HomeMy WebLinkAboutItem 7a. Adoption of the Diversity, Equity, and Inclusion Strategic Plan Item 7a
Department: Administration
Cost Center: 1010
For Agenda of: 2/20/2023
Placement: Business
Estimated Time: 60 minutes
FROM: Greg Hermann, Deputy City Manager
Prepared By: Nestor Veloz-Passalacqua, Diversity, Equity, & Inclusion Manager
SUBJECT: ADOPTION OF THE DIVERSITY, EQUITY, & INCLUSION STRATEGIC
PLAN
RECOMMENDATION
Adopt the Diversity, Equity, and Inclusion Strategic Plan , as recommended by the Human
Relations Commission.
POLICY CONTEXT
As part of the 2023-25 Major City Goal of Diversity, Equity, and Inclusion, the City Council
approved task (2.2.a) for the Office of DEI to develop and implement the City’s Diversity,
Equity, and Inclusion Strategic Plan (DEISP).
REPORT-IN-BRIEF
The City’s Diversity, Equity, and Inclusion Strategic Plan (Attachment A) is consistent with
the Council’s Vision Statement and the current Major City Goals. The development,
adoption, and implementation of the DEISP will create, advance, and embed current
strategies designed to create a safe, welcoming, and inclusive community for all. The
major pillars support a broad range of tactics dedicated to expanding on equitable
policies, programs, and processes for the next five years. The ongoing implementation of
the plan will be tracked via the Implementation Matrix (Attachment B) ensuring timely
completion and review of tactics.
DISCUSSION
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 or 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.
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Item 7a
The DEI Task Force’s work culminated with the release of the report titled
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, departments, 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 outlined, which included:
1) The adoption of DEI as a Major City Goal (MCG) 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.
Additionally, 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, which included
Recruitment, Retention, Workplace Climate, Agency Operations, and Leadership. On
May 5, 2023, the Office of DEI presented a study session to City Council about the DEI
Strategic Plan Framework. City Council provided feedback and direction to focus on
action-oriented and specific tactics that directly addresses diverse communities’ needs
and organizational transformation. With the Task Force’s Recommendations, the
Diversity and Equity Audit Report, the work completed during the 2021 -23 financial plan
cycle, and the continuation of the 2023-25 Diversity, Equity, and Inclusion MCG, and
feedback/direction from Council, the City has the necessary foundation to propel DEI
initiatives into the future.
DEI Strategic Plan
The DEI Strategic Plan is intended to be a roadmap through th e 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 objective of the plan is to establish overarching goals that intentionally integrate DEI
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
intentional 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
deeper 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.
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Item 7a
Key Findings
The community wide vision survey and one-on-one interviews with community leaders in
the DEI field, coupled with City Council direction, and multiple community engagement
workshops in English and Spanish, resulted in several insights that shaped the DEISP.
These key findings played a key role in shaping the framework and the actionable tactics.
The key findings provide essential insights that help guide the recommended tactics and
ensure that planning efforts were grounded in realistic expectations for the
implementation of the plan. The key findings include:
1. Adopt a DEI statement that serves as guiding principle for the future of the
Community and the City.
2. Invest in City efforts that address issues of DEI.
3. Enhance and embed DEI values in communications and outreach strategies.
4. Operationalize DEI values across all City functions and departments.
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 are embedded in policy, and all members of
the public are represented to ensure San Luis Obispo 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, ve teran 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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Item 7a
The DEISP Framework provides the hierarchical structure for current and future years,
both in terms of the City’s internal efforts and the external community partnership
initiatives. The plan is driven by City Council’s vision statement, which is then fo llowed by
the City’s Diversity, Equity, and Inclusion Statement which further embeds multiple facets
of the City’s values to advance DEI, sets the tone and provides direction, and informs the
development of the tactics. The plan has a total four pillars, which are broad focus areas
that underpin the overall strategy of the plan. The pillars are:
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.
The plan is also accompanied by an implementation matrix for tracki ng and reporting
purposes.
Implementation & Tracking
This plan includes an implementation matrix that is similar in format to the Major City Goal
work plans. Given the timing with the Major City Goal process for the 2023 -2025 Financial
Plan, all cross-departmental strategies, and actions in the DEISP are aligned with the
current MCG work plans. The Office of DEI will spearhead the implementation and
tracking of all tactics at least quarterly and post updated versions to the City’s website.
The Office of DEI will also prepare a yearly memo to Council in the spring of each year
and to be presented to Council in the fall of each year.
Previous Council or Advisory Body Action
City Council received a study session on May 5, 2023, where direction and feedback was
provided to staff. Additionally, the Human Relations Commission (HRC) received updates
during the development process, and on January 10, 2024 HRC recommended to Council
to adopt and approve the DEISP.
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Item 7a
Public Engagement
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.
City staff engaged in a series of community outreach and engagement activities to gather
feedback that contributed to the development of the plan. This included the community
wide vision survey, English and Spanish community workshops, and one-on-one
interviews with community leaders. Additionally, to these efforts, other outreach measures
were employed, including:
1. A dedicated page on the City’s website.
2. Spanish radio shows announcements to outreach and engage the Spanish -
speaking community.
3. Public hearing item as part of the Human Relations Commission
4. Ongoing email distribution and reminders to DEI networks
5. Presentation to the HRC to recommend City Council to adopt the DEISP.
CONCURRENCE
The Office of Economic Development & Tourism and the Office of Sustainability and
Natural Resources were engaged in the process to ensure programmatic alignment.
Likewise, each City Department was engaged in the review process and played
instrumental roles in refining and approving the collaborative tactics that fall under their
oversight.
ENVIRONMENTAL REVIEW
The California Environmental Quality Act does not apply to the recommended action in
this report, because the action does not constitute a “Project” under CEQA Guidelines
Sec. 15378, which excludes from the definition of “Project” all organizational or
administrative activities of governments that will not result in direct or indirect physical
changes in the environment.
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Item 7a
FISCAL IMPACT
Budgeted: Yes Budget Year: 2023-24
Funding Identified: Yes
Fiscal Analysis:
There is no fiscal impact directly associated with the adoption of the DEI SP. All tasks for
the current financial plan are funded and future tasks will be funded through the
subsequent budgetary processes.
Funding
Sources
Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
General Fund 0 0 $ $
State
Federal
Fees
Other:
Total 0 0 $ $
ALTERNATIVES
Council could decide not to approve the Diversity, Equity, and Inclusion Strategic
Plan. This action is not recommended by staff because the plan is a key component of
managing the City’s DEI efforts.
ATTACHMENTS
A - Draft Diversity, Equity, and Inclusion Strategic Plan
B - Draft Implementation Matrix
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ACKNOWLEDGMENTS
LAND ACKNOWLEDGMENT
We acknowledge that the land on which the City sits carries the heritage and culture of the Indigenous Peoples
of San Luis Obispo County, which includes the Salinan Tribe and the Yak titʸu titʸu Yak tiłhini Northern Chumash
tribe. 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. Ack nowledgment 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 sp ecial 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 prepare the City’s Diversity, Equity, and Inclusion Strategic Plan
(DEISP).
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
Christine Dietrick, City Attorney
Whitney McDonal d, Assistant City Manager,
Community Services
Greg Hermann, Deputy City Manager
Emily Jackson, Finance Director
Rick Scott, Police Chief
Todd Tuggle, Fire Chief
Greg Avakian, Parks & Recreation Director
Timmi Tway, Community Development Director
Nickole Domini, Human Resources Director
Aaron Floyd, Utilities Director
Matt Horn, Public Works Director
Chris Read, Sustainability Manager
Molly Cano, Economic Development and Tourism
Manager
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 has established several ef forts to create a more welcoming, inclusive, safe, and equitabl e community for all
by making Diversity, Equity, and Inclusi on (DEI)1 a priority as reflected in the 2023-25 Major City Goals.
The objective of this plan is to establish overarching goals that intentionally integrate DEI principles into the fabric
of the City’s community and organizational culture. This integration is designed to pragmatically permeate day -
to-day interactions and operations, emphasizing intentional efforts that support sustainable and transformational
change. The benefits of this plan include 1) a clear direction propelled by well -defined objectives and tactics
carefully aligned with the City’s Council’s vision for the community, 2) the establishment of realistic, 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 equity-focused long-term financial
and policy planning .
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 assessments, data reviews, and presentations from diverse communities 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 serve as a model for county-wide efforts. 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, departments, and policies and the community to create a culture of
representation, equity, and inclusivity. The report included over 90 recom mendations, but five (5) key
recommendations were outline d, which included:
1) The adoption of DEI as a Major City Goal for fiscal year 2021-23 (completed)
2) Establish the Office of Diversity, Equity, and Inclusion within the City (com pleted)
3) Develop and implem ent the DEI Strategic Plan for the City (in process)
4) Commit ongoing, annual funding of at least $150,000 for DEI High -Impact Grants (completed)
5) Charge the Human Relations Commission (HRC) to Designate Diversity, Equity, and Inclusion as a
Standing Priority (completed)
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 were developed in collaboration with the DEI Employee
Committee, focused on developing essential organizational actions in five (5) key areas, including 1) Recruitment,
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 identity, 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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2) Retention, 3) Workplace Climate, 4) Agency Operations, and 5) Leadership. 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 DEI initiatives into the future.
To date, the City has accomplished four (4) out of the five (5) DEI T ask Force Recommendations. The outstanding
recommendation was incorporated into the DEI Major City Goal for the 2023-25 Financial Plan. Staff presented
a framework for the DEISP 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 DEISP is intended to be a roadmap through the 2027-28 fiscal year and to continue to expand on the current
initiatives to create safe, welcoming, and inclusive spaces for all individuals in the City.
APPROACH
CULTURAL & HISTORICAL CONTEXT
The historical roots of San Luis Obispo run deep, anchored by the enduring presence of Indigenous Peoples
dating back 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, which carried members of the Filipino communit y. 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 forcibly taken from
Mexico and became a territory of the United States. Mexican and Latinx communities remained prominent 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. The Filipino/Filipinx community arrived
by the early 1900s in response to the American occupation of the Philippines and contributed significantly to the
Central Coast's labor demands. Japanese immigrants, mainly farmers, establishe d schools, and farming
cooperatives in the 1920s. In contrast, the Black community's significance only grew during World Wa r II, primarily
comprised of soldiers stationed at Camp San Luis Obispo and workers in service industries. The Japanese
American population faced internment in 1942 and by the 1950s, Black and Mexican -born residents had become
the predominant inhabitants o f the former Japantown fostering Black -owned businesses.
The City founded their first governmental body to address racial inequity in January of 1964. The Human
Relations Commission (HRC), an advisory body that still operates today, was formed with three City Council
members. The HRC’s initial purpose and recommendations included inter-racial relations, housing, employment ,
community life, development, social concerns , and human needs. Currently, the HRC ’s purpose is to promote
and advance inclusion, mutua l understanding, respect, and equitable treatment to all members of the San Luis
Obispo community. In June 2020, the City Council unanimously passed a resolution affirming that racism is a
public health crisis and allocated a historic $160,000 into diversi ty spending.
Despite this rich history, d emographically the population of the City remains predominantly white and when
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 tapestry of the City’s cultural history coupled with direct investments
made by City Council frame the role that a DEI SP has in cultivating a City that strives to be more diverse,
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intentionally seeks to address inequities for underserved and underrepresented communities, and 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% 0.4%
Hawaiian/Pacific Islander 0.5% 0.2% 0.2%
Two or More Races 4.2% 3.7% 7.2%
Source: US Census
DEVELOPMENT
In 2023, the City engaged DEI consultant Dr. Beya Makekau to assist with the community engagement and
development of the DEISP. The development of the DEISP 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 oppression, based on additional identity
markers such as age, religion, and gender, 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 SP 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 Americans
5. Immigrants, Refugees, Asylum -Seekers, Deferred Status Holders, Temporary Protected Status
6. Undocumented, Deferred Action for Childhood Arrivals (DACA), “Dreamers,” Non -Immigrant Visa
Holders
7. Linguistically diverse, English language learners (ELL)
8. Economically Disadvantaged2
2 Econonomically disadvantaged 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.
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9. People with disabilities
10. LGBTQIA2S+3
11. Farmworkers, Migrant Seasonal Workers
The framework for the DEISP was built on data analysis that centers peoples' experiences and identities in the
community and utilizes Kotter’s eight step model4 for organizational change . Kotter’s model includes the following
strategies: 1) Create urgency, 2) build coalition, 3) create vision, 4) communicate vision, 5) empower others, 6)
create quick wins, 7) build on the change, and 8) embed the change. This framework will be utilized to
communicate overall process and implementation strategies. The key findings coupled with this framework for
organizational change informed the guiding pillars that makeup the ecosystem (Figure 1) for all tactics in the
plan.
Figure 1. DEI SP Ecosystem
The results are a strategic framework that aims to:
1. Normalize the concepts of DEI in City operations .
3 LGBTQIA2S+ refers to inclusive acronym of various queer identities, which stands for Lesbian, Gay, Bisexual, Transgender, Queer,
Intersex, Asexual, Two Spirit, and more.
4 Bedard, A. (2023, December 21). Kotter’s Eight Step Model to organizational Change . Kotter International Inc.
https://www.kotterinc.com/methodology/?gad_source=1&gclid=CjwKCAiA7t6sBhAiEiwAsaieYsl9p -
62qFMucjs0mUuLFQp0Dt9WjGyCoxSymuRBnnf85vOFVqus6RoCFisQAvD_BwE&gclsrc=aw.ds
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2. Organize efforts and build capacity in the community and 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 .
4. Inspire expansion of DEI initiatives to build on what is already happening to maintain forward momentum.
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KEY FINDINGS
The DEISP pillars and tactics were informed by data analysis from a community wide survey, in-depth one-on-
one interviews, community workshops (Figure 2), and best practice research. These insights served as a
compass, steering the recommended tactics in a direction firmly anchored in a n assessment of the current state
of the City, ensuring that the DEI SP 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 classifying them as opportunities for the
City’s DEI efforts. This involved examining how City services, projects, and programs contribute to the
community, and ensuring that DEI initiatives are substantive rather than performative. The findings are:
Adopt a DEI statement that serves as a gui ding principle for the future of the community
and the City.
Of the 320 respondents surveyed on whether the City’s DEI Statement (page 8) serves as a guiding principle for
current and future DEI initiatives, 225 expressed agreement or strong agreement concluding that the statement
should be adopted . The statement was crafted incorporating input from Council, the DEI Task Force
recommendations, and insights from the DEI Internal Audit Report . W orkshop feedback, expert interviews, and
further research highlig hted the importance of adopting and communicating DEI values that guide the community
and the City. Aligned with the City Council Vision Statement, the DEI Statement provides a tether for all City
departments to ground their work in and a ffirm the City’s commitment to DEI.
Invest in City efforts that address issues of DEI.
In assessing the City's commitment to DEI, 176 out of 315 respondents, equivalent to about 56 percent, rated
the City's efforts as above average or excellent. However, nearly 45 pe rcent 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, and enhanc e inclusivity.
Similarly, expert interviews and workshops ’ feedback focused on centering City’ efforts in tackling such issues
head-on. In doing so the City can more holistically address community needs and ensure underrepresented
voices are valued and heard.
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Enhance and embed DEI values in communications and outreach strategies.
When evaluating the alignment of the City's DEI values with communications, website, and outreach strategies,
178 out of 313 respondents, approximately 5 7 percent, deemed it as above average or exc ellent. Conversely, 43
percent of respondents identified a need for improvement in integrating DEI values into these channels. This
underscores community feedback from workshops and the research indicating the need to use outreach tools to
highlight positive narratives and successes. In addition, adopting culturally and linguistically diverse approaches
in outreach and engagement efforts will allow the City to connect with diverse communities and groups more
effectively.
Operationalize DEI values acr oss 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. Likewise,
workshop and expert feedback highlighted the importance of the City’s capacity and the opportunity to build upon
on already established initiatives throughout different departments to embed DEI in day-to-day operations.
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. Th e City is dedicated to building a
community and government in which diversity is celebrated, inclusion and equity are embedded in
policy, and all members of the public are represented to ensure San Luis Obispo is a place all can
thrive.
*All individuals refer all 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/reli gious 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 broad themes designed to address
four (4) key areas:
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 operation alize 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 INCLUSIVE COMMUNITY ENGAGEMENT AND
EQUITABLE 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. (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, spring break & summer camps, swim
lessons, and after school sport programs. (MCG #2.8.d)
1.1.3. Explore and develop shared multicultural programming, activities, and events wit h Cal Poly,
Cuesta College, and Non ‐profit partners through a pilot and/or pop-up multicultural center
experience. (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. (MCG #2.6.c)
1.1.5. Continue to work with community partners (Police Advisory Committee and Roundtable) to give
the community a voice in policing and ensure that 21st Century Policing Recommendations are
implemented where possible. (MCG #2.5.c)
1.1.6. Annually report out on demographic data collected in NeoGov for City job applicants and Oracle
for paid advisory body members and identify targeted strategies to address potential equity gaps.
1.1.7. Design and implement programs aimed at removing barriers and increasing the representation
of Black and Indigenous People of Color (BIPOC) and LGBTQIA2S+ communities in all City
advisory bodies. Including the process to track demographic data for City volunteers and unpaid
advisory body members.
1.1.8. Research and explore ways to further integrate Tribal liaison functions in City programs and
projects.
1.1.9. Research ways to allocate dedicated and ongoing funding capabilities to support equitable
access to Parks & Recreation program s and services in the community.
1.1.10. Monitor community demographic data to best inform target areas for more inclusive community
engagement strategies as recommended by the Public Engagement and Noticing (PEN) Manual.
1.1.11. Develop a DEI cabinet of key community group leaders to serve as trusted sources between the
community and the City’s DEI initiatives.
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1.1.12. Develop or contract for 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.
1.1.13. Develop and release a “how to” guide in Spanish and other languages on how to participate in
public meetings and share public comment.
1.1.14. Research and explore a parking validation program for in-person attendance at City Council
meetings.
1.1.15. Conduct community training and civic classes on how to be involved in City projects and
programs in English and Spanish to ensure greater participation and representation.
1.1.16. Continue to provide Community Academy program in even numbered years including application
outreach to underserved and underrepresented communities . (MCG #2.7.b)
1.1.17. Partner with veteran -based organizations to identify opportunities for learning for City
departments and the public.
1.1.18. Support the implementation of the Sustainability & Natural Resources Office Major City Goal
(MCG) climate justice initiatives impacting vulnerable populations.
1.1.19. 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 OUDI to research best
practices, grants for internships, programs, outreach, innovative practices, etc. (MCG #2.6.b)
1.2.2. Work with Cal Poly and Cuesta College to host interns. (MCG #2.1.b)
1.2.3. Research and explore a p artnership with a qualified third party to develop and maintain a DEI
competence certificate program for local businesses.
1.2.4. Support and 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 policies and practices to ensure compliance with current anti -
discrimination, anti -harassment, and retaliation law, and further the City’s DEI values.5
1.2.6. Partner with non-profit organizations, such as the Chamber of Commerce and Diversity Coalition ,
to research the viability of developing a Leadership SLO module or program which encourages
BIPOC and LGBTQ+ communities to develop leadership skills and encourage diverse groups to
assume leadership roles on municipal boards, commissions, and the City Council.
5 The City will include language in all of its new contracts, as of January 1, 2024 with entities that provide homeless service s, requiring those
entities to adopt reasonable accommodation policies and procedures that are consistent with the Americans with Disabilities Act, 42 U.S.C.
Section 12131 et seq., Section 504 of the Rehabilitation Act of 1973, 29 U.S.C. Section 794, and California Government Code S ection 11135,
and all other applicable anti-discrimination statutes (e.g., FEHA) as a condition of receiving funding.
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1.2.7. Establish funding for all departments to add demographic questions to projects and programs in
which such data will contribute to a bette r understanding of the participants’ makeup and needs
to inform inclusive enhancements to future projects.
1.2.8. Research opportunities to support ongoing funding for the DEI SLO Business Grant Program.
1.2.9. Support and sponsor job fairs to support businesses in engaging various communities that will
foster more diverse and inclusive workforce development .
1.2.10. Support and embed an equity lens into the City financial planning and budget process .
METRICS
1. Increased representation and participation of underserved and underrepresented communities on
advisory boards, as City volunteers, through City surveys, and within City processes.
2. Increased DEI knowledge, and competency across the entire community through multicultural
programming, and assessments .
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 programs including number of individuals served, service hours provided,
number of activities , and satisfaction with services/program , if applicable.
6. Established network of community-based organization and local businesses advancing 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 ACCESSBILE 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. (MCG #2.7.a)
2.1.2. Complete training for applicable staff on the City's updated Public Engagement & Noticing (PEN)
to ensure diverse participation. (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 DEI with the community and the City organization.
2.1.4. Partner with appropriate City departments to provide options for participation for all major public
meetings when possible.
2.1.5. Develop comprehensive DEI material in collaboration with Tourism Business Improvement
District (TBID) & Promotional Coordinating Committee (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. Partner with SLOFD to enhance disaster preparedness outreach programs for those with
disability, access, and functional needs , and lower-socio-economic community members who are
disproportionately affected by natural disasters.
2.1.8. Incorporate land acknowledgement into City Council meetings and advisory body meetings .
2.1.9. Provide City Council meeting information or other forms of communication in Spanish on the
City’s website.
2.1.10. Develop diverse visual messaging to ensure individuals with limited literacy skills understand
events, programs, or projects sponsored o r led by the City.
2.1.11. Support City departments upon request in reviewing language, content, and images in all
communication and marketing materials to ensure inclusion and accessibility.
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 the public art program to remove barriers and expand representation by diverse
artists (BIPOC and LGBTQ IA2S+) in the City.
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.
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2.2.4. Explore and research the viability and implementation of all new City facilities to include gender
inclusive restrooms6.
2.2.5. Explore and research ways to incorporate bilingual information in City signage for key
destinations.
2.2.6. Research and explore the d evelopment of a community-led design process for creating a DEI
icon to be included in City materials and shared with grant recipients, local business es, and non-
profit organizations .
2.2.7. Contract to develop a feasibility study for a multicultural center. (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 businesses that have established a commitment to creating
inclusive and equitable environments for all community members.
4. Increase sense of belonging and welcom ing for underserved and underrepresented members at City
facilities.
6 SB 1194 allows for multi-stall gender-neutral bathrooms. The bill was signed into law on September 29, 2022, allowing cities to adopt the
new regulation for multi-stall gender-neutral bathrooms by adopting ordinances.
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PILLAR 3. EMBEDDED ACCOUNTABILITY AND S USTAINABLE
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.
Employee Resource Groups (ERGs), newsletters, cultural celebrations, trainings, internal
communication, public web pages, etc.). (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 fo llow up to ensure required reporting by grant recipients. (MCG
#2.1.e)
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. (MCG #2.8.c)
3.1.4. Evaluate resources needed to implement the DEISP across City departments and make funding
recommendations as needed.
3.1.5. Based on the completion of the DEI Strategic Plan, determine the ongoing support structure
needed in the Office of DEI to optimally deliver organizational and community programs and
services. (MCG #2.1.a)
3.1.6. Review and embed DEI language into existing policies and procedures, codes of conduct within
facilities, parks, programs, events, and rentals for services provided to the community. (MCG
#2.8.a)
3.1.7. Include the DEI Manager in Financial Planning Steering Committee meetings. (MCG #2.8.b)
3.1.8. Continue to support and act as the staff liaison to the Human Relations Commission.
(MCG#2.1.d)
3.1.9. Annually revise and enhance DEI section in the City’s Legislative Platform.
3.1.10. Develop and implement a DEI language toolkit for City staff that includes guidelines t o address
inequities while also building better practices .
3.1.11. Include DEI parameters in the review and selection process of all available City grant funding
opportunities in compliance with Proposition 209.7
3.1.12. Develop and distribute to the community and partners a brief annual report from the Office of DEI
highlighting outcomes and results of DEI work.
7 Proposition 209 is a California ballot proposition which, upon approval in November 1996, amended the state constitution to p rohibit state
governmental institutions from considering race, sex, or ethnicity, specifically in the areas of publ ic employment, public contracting, and
public education. This does not prohibit institutions from developing codes of conduct and values rooted in diversity, equity , and inclusion.
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3.1.13. 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.
3.1.14. Embed and operationalize the City’s equity considerations , as presented in the Climate
Adaptation & Safety Element (CASE)8 report, into project and program design, development, and
implementation via project plans.
3.1.15. Provide support to the Community Development Department and other departments in reviewing
public engagement practices, policies, plans, and proposed ordinances to ensure inclusive and
equitable outcomes.
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. (MCG #2.5.a)
3.2.2. Work in partnership with Public Works and the Police Department to ensure new public safety
building design is equitable and inclusive for the community and al l department employees.
(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. (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, and retention, and advancement programs to remove barriers to
access for diverse communities in Fire, Police, Utilities , and the Public Works departments.
3.2.6. Embed DEI guidelines into the capital improvement project review committee processes.
METRICS
1. Increased awareness of the impact of bias incidents and hate crimes within the community with an
understanding of how to appropriately respond when needed.
2. Increased accountability across all City departments by measuring completion of City DEI projects,
trainings, and initiatives.
3. Increased presence of embedded DEI measures in the development, evaluation, and approval processes
of City programs and projects.
8 The Climate Adaptation and Safety Element (CASE) serves as the City’s Safety and Environmental Justice elements, which are required
elements of general plans subject to the requirements of Government Code 65302(g)(h). Under state law, a safety element promo tes
protection for the community from unreasonable risks related to slop e instability, seismic activity, subsidence, liquefaction, known hazards,
flooding, wildland and urban fires, tsunami, seiche, dam failure, and climate change. An environmental justice element addresses unique
and compounded health risks in vulnerable and disadvantaged communities by decreasing pollution, exposure, increasing community
assets, and improving overall health.
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PILLAR 4. INCLUSIVE ORGANIZATI ONAL CULTURE 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, Commissions, Advisory Boards,
Directors, Managers, Staff, etc.) (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 Human Resources to develop mandatory specialized DEI training matrix across
all positions within the organization that identifies required and preferred DEI training objectives.
4.1.4. Incentivize and re cognize participation in inclusive leadership training modules 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. (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. (MCG #2.3.b)
4.2.3. Create and rollout DEI -focused trainings for employees. (MCG #2.3.c)
4.2.4. Examine policies and programs to support primary caretakers . (MCG #2.3.d)
4.2.5. Collaborate with Human Resources to formalize a bilingual program for City employees including
supplemental staff.
4.2.6. Continue communicating childcare options and resources for City employees; additional to First
5 findings. Explore flex schedules, job share, remote options, etc. (MCG #2.3.e)
4.2.7. Implement an annual Quarterly Management Meeting to be focused on DEI in collaboration with
the Office of DEI.
4.2.8. Conduct job qualification study to identify comparable/transferable qualifications or skill sets
between education and years of experience.
4.2.9. Research and explore employment pipeline programs to remove barriers for diverse individuals
including but not limited to Black, Indigenous, people of color, pe ople within the LGBTQ IA2S+
community, and those who have diverse neuro and physical abilities .
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4.2.10. Partner with H uman Resources and City Attorney’s Office to research a process for employees
to report bias incidents that occur in the workplace .
4.2.11. Collaborate with established Employee Resource Groups 9(ERGs) such as PACE10 and
SLOHAS11 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 requirements into performance evaluations for management level positions which
can include, but is not limited to training, team development, and project implementation.
4.2.14. Develop and implement a DEI module in new hire onboarding process . (MCG #2.4.b)
4.2.15. Work with the Employee Recognition Committee to establish an Inclusive Excellence Staff
Award.
4.2.16. Collaborate with the Fire Department and other interested departments to expand their internship
and mentorship program to remove barriers and increase diverse recruitment practices and
employment retention.
4.2.17. Require departments, with the support of the Office of DEI, to complete a DEI “SWOT” analysis
for internal strength, weaknesses, opportunities, and threats every other year in alignment with
the City financial planning processes .
METRICS
1. Increased percentage of City staff with DEI knowledge and competency.
2. Increased DEI professional development options and leadership trainings provided to City staff.
3. Increased diversity in City applicant pools through marketing, recruiting, and utilization of DEI network.
4. Increased retention rates of underserved and underrepresented staff across all City departments.
5. Increased staff recognition for contributing to City’s DEI projects and efforts.
6. All City staff trained on DEI knowledge, leadership, and work competencies by the end of fiscal year
2027.
9 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.
10 The Professional Association of City Employees (PACE) is an ERG open to all City em ployees who wish to grow personally and
professionally through the creating and sharing of classe s, programs, and community volunteer projects with other City employees.
11 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 DEISP is a crucial tool for advancing City programs and initiatives. Successful implementation of the plan
will encourage advancements to City infrastructure that will aid in addressing systemic and structural inequities,
build a stronger sense of community and belonging, and enh ance 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 provided are illustrative and may be reviewed and updated. The plan will also
serve as the guiding document for the development of ongoing City DEI efforts which includes annual reports to
City Council regarding progress and completion.
Implementation of the first two years of the pla n is currently funded, and funding for years three to five will be
determined during the City's budgeting process es.
There is no one -size-fits-all approach for implementation of the plan in the community and across all City
Departments, nor can we anticipa te a linear process. This strategic plan is designed to guide the 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 organizatio n and will need to work collectively toward advancing
the strategies outlined in this plan. The Office of DEI will be the primary lead for advancing the strategic plan and
providing support to corresponding departments which are essential partners in reaching the goals and objectives
outlined in the plan.
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 Figure 2, page 7) and a robust analysis of qualitative and quantitative data. This section
provides highlights from the DEISP 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 the City’s future application of DEI.
SURVEY OVERVIEW
The Office of DEI conducted an online survey of City residents and the community at-large. 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, and the n 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 scientific 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 disclose 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 better understand how respondents’
identities correla ted 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
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Prefer Not to Answer Varies
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 DEISP Community Wide Vision Spanish Survey 2023 compiled by the DEI Office.
Notes: Respondents were asked to describe their vision of the City for the future by selecting up to five choices
from a predetermined list (provided response s) 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.
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. The translation was intended to maintain the genuine meaning of each
response while making it easier for survey participants to understand the complexities and definitions fo r each
predetermined item in the list.
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City of San Luis Obispo, California
Page 26 | Diversity, Equity, & Inclusion Strategic Plan
Source: Results from DEISP Community Wide Vision English Survey 2023 compiled by the DEI Office.
Notes: Respondents were asked to describe their vision of the City for the future 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 inc luded in the development of the above graphic.
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City of San Luis Obispo, California
Page 27 | Diversity, Equity, & Inclusion Strategic Plan
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City of San Luis Obispo, California
PLAN NAME:2023-2028 DEI Strategic Plan
CONTACT:Nestor Veloz-Passalacqua
Lead Organization
Supporting Partners
Timeline
Status ON TRACK
IN PROGRESS
INCOMPLETE
Key Accomplishments / Notes
Abbreviation
5CHC 5 Cities Homeless Coalition
AAPI AAPI SLO County
ASN Access Support Network
AIA American Institue of Architects local chapter
SLOBHD Behavioral Health Department
BBBS Big Brothers Big Sisters
N/A Building a Better SLO
Cal Poly Cal Poly San Luis Obispo OUDI
Cal Poly Cal Poly Black Academic Excellence Center
Cal Poly Cal Poly Black Student Union
Cal Poly Cal Poly Center for Innovation & Entrepreneurship
Cal Poly Cal Poly Multicultural Center
CCCUSS Central Coast Coalition for Undocumented Student Success
N/A Central Coast Follies
N/A Central Coast Youth Chorus
N/A City Farm SLO
CAPSLO Community Action Partnership of San Luis Obispo County, Inc (CAPSLO)
ABOUT THIS DOCUMENT
MATRIX COMPONENTS
ORGANIZATIONS OUTREACHED AND ENGAGED
Organization Name
This implementation matrix is designed to be a flexible, ever-evolving tool for tracking progress towards implementation of your strategic plan. In addition to identifying lead organizations and establishing
priorities, it provides a graphic representation of when actions should realistically be implemented and suggests potential partners to help carry them out. The status column provides a visual indicator for
monitoring where each strategy and action stands. Finally, space is provided for logging key milestones and accomplishments or capturing notes about barriers encountered.
Organization responsible for implementation of this task.
Stakeholder and partner organizations that will serve as collaborators or that can help move implementation forward.
A visual representation of the suggested timing of implementation
This item has been accomplished or action is on track toward meeting or maintaining this task.
Action has been initiated, but is delayed or otherwise not fully on track. Requires removal of barriers or other actions to achieve implementation.
Action has not begun on this item or barriers may prevent implementation.
Brief description of relevant activities, major milestones, and/or accomplishments related to this task.
City of San Luis Obispo, California | 2024 DEI Strategic Plan Page 173 of 199
CCC Community Counseling Center (CCC) of San Luis Obispo
N/A Conzona Women’s Ensemble
CASA Court Appointed Special Advocates of San Luis Obispo County, Inc
Corazón Latino Corazón Latino
Cuesta Cuesta College
CCF Cuesta College Foundation
Cal Poly Disability Resource Center (Cal Poly)
Cuesta Disability Resource Center (Cuesta College)
N/A Dismantling Racism from the Inside Out/Bend the Arc
Diversity Coalition Diversity Coalition of San Luis Obispo County
N/A Downtown SLO
N/A Festival Mozaic
Food Bank Food Bank Coalition of San Luis Obispo County
N/A Foundation for the Performing Arts Center
GALA GALA Pride and Diversity Center
N/A History Center of SLO County
Hospice Hospice of San Luis Obispo County
ILRC Independent Living Resource Center, INC
N/A Jack's Helping Hand, Inc
JCC Jewish Community Center Federation
LOC Latino Outreach Council
N/A Literacy for Life Organization
N/A Listos CA (Central Coast)
N/A Long Term Care Ombudsman Services of San Luis Obispo County
City of San Luis Obispo, California | 2024 DEI Strategic Plan Page 174 of 199
ONGOING FY24-25 FY25-26 FY26-27 FY27-28
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)
Admin-DEI Cal Poly & Cuesta College
1.1.2. Provide financial assistance to qualified families through City funded scholarships for youth
related programs such as: before/after school childcare, spring break & summer camps, swim lessons, and
after school sport programs. (MCG #2.8.d)
P&R Parks & Recreation
1.1.3. Explore and develop shared multicultural programming, activities, and events with Cal Poly,
Cuesta College, and Non-profit partners through a pilot and/or pop-up multicultural center experience..
(include MCG #2.6.d)
Admin-DEI Cal Poly
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. (MCG #2.6.c)
Admin-DEI Cal Poly, Cuesta College,
Other Non-profits
1.1.5. Continue to work with community partners (Police Advisory Committee and Roundtable) to give
the community a voice in policing and ensure that 21st Century Policing Recommendations are implemented
where possible. (MCG #2.5.c)
Admin-DEI & PD PD
1.1.6. Annually report out on demographic data collected in NeoGov for City job applicants and Oracle
for paid advisory body members and identify targeted strategies to address potential equity gaps.Admin-DEI Clerk's Office & HR Q4
1.1.7. Design and implement programs aimed at removing barriers and increasing the representation of
Black and Indigenous People of Color (BIPOC) and LGBTQIA2S+ communities in all City advisory bodies.
Including the process to track demographic data for City volunteers and unpaid advisory body members.Admin-DEI & HR Human Resources Q2
1.1.8. Research and explore ways to further integrate Tribal liaison functions in City programs and
projects.Admin-DEI & P&R Administration Department Q2
1.1.9. Research ways to allocate dedicated and ongoing funding capabilities to support equitable
access to Parks & Recreation programs and services in the community.Admin-DEI Parks & Recreation Q1
1.1.10. Monitor community demographic data to best inform target areas for more inclusive community
engagement strategies as recommended by the Public Engagement and Noticing (PEN) Manual.Admin-DEI & P&R Administration Department Q3
1.1.11. Develop a DEI cabinet of key community group leaders to serve as trusted sources between the
community and the City’s DEI initiatives.Admin-DEI Administration Department Q1
1.1.12. Develop or contract for 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.
Admin-DEI Administration Department Q1
1.1.13. Develop and release a “how to” guide in Spanish and other languages on how to participate in
public meetings and share public comment.Admin-DEI Administration Department Q4
1.1.14. Research and explore a parking validation program for in-person attendance at City Council
meetings.Admin-DEI Public Works Q2
1.1.15. Conduct community training and civic classes on how to be involved in City projects and
programs in English and Spanish to ensure greater participation and representation.Admin-DEI Administration Department Q4
1.1.16. Continue to provide Community Academy program in even numbered years including
application outreach to underserved and underrepresented communities. (MCG #2.7.b)
Admin-DEI & Public
Works Administration Department
1.1.17. Partner with veteran-based organizations to identify opportunities for learning for City
departments and the public.Admin-DEI Administration Department Q1
1.1.18. Support the implementation of the Sustainability & Natural Resources Office Major City Goal
(MCG) climate justice initiatives impacting vulnerable populations.Admin-DEI Office of Sustainability &
Natural Resources
1.1.19. Work with community organizations to provide additional resources and training to staff
engaging with elderly populations to support inclusive engagement structures. Admin-DEI Administration Department
1.2.1. Utilize the Assistant VP for Strategic Planning and Network at Cal Poly OUDI to research best
practices, grants for internships, programs, outreach, innovative practices, etc. (MCG #2.6.b)Admin-DEI Administration Department
1.2 ENHANCE LOCAL NON-PROFIT AND BUSINESS ENVIRONMENTS TO ENCOURAGE PRACTICES THAT PROMOTE A STRONGER SENSE OF COMMUNITY AND BELONGING
PILLAR 1: DIVERSE COMMUNITY ENGAGEMENT AND REPRESENTATION
1.1. STRENGTHEN PUBLIC INVOLVEMENT THROUGH INCLUSIVE COMMUNITY ENGAGEMENT AND EQUITABLE ACCESS TO INFORMATION, AND DECISION-MAKING OPPORTUNITIES
KEY ACCOMPLISHMENTS / NOTES
NOTE: All fiscal years are subject to evaluation, resource allocation, and funding during the Major City Goal
and Budget process for the respective year.
LEAD
ORGANIZATION
SUPPORTING
PARTNERS
TIMELINE
STATUS
City of San Luis Obispo, California | 2024 DEI Strategic Plan Page 175 of 199
ONGOING FY24-25 FY25-26 FY26-27 FY27-28
PILLAR 1: DIVERSE COMMUNITY ENGAGEMENT AND REPRESENTATION
KEY ACCOMPLISHMENTS / NOTES
NOTE: All fiscal years are subject to evaluation, resource allocation, and funding during the Major City Goal
and Budget process for the respective year.
LEAD
ORGANIZATION
SUPPORTING
PARTNERS
TIMELINE
STATUS
1.2.2. Work with Cal Poly and Cuesta College to host interns. (MCG #2.1.b)Admin-DEI Administration Department
1.2.3. Research and explore a partnership with a qualified third party to develop and maintain a DEI
competence certificate program for local businesses.Admin-DEI Office of Economic
Development & Tourism Q4
1.2.4. Support and 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.
Admin-DEI Office of Economic
Development & Tourism Q3
1.2.5. Support the review of policies and practices to ensure compliance with current anti-discrimination,
anti-harassment, and retaliation law, and further the City’s DEI values Admin-DEI Human Resources Q1
1.2.6. Partner with non-profit organizations, such as the Chamber of Commerce and Diversity Coalition,
to research the viability of developing a Leadership SLO module or program which encourages BIPOC and
LGBTQ+ communities to develop leadership skills and encourage diverse groups to assume leadership
roles on municipal boards, commissions, and the City Council.
Admin-DEI Businesses & Non-profits Q2
1.2.7. 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 participants’ makeup and needs to inform
inclusive enhancements to future projects.
Admin-DEI Administration Department Q4
1.2.8. Research opportunities to support ongoing funding for the DEI SLO Business Grant Program.Admin-DEI Office of Economic
Development & Tourism Q1
1.2.9. Support and sponsor job fairs to support businesses in engaging various communities that will
foster more diverse and inclusive workforce development.Admin-DEI Human Resources Q3
1.2.10. Support and embed an equity lens into the City financial planning and budget process.Admin-DEI Finance Department Q1
City of San Luis Obispo, California | 2024 DEI Strategic Plan Page 176 of 199
ONGOING FY24-25 FY25-26 FY26-27 FY27-28
2.1.1. Support the development and implementation of the Broadband Strategic Plan to ensure access
is equitable and pursue funding to fill gaps. (MCG #2.7.a)Admin-DEI Administration Department
2.1.2. Complete training for applicable staff on the City's updated Public Engagement & Noticing
(PEN) to ensure diverse participation. (MCG #2.7.c)Admin-DEI Administration Department
2.1.3. Establish consistent and regular messaging, either visual, written, or oral, that validates and
encourages the City’s commitment to DEI with the community and the City organization.Admin-DEI Administration Department Q1
2.1.4. Partner with appropriate City departments to provide options for participation for all major public
meetings when possible.Admin-DEI City Clerk's Office Q4
2.1.5. Develop comprehensive DEI material in collaboration with Tourism Business Improvement
District (TBID) & Promotional Coordinating Committee (PCC) for the SLO Visitor Center.Admin-DEI Office of Economic
Development & Tourism Q2
2.1.6. Partner with SLOPD to develop communication response plan for local, state, or national events
impacting policing and DEI.Admin-DEI Police Department Q1
2.1.7. Partner with SLOFD to enhance disaster preparedness outreach programs for those with
disability, access, and functional needs, and lower-socio-economic community members who are
disproportionately affected by natural disasters.
Admin-DEI Fire Department Q1
2.1.8. Incorporate land acknowledgement into City Council meetings and advisory body meetings.Admin-DEI Administration Department Q1
2.1.9. Provide City Council meeting information or other forms of communication in Spanish on the
City’s website.Admin-DEI Administration Department Q1
2.1.10. Develop diverse visual messaging to ensure individuals with limited literacy skills understand
events, programs, or projects sponsored or led by the City.Admin-DEI Administration Department Q1
2.1.11. Support City departments upon request in reviewing language, content, and images in all
communication and marketing materials to ensure inclusion and accessibility.Admin-DEI All City Departments Q1
2.2.1. Develop signage that articulates the City’s DEI values at City parks including Mission Plaza.Admin-DEI Administration Department Q3
2.2.2 Partner with the public art program to remove barriers and expand representation by diverse artists
(BIPOC and LGBTQIA2S+) in the City.Admin-DEI Parks & Recreation Q1
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 Admin-DEI Office of Economic
Development & Tourism Q4
2.2.4. Explore and research the viability and implementation of all new City facilities to include gender
inclusive restrooms Admin-DEI Community Development Q1
2.2.5. Explore and research ways to incorporate bilingual information in City signage for key
d ti ti
Admin-DEI Parks & Recreation Q3
2.2.6. Research and explore the development of a community-led design process for creating a DEI
icon to be included in City materials and shared with grant recipients, local businesses, and non-profit
organizations.
Admin-DEI Administration Department Q2
2.2.7. Contract to develop a feasibility study for a multicultural center. (MCG #2.6.e)Admin Office of Sustainability &
Natural Resources
KEY ACCOMPLISHMENTS / NOTES
PILLAR 2: EQUITABLE COMMUNICATION AND ACCESSIBILITY
2.1. DEVELOP AND IMPLEMENT INCLUSIVE AND ACCESSIBLE COMMUNICATION STRATEGIES THAT REFLECT THE CITY'S DEI INITIATIVES
2.2 IMPROVE LOCAL DOWNTOWN AND OVERALL CITY ENVIRONMENTS BY CREATING OPPORTUNITIES TO CELEBRATE DIVERSITY AND FACILITATE INCLUSION
NOTE: ALL FISCAL YEARS are subject to evaluation, resource allocation, and funding during the Major City
Goal and Budget process for the respective year.LEAD ORGANIZATION SUPPORTING
PARTNERS
TIMELINE
STATUS
City of San Luis Obispo, California | 2024 DEI Strategic Plan Page 177 of 199
ONGOING FY24-25 FY25-26 FY26-27 FY27-28
3.1.1. Further develop purpose, role, activities and enhance impact of DEI Employee Committee,
including equal standing and priority to tasks and responsibilities assigned to the members (e.g. Employee
Resource Groups (ERGs), newsletters, cultural celebrations, trainings, internal communication, public web
pages, etc.). (MCG #2.1.c)
Admin-DEI Administration Department
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 to ensure required reporting by grant recipients. (MCG #2.1.e)Admin-DEI Administration Department
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. (MCG #2.8.c)Admin-DEI All City Departments
3.1.4. Evaluate resources needed to implement the DEISP across City departments and make funding
recommendations as needed.Admin-DEI Administration Department
3.1.5. Based on the completion of the DEI Strategic Plan, determine the ongoing support structure
needed in the Office of DEI to optimally deliver organizational and community programs and services.
(MCG #2 1 )
Admin-DEI Administration Department
3.1.6. Review and embed DEI language into existing policies and procedures, codes of conduct within
facilities, parks, programs, events, and rentals for services provided to the community. (MCG #2.8.a)Admin-DEI All City Departments
3.1.7. Include the DEI Manager in Financial Planning Steering Committee meetings. (MCG #2.8.b)Admin-DEI Administration Department
3.1.8. Continue to support and act as the staff liaison to the Human Relations Commission.
(MCG#21d)Admin-DEI Administration Department
3.1.9. Annually revise and enhance DEI section in the City’s Legislative Platform.Admin-DEI Administration Department
3.1.10. Develop and implement a DEI language toolkit for City staff that includes guidelines to address
inequities while also building better practices.Admin-DEI Administration Department Q1
3.1.11 Include DEI parameters in the review and selection process of all available City grant funding
opportunities in compliance with Proposition 209 Admin-DEI Administration Department Q2
3.1.12. Develop and distribute to the community and partners a brief annual report from the Office of
DEI highlighting outcomes and results of DEI work.Admin-DEI Administration Department Q4
3.1.13. 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.Admin-DEI Community Development Q4
3.1.14 Embed and operationalize the City's equity consideration, as presented in the Climate Adaptation
& Safety Element (CASE) report, into project and program desing, development, and implementation via
project plans.
Admin-DEI Administration Department Q4
3.1.15. Provide support to the Community Development Department and other departments in
reviewing public engagement practices,policies,plans,and proposed ordinances to ensure inclusive and
equitable outcomes.
Admin-DEI Administration Department Q4
3.2.1. Promote DEI best practices in Police Department (PD) recruiting and hiring efforts. (MCG #2.5.a)Admin-DEI Police Department
3.2.2. Work in partnership with Public Works and the Police Department to ensure new public safety
building design is equitable and inclusive for the community and all department employees. (MCG #2.5.c)Admin-DEI PD & Public Works
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 study. (MCG #2.4.d)Admin-DEI Fire Department Q1
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 basis and identify appropriate supportive action(s) through the Office of DEI.Admin-DEI Administration Department Q2
3.2.5. Develop outreach, recruitment, and retention, and advancement programs to remove barriers to
access for diverse communities in Fire, Police, Utilities, and the Public Works departments.Admin-DEI FD, PD, Utilities, and Public
Works Q1
3.2.6. Embed DEI guidelines into the capital improvement project review committee processes.Admin-DEI Public Works Q2
PILLAR 3: EMBEDDED ACCOUNTABILITY AND SUSTAINABLE CHANGE
3.1. PRIORITIZE TRANSFORMATIONAL GOVERNANCE WHERE DEI IS EMBEDDED IN BUDGETING, PLANNING, PROGRAMMING, AND POLICY-MAKING
3.2 PARTNER WITH KEY PUBLIC FACING CITY DEPARTMENTS IN PURSUING STRATEGIES AIMED AT CREATING DIVERSITY, ADDRESSING INEQUITIES, AND FOSTERING SYSTEMIC CHANGE
KEY ACCOMPLISHMENTS / NOTES
NOTE: ALL FISCAL YEARS are subject to evaluation, resource allocation, and funding during the Major City
Goal and Budget process for the respective year.LEAD
ORGANIZATION
SUPPORTING
PARTNERS
TIMELINE
STATUS
City of San Luis Obispo, California | 2024 DEI Strategic Plan Page 178 of 199
ONGOING FY24-25 FY25-26 FY26-27 FY27-28
4.1.1. Provide DEI-related training for all staff of all levels (Council, Commissions, Advisory Boards, Directors,
Managers, Staff, etc.) (MCG #2.4.c)Admin-DEI Administration Department
4.1.2. Update and provide resources using the internal DEI website to engage staff in knowledge-acquisition and
skill-retention opportunities.Admin-DEI Administration Department Q1
4.1.3. Collaborate with Human Resources to develop mandatory specialized DEI training matrix across all positions
within the organization that identifies required and preferred DEI training objectives.Admin-DEI Human Resources Q2
4.1.4. Incentivize and recognize participation in inclusive leadership training modules for all Department Heads and
managers within the organization.Admin-DEI Administration Department Q2
4.1.5. Promote professional development opportunities outside the organization for staff to enhance their DEI
competencies.Admin-DEI Administration Department Q3
4.2.1. Continue to enhance job descriptions and recruiting materials such as material in Spanish or in different
formats to create easy access. (MCG #2.3.a)Admin-DEI Human Resources
4.2.2. Assess and develop enhancements processes such as implementing DEI focused screening and
interviewing trainings to personnel and interview panels. (MCG #2.3.b)Admin-DEI Human Resources
4.2.3. Create and rollout DEI-focused trainings for employees. (MCG #2.3.c)Admin-DEI Human Resources
4.2.4. Examine policies and programs to support primary caretakers. (MCG #2.3.d)Admin-DEI Human Resources
4.2.5. Collaborate with Human Resources to formalize a bilingual program for City employees including
supplemental staff.Admin-DEI Human Resources
4.2.6. Continue communicating childcare options and resources for City employees; additional to First 5 findings.
Explore flex schedules, job share, remote options, etc. (MCG #2.3.e)Admin-DEI Human Resources
4.2.7. Implement an annual Quarterly Management Meeting to be focused on DEI in collaboration with the Office of
DEI.Admin-DEI Human Resources Q2
4.2.8. Conduct job qualification study to identify comparable/transferable qualifications or skill sets between
education and years of experience.Admin-DEI Human Resources Q3
4.2.9. Research and explore employment pipeline programs to remove barriers for diverse individuals including but
not limited to Black, Indigenous, people of color, people within the LGBTQIA2S+ community, and those who have
diverse neuro and physical abilities.
Admin-DEI Human Resources Q1
4.2.10. Partner with Human Resources and City Attorney’s Office to research a process for employees to report
bias incidents that occur in the workplace.Admin-DEI Human Resources &
Attorney's Office Q1
4.2.11 Collaborate with established Employee Resourve Groups (ERGs) such as PACE and SLOHAS to embed DEI
into ongoing staff development and engagement opportunities.Admin-DEI Administration Department Q2
4.2.12. Develop hiring toolkit for hiring panels that focuses on addressing bias in the workplace.Admin-DEI Administration Department Q1
4.2.13. Integrate DEI requirements into performance evaluations for management level positions which can include,
but is not limited to training, team development, and project implementation.Admin-DEI Human Resources Q3
4.2.14. Develop and implement a DEI module in new hire onboarding process. (MCG #2.4.b)Admin-DEI Human Resources
4.2.15. Work with the Employee Recognition Committee to establish an Inclusive Excellence Staff Award.Admin-DEI Administration Department Q2
4.2.16. Collaborate with the Fire Department and other interested departments to expand their internship and
mentorship program to remove barriers and increase diverse recruitment practices and employment retention.Admin-DEI Fire Department Q1
4.2.17. Require departments, with the support of the Office of DEI, to complete a DEI “SWOT” analysis for internal
strength, weaknesses, opportunities, and threats every other year in alignment with the City financial planning
processes.
Admin-DEI All City Departments Q4
PILLAR 4: INCLUSIVE ORAGNIZATIONAL CULTUREA AND STRUCTURE
4.1. EMPOWER CITY LEADERSHIP AND CITY STAFF TO BUILD UPON THEIR DEI COMPETENCIES AND ENGAGE IN EXPANDED EDUCATIONAL OFFERINGS
4.2 FOSTER AN INCLUSIVE WORKPLACE CULTURE THAT PROMOTES EQUITABLE HIRING, RETENTION, AND PROMOTION PRACTICES
NOTE: ALL FISCAL YEARS are subject to evaluation, resource allocation, and funding during the Major City Goal and
Budget process for the respective year.
LEAD
ORGANIZATION
SUPPORTING
PARTNERS
TIMELINE
STATUS KEY ACCOMPLISHMENTS / NOTES
City of San Luis Obispo, California | 2024 DEI Strategic Plan
Page 179 of 199
Page 180 of 199
DEI Strategic Plan
February 20, 2024
Recommendation
Adopt the Diversity, Equity, and Inclusion Strategic Plan, as recommended by the
Human Relations Commission.
2020
DEI Task Force
2021
Internal Diversity & Equity Audit Report
2021-23
Major City Goal
2023-25
Major City Goal
DEI & The City of SLO
FEBJAN 2024NOVDECMAY 2023 OCTJUNEJULYAUGSEPT
RESEARCH & PRESENTATION OUTREACH & ENGAGEMENT DEVELOPMENT & IMPLEMENTATION
Council
Study
Session
Community Wide Vision Survey
Community & Expert engagement
Consultant Procurement
Expert 1-on-1 meetings
Draft Plan to Human Relations Commission
Community Workshops City Council Meeting
City Leadership engagement
Strategic Plan Timeline
328 survey responses
3 community
workshop sessions
44 community
workshop attendees
24 one-on-one
interviews
Community Engagement
Vision of SLO
Visión de la Ciudad de SLO
Adopt a DEI statement that serves as a guiding principle for the future of the Community
and the City.
Invest in City efforts that address issues of DEI.
Enhance and embed DEI values in communications and outreach strategies.
Operationalize DEI values across all City functions and departments
1234
Findings
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, AND 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 are embedded in policy, and all members of the public are
represented to ensure San Luis Obispo is a place all can thrive.
*All individuals refer to all 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.
DEI Guiding Principles for the City
DEI Strategic Ecosystem
PILLAR 1. DIVERSE COMMUNITY ENGAGEMENT AND
REPRESENTATION
1.1. Strengthen public involvement through inclusive community engagement, and equitable access to information and decision-making opportunities.
1.1.5 Continue to work with community partners (Police Advisory Committee and Roundtable) to give the community a voice in policing and ensure that 21st Century Policing Recommendations are implemented where possible. (MCG #2.5.c)
1.2 Enhance local non-profit and business environments to encourage practices that promote a stronger sense of community and belonging.
1.2.6 Partner with non-profit organizations, such as the Chamber of Commerce and Diversity Coalition, to research the viability of developing a Leadership SLO module or program which encourages BIPOC and LGBTQ+ communities to develop leadership skills and encourage diverse groups to assume leadership roles on municipal boards, commissions, and the City Council.
PILLAR 2. EQUITABLE COMMUNICATION & ACCESSIBILITY
2.1. Develop and implement inclusive and accessible communication strategies that reflect city’s DEI initiatives.
2.1.7 Partner with SLOFD to enhance disaster preparedness outreach programs for those with disability, access, functional needs, and lower-socio-economic community
members who are disproportionately affected by natural disasters.
2.2 Improve local downtown and overall city environments by creating opportunities to celebrate diversity and facilitate inclusion.
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.
PILLAR 3. EMBEDDED ACCOUNTABILITY AND SUSTAINABLE CHANGE
3.1. Prioritize transformational governance where DEI is embedded in budgeting, planning, programming, and policymaking.
3.1.6. Review and embed DEI language into existing policies and procedures, codes of conduct within facilities, parks, programs, events, and rentals for services provided to the community.(MCG #2.8.a)
3.2 Partner with public facing city departments in pursuing strategies aimed at increasing diversity, addressing inequities, and fostering system change.
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 basis and identify appropriate supportive action(s) through the Office of DEI.
PILLAR 4. INCLUSIVE ORGANIZATIONAL CULTURE & STRUCTURE
4.1. Empower city leadership and city staff to build upon their dei competencies and engage in expanded educational offerings.
4.1.4 Incentivize and recognize participation in inclusive leadership training modules for all Department Heads and managers within the organization.
4.2 Foster an inclusive workplace culture that promotes equitable hiring, retention, and promotion practices.
4.2.10 Partner with Human Resources and City Attorney’s Office to research a process for employees to report bias incidents that occur in the workplace.
Implementation Matrix
Recommendation
Adopt the Diversity, Equity, and Inclusion Strategic Plan, as recommended by the
Human Relations Commission.
QUESTIONS?
Thank you! -Gracias!
DEI Strategic Plan & City Departments
Finance Department
1.2.5 Support the review of policies and practices to ensure compliance with current anti-discrimination, anti-
harassment, and retaliation law, and further the City of San Luis Obispo’s DEI values
1.2.11 Support and embed an equity lens into the financial planning budget process.
Fire Department
2.1.7 Partner with SLOFD to enhance disaster preparedness outreach programs for those with disability, access,
and functional needs, and lower-socio-economic community members who are disproportionately affected
by natural disasters.
4.2.16 Collaborate with the Fire Department to expand their internship and mentorship program to remove
barriers and increase diverse hiring practices and employment retention.
Community Development Department
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.
3.1.16 Provide support to the Community Development Department in reviewing public engagement practices,
policies, plans, and proposed ordinances to ensure inclusive and equitable outcomes.
DEI Strategic Plan & City Departments
Parks & Recreation
3.1.7 Embed DEI language into existing codes of conduct within facilities, parks, programs, events, and rentals.
1.1.8 Develop a process to track demographic data for City volunteers and unpaid advisory body members to
remove barriers and inform strategies to broaden representation.
2.2.2 Partner with public art program to expand murals in the City by diverse artists (BIPOC and LGBTQ+)
1.1.10 Research ways to allocate dedicated and ongoing funding capabilities to support equitable access to Parks
& Recreation programs and services in the community.
Public Works
2.2.4 Explore and research the viability and implementation of all new City facilities to include gender inclusive
restrooms.
3.2.6 Embed DEI guidelines into capital improvement project review committee processes.
2.2.1 Develop signage that articulates the City's DEI values at City parks including Mission Plaza.
(Include Parks & Recreation)
DEI Strategic Plan & City Departments
Human Resources Department
4.1.3 Collaborate with Human Resources to develop mandatory specialized DEI training matrix across positions within the organization that identifies required and preferred
DEI training objectives for all positions.
4.1.5 Promote professional development opportunities outside the organization for staff to enhance their DEI competencies.
4.2.5 Collaborate with Human Resources to formalize a bilingual program for City employees including supplemental staff.
4.2.6 Research and partner with Human Resources to identify opportunities for expanded policies that support a family friendly work place which can include but is not limited
to telework, paid parental leave, flextime, and job sharing.
4.2.7 Commit and implement an annual Quarterly Management Meeting to be focused on diversity, equity, and inclusion in collaboration w ith the Office of DEI.
4.2.8 Conduct job qualification study to identify comparable/transferable qualifications or skills sets between education and years of experience.
4.2.9 Research and explore employment programs and initiatives that support hiring processes (recruitment, hiring, retention, and p rom otion) for diverse individuals including
but not limited to Black, Indigenous, people of color, people within the LGBTQIA2S+ community, and those who have diverse neuro and physical abilities.
4.2.12 Develop hiring toolkit for hiring panels to remove barriers to focuses on addressing bias in the workplace.
4.2.13 Integrate DEI requirements into performance evaluations for management level positions which can include but is not limited to training, team development, and work
projects.
4.2.14 Add DEI items to the supervisor and new staff checklist for onboarding processes for new staff.
4.2.10 Partner with Human Resources and the City Attorney's office to research a process for employees to report bias incidents that occur in the workplace. (Includes the
City Attorney’s office)
4.1.4 Incentivize and reward inclusive Leadership training module for all department heads and managers within the organization. (Includes all Departments)
DEI Strategic Plan & City Departments
Police Department
2.1.6 Partner with SLOPD to develop communication response plan for local, state, or national events impacting
policing and DEI.
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 basis and identifying appropriate supportive action(s) through the Office of DEI.
3.2.5 Develop outreach, recruitment, hiring, retention, and advancement programs to remove barriers to access
and increase diversity in Fire, Police, Utilities, and the Public Works Departments over the next 5 years.
(Includes PD, FD, Utilities, and Public Works)
All Departments
1.2.7 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.
4.2.17 Require Department Heads, with the support of the Office of DEI, to complete a DEI "SWOT" analysis for
internal strength, weaknesses, opportunities, and threats.