.ca.us
4. Briefly describe your agency’s record keeping system with relevance to the proposed
project.
5. Describe the organization’s experience delivering related programs/projects.
6. Identify all budgeted funds for homelessness-related services and housing opportunities.
Include leveraged funding in the budget attachment to exhibit financial sustainability of the project beyond the
grant term if awarded.
Does your organization comply
with the Generally Accepted
Accounting Principles?
Yes No
IV. PROPOSED PROJECT and PROJECT DETAILS
Name of proposed
project
Project/Program
address(es)
CAPSLO participates in the County’s Homeless Management Information System (HMIS) as required, and
also utilizes its own database, Client Track, to collect client data that does not require HMIS entry, such as
the CenCal-funded Recuperative Care Programming, and to keep and store client files that include
demographic data (race/ethnicity, gender, age, disability and military status), family information
(household size and income), attendance, services accessed, individual daily client activities and incidents,
services provided, meals, and referrals.
CAPSLO has taken the lead in pioneering many collaborative and innovative projects to address unmet
needs for the homeless, and is the lead agency in the Coordinated Entry and CESH programs, working in
collaboration other agencies. In 2016, it initiated the Recuperative Care Program, providing respite care
and medical case management for medically fragile homeless individuals released from local hospitals.
CAPSLO has expanded its programing to meet the needs of the county, and expanded its outreach teams
from one staff in 2021 to six staff in 2023. CAPSLO operates one of the largest homeless services team in
the county and the largest sheltering program in the SLO CoC since 2018.
Approximately half of CAPSLO Homeless Services' $2 million 2023 budget is received from various local
government grants; the remainder is private donations, Friends of 40 Prado fundraising, and corporate
giving. A $5 million grant from the Day One Foundation in 2022 is restricted for housing families, who
comprise only 20% of all shelter clients, leaving a gap for shelter operations. CAPSLO still struggles with
sustaining the growing operations of the 40 Prado Homeless Services Center. With an increase in
homelessness, foundational, continuing, local government funding only meets 50% of operational
expenses. Donor fatigue and donor competition for homeless services are causing other private sources of
revenue, such as Friends of 40 Prado fundraising, to decrease.
Prado Homeless Services Center
40 Prado Rd. San Luis Obispo, CA 93401
Page 81 of 94
2024 NOFA – Public Services Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 4 OF 12
www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | SS_HomelessServices@co.slo.ca.us
Areas served City of Arroyo Grande City of Atascadero
City of Pismo Beach City of Paso Robles
City of Morro Bay City of Grover Beach
City of San Luis Obispo Countywide
Unincorporated communities of
7. Provide a brief narrative of the proposed project including projected outcomes. How would
you describe your project to the public in one paragraph?
8. Is this effort new, continuing, or expanding? Please describe.
9. Describe how the project will align with the Lines of Effort to support the San Luis Obispo
Countywide Plan to Address Homelessness (2022-2027). List and describe as many that are
applicable.
Check any specific
population(s)
expected to be
served through this
project:
Adults with children
Adults without children
Elderly/Senior
Parenting Youth
Chronically Homeless
Veterans
Domestic Violence Survivors
Persons with Disabilities
Unaccompanied Youth (under 25 years of age)
Individuals with Co-occurring Disorders (Substance Use and Mental Health)
The Prado Homeless Services Center (Prado HSC) in San Luis Obispo offers an access center and
emergency shelter services, meals, showers, health screenings at the CHC on-site clinic, services to dual-
diagnosed individuals, recuperative care for those recently released from the hospital, animal kennels, a
community garden, laundry, internet access, and a mail and message center to facilitate job and housing
searches. Case managers and staff assist clients in creating individualized plans with set goals and
objectives to obtain housing and self-sufficiency.
The effort is both continuing and expanding with a new approach. Please see Attachment K, Supplemental
Answers.
The activities and services of the Prado Homeless Services Center align with all six Lines of Effort to
support the Countywide Plan to Address Homelessness (2022-2027). Please see Attachment K,
Supplemental Answers, CAPSLO Lines of Effort Alignment.
Page 82 of 94
2024 NOFA – Public Services Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 5 OF 12
www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | SS_HomelessServices@co.slo.ca.us
10. How does your program/service complement and collaborate with existing efforts in the
County? Describe how the program/project will increase capacity of services/housing for
persons experiencing homelessness and at-risk persons in the County.
11. Describe any consultation with local jurisdictions to gain support for the project. Describe
any support you have from local jurisdictions.
12. Name partner agencies as applicable and describe how they will be participating in the
delivery of the proposed activity.
CAPSLO has a long-standing tradition of partnering with organizations to enhance, not duplicate, services.
With the commitment to providing participants with easier access to care, CAPSLO has worked diligently to
collaborate with service providers to bring necessary services on-site. As previously noted, CAPSLO is the
Lead Agency in Coordinated Entry and frequently contracts with ECHO, SLOLAF and 5CHC. CAPSLO's
commitment to and role within CES has allowed it to align programming changes with the strategic goals
of the SLO CoC. Specifically, CAPSLO created a universal intake process in HMIS for CES and has increased
its CES enrollments by over 100% in the first half of the CES grant year. More specifically to this proposed
program, CAPSLO operates the largest shelter program in SLO County, frequently providing shelter for
130-150 households through hoteling, shelter beds at Prado HSC, and the Overflow and Warming Center
Programs. Without proper funding, this critical resource will not be able to continue to operate at capacity
and will increase the amount of households experiencing unsheltered homelessness in SLO CoC.
CAPSLO Homeless Services Division works with the Cities of Pismo Beach and San Luis Obispo to support
their efforts in addressing homelessness. Currently, the City of Pismo Beach funds a small grant to support
general operations at the Prado Homeless Services Center. The City of San Luis Obispo, in addition to its
CDBG allocation, also supports homeless services operations through its General Fund for Safe Parking
and Warming Center, as well as homeless prevention through the Human Relation Commission's
Grants-in-Aid. The Downtown SLO Association funds a part-time homeless services outreach worker to
cover the downtown corridor.
In addition to THMA and HASLO, CAPSLO refers appropriate clients to other organizations for support
services, including Food Bank, HomeShare SLO, Los Osos Cares, Paso Cares, the SLO Legal Assistance
Foundation, SLO Bangers, Asset Support Network, Community Counseling Center, Community Health
Centers, CenCal Health, County Departments of DSS, Behavioral Health, and Drug and Alcohol Services,
and Family Resource Centers throughout the county.
CAPSLO also works closely with the county-wide Community Action Teams (CAT), and in particular, the SLO
City CAT, that has provided tremendous assistance in helping individuals divert back to their family when
appropriate. Adult Protective Services has also played a vital role in personally accompanying frail
individuals back to their homes if needed, in order to ensure a safe and smooth transition. CAPSLO staff
identify the best options for the most complicated and challenging situations presented and most often
this includes extensive partnerships with other organizations.
Page 83 of 94
2024 NOFA – Public Services Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 6 OF 12
www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | SS_HomelessServices@co.slo.ca.us
13. Describe how you will ensure that the proposed project is accessible to communities of
color which are disproportionately impacted by homelessness, particularly Black, Latinx,
Asian, Pacific Islander, and Native and Indigenous communities. If you have previously
received a grant to serve any of the affected communities, please provide a brief
description of those grant activities and the outcomes you achieved.
Indicate the predicted performance outcomes listed below.
If not applicable, mark N/A or zero.
Number of unsheltered persons to become sheltered:
Number of people experiencing homelessness to be entering permanent housing:
Number of people experiencing Chronic Homelessness served:
Number of persons At-Risk of Homelessness served:
Number of Unaccompanied Youth served:
Number of Youth At-Risk of Homelessness served:
Number of persons in families with children served:
Total:
Number of persons to be served by facility or program during
the program year:
V. CDBG – if requesting CDBG funds
Amount of CDBG Funds
Requested $______________________
Please indicate the amount
you are requesting for each
jurisdiction
Arroyo Grande $________________
Atascadero $________________
Morro Bay $________________
Paso Robles $________________
Pismo Beach $________________
San Luis Obispo $________________
County $________________
From its beginnings at a Nipomo Head Start Center in 1965, CAPSLO has championed cultural competency
with policies, procedures and staff in place to work with clients that speak different languages and have
cultural practices different from the majority population. More than half of agency staff are
Hispanic/Latinx, many of whom are bilingual, and 70% of CAPSLO clients are Latinx. CAPSLO’s board of
directors and board committees reflect the racial and ethnic population of the community it serves.
The Homeless Services Division serves disproportionately impacted communities at or exceeding the
county's Census count, and utilizes bilingual staff and agency translation services to address disparities in
languages and culture.
500
60
220
80
10
20
160
1050
700
170,035
0
0
0
0
0
85,000
85,000
Page 84 of 94
2024 NOFA – Public Services Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 7 OF 12
www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | SS_HomelessServices@co.slo.ca.us
Estimated number of
unduplicated persons or
households to benefit from
CDBG funds
Persons: ________
Households: __________
Please select the national
objective that best applies to
the proposed project.
Low/Moderate Income
Urgent Need (e.g., after a natural disaster)
LOW/MODERATE INCOME
Select which criteria the
proposed project intends
to qualify under to meet the
Low/Moderate Income objective
Area Benefit
Low/Moderate Income Clientele
Limited Clientele
Housing
Jobs/Micro-Enterprises
N/A – Low Moderate Income NOT Selected
Identify all eligible activities
that apply to the proposed
project.
Public Services (General)
Operating Costs of Homeless/AIDS Patients Programs
Senior Services
Handicapped Services
Legal Services
Youth Services
Transportation Services
Substance Abuse Services
Services for Battered and Abused Spouses
Crime Awareness or Neighborhood Cleanups
Fair Housing Activities
Tenant/Landlord/Housing Counseling
Child Care Services
Health Services
Services for Abused and Neglected Children
Mental Health Services
Subsistence Payments, Homeless Assistance, Rental Housing
Subsidies or Security Deposits
Job Training and Job Placement Services
Assistance to microenterprises (technical assistance, business
support services, and other similar services to owners of
microenterprises or persons developing microenterprises)
14. Explain how the proposed project meets the selected National Objective.
800
N/A
The proposed project meets the National Objective because 100% of the beneficiaries of the proposed
activities will be Low/Moderate income persons. The specific group of persons the proposed project will
serve are homeless persons. CAPSLO requests documentation of family/individual income for clients of
the 40 Prado Homeless Services Center. This meets the CDBG primary National Objective, since more than
70% of funds received will be expended on activities that benefit Low/Moderate income clients.
Page 85 of 94
2024 NOFA – Public Services Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 8 OF 12
www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | SS_HomelessServices@co.slo.ca.us
15. Will the services offered by your organization increase or expand as a result of CDBG
assistance? If yes, explain.
16. If your project serves any of the presumed benefit populations under the Low/Moderate
Income national objective, please describe how the project will directly benefit the
populations identified.
VI. ESG – if requesting ESG funds
Amount of ESG Funds
Requested $______________________
Identify all eligible activities and their amounts that apply to the proposed project
Emergency Shelter $________________ Approximate Persons Served: _____________
Street Outreach $________________ Approximate Persons Served: _____________
Rapid Re-Housing $________________ Approximate Persons Served: _____________
Homeless Prevention $________________ Approximate Persons Served: _____________
HMIS $________________
Services will expand as a result of CDBG funding. A nutritious hot dinner and full breakfast is served 365
days per year at the Prado HSC, while daily lunch is provided by the volunteers at People's Kitchen, with
support from CAPSLO kitchen staff. Several attempts were made at organizing volunteers to provide the
dinner meal. However, even the same organizations that contribute to People's Kitchen came up short on
volunteers for dinner, citing the volunteers' own family dinner preparation or conflicts leaving work before
5 pm to get to the shelter. Many times scheduled volunteers failed to show, causing CAPSLO to purchase
dinner, such as pizza, at the last minute. Over time, the costs of depending on volunteers outweighed the
costs of hiring cooks and purchasing bulk food and receiving bulk donations from Food Bank. CAPLSO
currently is serving over 300 meals on a daily basis and fully anticipates that need to grow over the next
year. CAPSLO is requesting funding to expand the kitchen staff that support the meals served 365 days per
year. Funding will cover 2 full-time cooks and 1 full time kitchen supervisor, plus fringe.
The Prado Homeless Services Center directly benefits low-income and very low-income populations who
are homeless by providing shelter, providing basic needs such as showers and meals, and engaging them
in a partnership with community outreach programs to set them on a path to housing. CAPSLO's system of
diversion and case management ensures that homeless individuals across the county are connected to
social security benefits, physical and behavioral health care, community resources, available employment
training and workforce development programs, and other supportive services that promote long-term
health and housing stability.
100,000
100,000 500
00
00
00
0
Page 86 of 94
2024 NOFA – Public Services Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 9 OF 12
www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | SS_HomelessServices@co.slo.ca.us
17. ESG Matching Funds (1:1 match required)
Sources:
$
$
$
$
$
$
$
$
Total $
VII. PLHA – if requesting PLHA funds
Amount of PLHA Funds
Requested $______________________
Estimated number of
unduplicated persons or
households to benefit from
PLHA funds
Persons: ________
Households: __________
Identify all eligible activities
that apply to the proposed
project.
Rapid Re-housing
Rental Assistance
Supportive/Case Management
Operating and Capital Costs for Navigation Centers
Operating and Capital Costs for Emergency Shelters
Operating and Capital Costs for New Construction, Rehabilitation,
and Preservation of Permanent and Transitional Housing
Donations, Fundraising, and Foundation contributions 100,000
100,000
249,950
730
N/A
Page 87 of 94
2024 NOFA – Public Services Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 10 OF 12
www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | SS_HomelessServices@co.slo.ca.us
18. Describe all eligible activities that apply to the proposed project.
Must provide rapid rehousing, rental assistance, navigation centers, emergency shelter, and transitional housing
activities in a manner consistent with the Housing First practices described in 25 CCR, Section 8409, subdivision
(b)(1)-(6) and in compliance with WIC Section 8255(b)(8). An applicant allocated funds for the new construction,
rehabilitation, and preservation of permanent supportive housing shall incorporate the core components of
Housing First, as provided in WIC Section 8255, subdivision (b).
VIII. HOME – if requesting HOME funds (TBRA ONLY)
Amount of HOME Funds
Requested $______________________
Estimated number of
unduplicated persons or
households to benefit from
HOME funds
Persons: ________
Households: __________
Provide proposed funding amounts and approximate number of households to be served:
Rental Subsidy $________________ Approximate Persons Served: _____________
Utility Subsidy $________________ Approximate Persons Served: _____________
Security and Utility Deposits $________________ Approximate Persons Served: _____________
19. Please describe your organization’s client application, intake, and preliminary assessment
process.
Please provide a sample of client intake documents, as applicable, in the attachments section.
Emergency Shelter and Supportive Case Management - PLHA funding totaling $171,435 will support 3.45
FTE and fringe of Homeless Services Workers who will work work with clients on their Individual Housing
Plans and prepare them and their paperwork to enter case management. PLHA funding will also cover .8
FTE of a Case Manager's salary and fringe, who will ensure that shelter participants are working on and
meeting their goals, and connecting them to wraparound services. Funding will also support .10 FTE of the
Homeless Services Director salary and fringe, who will supervise both the Homeless Services Worker and
the Case Manager.
Rental Assistance - $60,000 of PLHA funding will be allocated to client housing support, usually in the form
of security deposits, and/or first month's rent. These funds are paid directly to the landlord by CAPSLO.
N/A
N/A
N/A
0N/A
0N/A
0N/A
N/A
Page 88 of 94
2024 NOFA – Public Services Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 11 OF 12
www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | SS_HomelessServices@co.slo.ca.us
20. Describe your organizational collaboration with other local organizations to assist TBRA
income eligible households.
HOME Matching Funds (25% match required)
Sources:
$
$
$
$
$
$
$
$
Total $
IX. GFS – if requesting GFS funds
Amount of GFS Funds
Requested $______________________
Estimated number of
unduplicated persons or
households to benefit from
GFS funds
Persons: ________
Households: __________
Identify all eligible activities
that apply to the proposed
project.
Emergency Shelters
Warming Centers
Safe Parking
Street Outreach
Essential Services for Persons Experiencing Homelessness
Tenant Based Rental Assistance (TBRA)
N/A
N/A 0
0
300,000
700
N/A
Page 89 of 94
2024 NOFA – Public Services Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 12 OF 12
www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | SS_HomelessServices@co.slo.ca.us
21. Describe all eligible activities that apply to the proposed project.
X. Attachments
Attachment A – Budget, Leveraged-Funds, and Budget Narrative (Required)
Please attach a Budget and Budget Narrative for the project for which you are applying. The budget narrative
should include FTEs to be provided. Please include the value of any matching funding.
Attachment B – Timeline (Required)
Attach a timeline for key steps of project implementation.
Attachment C - Most Recent Audit (Required)
Attachment D - Proof of Active SAM.gov Registration (Required)
Attachment E – Incorporation Documents (Required)
Attachment F – CDBG Acknowledgements (Required if Applicable)
Attachment G – Organization Mission Statement (Required)
Attachment H – Match Certification Letter (if applicable)
1:1 match required for ESG; 25% match required for HOME TBRA
Attachment I – Client Intake Forms (if applicable)
Attachment J – Letters of Support (Optional)
Please attach any letters of support or commitment from local governments or community partners.
Attachment K – Supplemental Answers to Questions (Optional)
If you need more room to answer any of the application questions, please attach additional information here.
Include the question number for each question being answered.
For other additional or optional attachments, please label them clearly (e.g. Attachment L – “Title”).
XI. APPLICATION SUBMISSION:
Applications and accompanying documents are due to Homeless Services Division, Department of
Social Services by 9:00 pm on November 5, 2023.
Electronic Copy – email to SS_HomelessGrants@co.slo.ca.us
Subject line: 2024 NOFA Public Services Application – (Applicant Name)
Activities funded by GFS will be shelter staff positions to support the Warming Center and Safe Parking.
The Warming Center operated 60 nights last year during inclement weather, a significant increase from the
prior year. The Prado HSC operates well over capacity every night, with at least 15 cots added to the dining
room to accommodate participants. During the winter months, that dining room overflow expands to
40-50 cots. Increasing the number of participants increases the need for Homeless Shelter Workers, who
also oversee the Safe Parking sites.
Page 90 of 94
COUNTY OF SAN LUIS OBISPO
DEPARTMENT OF SOCIAL SERVICES
HOMELESS SERVICES DIVISION
2024 NOFA – Administrative
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 1 OF 2
www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | SS_HomelessServices@co.slo.ca.us
Please submit Application by email to SS_HomelessGrants@co.slo.ca.us. All submissions
must be made electronically, no paper applications will be accepted. Application must be
received no later than Sunday, November 5, 2023, at 9 pm.
I. PRIMARY APPLICANT INFORMATION (LEAD AGENCY)
Organization Name
Type of Organization Non-Profit For Profit Gov’t/Public Other:
UEI Number
Contact Person/Title
Finance Contact (if different)
Phone Number
Email
Address
City, State, Zip
Date of Incorporation
Is the organization faith-
based?Yes No
Annual Operating Budget
Number of Paid Staff
Number of Volunteers
II. FUNDING DETAILS
Please identify all funding
sources being requested:
CDBG is the only eligible funding
for Administrative
Community Development Block Grants (CDBG)
Total Funding Requested $______________________
City of San Luis Obispo
VCUGK243NQ71
Owen Goode, Assistant Planner
Emily Jackson, Finance Director
(805) 781-7576
ogoode@slocity.org
919 Palm Street
San Luis Obispo, CA, 93401
1/1/1856
$91,992,693
425+
350+
6,367.20
Page 91 of 94
2024 NOFA – Administrative Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 2 OF 2
www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | SS_HomelessServices@co.slo.ca.us
III. PROPOSED PROJECT
Check one box
corresponding to your
proposed project:
Administration (24 CFR 570.206)
Planning and Capacity Building (24 CFR 570.205)
1. Provide a brief narrative of the proposed project and how funds will be used for
administration or planning and capacity building.
IV. Attachments
Attachment A - Most Recent Audit (Required)
Attachment B - Proof of Active SAM.gov Registration (Required)
Attachment C – CDBG Acknowledgements (Required)
For other additional or optional attachments, please label them clearly (e.g. Attachment D – “Title”).
V. APPLICATION SUBMISSION:
Applications and accompanying documents are due to Homeless Services Division, Department of
Social Services by 9:00 pm on November 5, 2023.
Electronic Copy – email to SS_HomelessGrants@co.slo.ca.us
Subject line: 2024 NOFA Admin Application – (Applicant Name)
Staff will use CDBG funds for Program Administrative Costs as allowed under § 570.206 of Title 24. Staff
will use the method of monitoring the pro rata share of the salary, wages, and related costs of each person
whose job includes any program administration assignments. Assignments included in this application
include but may not be limited to the following: Providing local officials and citizens with information
about the program; Preparing program budgets and schedules, and amendments thereto; Developing
systems for assuring compliance with program requirements; Developing interagency agreements and
agreements with subrecipients and contractors to carry out program activities; Monitoring program
activities for progress and compliance with program requirements; Preparing reports and other
documents related to the program for submission to HUD; Coordinating the resolution of audit and
monitoring findings; Evaluating program results against stated objectives; and Managing or supervising
persons whose primary responsibilities with regard to the program include such assignments.
Page 92 of 94
COUNTY OF SAN LUIS OBISPO
DEPARTMENT OF SOCIAL SERVICES
HOMELESS SERVICES DIVISION
2024 NOFA – Administrative
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 1 OF 2
www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | SS_HomelessServices@co.slo.ca.us
Please submit Application by email to SS_HomelessGrants@co.slo.ca.us. All submissions
must be made electronically, no paper applications will be accepted. Application must be
received no later than Sunday, November 5, 2023, at 9 pm.
I. PRIMARY APPLICANT INFORMATION (LEAD AGENCY)
Organization Name
Type of Organization Non-Profit For Profit Gov’t/Public Other:
UEI Number
Contact Person/Title
Finance Contact (if different)
Phone Number
Email
Address
City, State, Zip
Date of Incorporation
Is the organization faith-
based?Yes No
Annual Operating Budget
Number of Paid Staff
Number of Volunteers
II. FUNDING DETAILS
Please identify all funding
sources being requested:
CDBG is the only eligible funding
for Administrative
Community Development Block Grants (CDBG)
Total Funding Requested $______________________
City of San Luis Obispo
VCUGK243NQ71
Owen Goode, Assistant Planner
Emily Jackson, Finance Director
(805) 781-7576
ogoode@slocity.org
919 Palm Street
San Luis Obispo, CA, 93401
1/1/1856
$91,992,693
425+
350+
25,468.80
Page 93 of 94
2024 NOFA – Administrative Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 2 OF 2
www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | SS_HomelessServices@co.slo.ca.us
III. PROPOSED PROJECT
Check one box
corresponding to your
proposed project:
Administration (24 CFR 570.206)
Planning and Capacity Building (24 CFR 570.205)
1. Provide a brief narrative of the proposed project and how funds will be used for
administration or planning and capacity building.
IV. Attachments
Attachment A - Most Recent Audit (Required)
Attachment B - Proof of Active SAM.gov Registration (Required)
Attachment C – CDBG Acknowledgements (Required)
For other additional or optional attachments, please label them clearly (e.g. Attachment D – “Title”).
V. APPLICATION SUBMISSION:
Applications and accompanying documents are due to Homeless Services Division, Department of
Social Services by 9:00 pm on November 5, 2023.
Electronic Copy – email to SS_HomelessGrants@co.slo.ca.us
Subject line: 2024 NOFA Admin Application – (Applicant Name)
Under this application, staff will continue to implement Program 1.7 from the 6th Cycle Housing Element
which directly benefits homeless and low-income individuals by continuing to support local and regional
solutions to homelessness by funding supportive programs, services, and housing solutions. Staff will also
continue to implement Program 8.11 from the Housing Element which requires the City's Housing Policies
and Programs team to continue to provide resources that support local and regional solutions to meet the
needs of homeless. Staff will also continue to support, jointly with other agencies, shelters and programs,
for the homeless and displaced individuals. These policies are specifically implemented through the City's
Homelessness Response Strategic Plan adopted by City Council in 2023.
Page 94 of 94