HomeMy WebLinkAboutItem 4b. DEI Strategic Plan Recommendation to City Council 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.
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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
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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
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All images in this document are courtesy of the City of San Luis Obispo.
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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
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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.
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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
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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
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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.
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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.
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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,
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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
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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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
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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.
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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
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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%
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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
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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.
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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.
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