HomeMy WebLinkAbout2024-25 DEI High Impact Grant ApplicationsDEI High Impact Grant
24-25 Application
Part 1 Basic Information
1) Organization Name *
Asian American & Pacific Islanders of San Luis Obispo (AAPI SLO)
2) 501(c)(3) - employer identification number *
272116150
3) Fiscal Agent *
Ecologistics, Inc.
4) Project/Program Name *
AAPI SLO: Our Voices, Our Stories
5) Requested Amount *
$15,000.00
6) Name of Person Completing Application *
Stephanie Fabro
7) Name of Person for Grant Communication for Grant Cycle (if different from above)
8) Organization Mailing Address *
Street Address
PO BOX 15148
Address Line 2
City
San Luis Obispo
State/Province/Region
CA
Postal/Zip Code
93406
Country
USA
9) Phone *
805-242-1124
10) E-mail
aapislocounty@gmail.com
Part 2 Organizational Information
1) Purpose/Mission Statement *
Asian American & Pacific Islanders of SLO County (AAPI SLO) raises awareness of inequities while strengthening the existing AAPI community through
unifying events.
2) Briefly describe your organization’s purpose, vision, primary activities, and operating structures *
AAPI SLO was founded in 2021 to raise awareness of inequities facing the AAPI community and to strengthen the AAPI community in San Luis Obispo
county. We hope that our work will encourage AAPI members (including long-standing residents, college and high school students) to feel a sense of
belonging.
We aim to raise awareness through events such as rallies, educational events, and the gathering of data on AAPI hate incidents and crimes in the
county. We also aim to strengthen the existing community by bringing together the many generations and diverse AAPI communities through
unifying events such as annual festivals. For the last 3 years, these public events served as opportunities for the entire San Luis Obispo county
community to listen, learn, and grow in their allyship of our small but mighty AAPI community.
3) Name of Executive Director *
Mia Shin
4) Number of paid staff (full or part-time)*
0
5) Number of volunteers *
5
6) Name of Board President or Chair *
N/A
7) Describe the community(ies) your organization supports *
-AAPI SLO represents the AAPI communities across San Luis Obispo County
-We maintain close communication with county organizations such as RACE Matters SLO, Diversity SLO, Mujeres de Accion, and Women of Color.
-We maintain close communication with Cal Poly clubs such as BAEC, BSU, La CASA, JSA, NSU, TVSA, CSA, LDT, and UM.
-We also connect regularly with AAPI business owners throughout the county.
8) Approximate Annual Budget *
$20,000.00
9) Major Sources of Funding *
Private individual donations
Part 3 Project/Program Information
1) Please provide an executive summary of proposed project/program (200 words max)*
AAPI SLO: Our Voices, Our Stories is an effort to build our organizational and program capacity, while honoring our community ’s resiliency and
charting a path forward. In 2025, AAPI SLO will launch our 4th annual festival, a one-day cultural celebration of our food, music, and art of our AAPI
community in San Luis Obispo. In the lead-up to our festival, we are planning to host storytelling events throughout the year to provide a platform
for community members to tell their own story.
Though our AAPI communities have a long-documented history in the city and the region, it is still a place with limited spaces of belonging. Our hope
is that by providing regular, communal spaces for storytelling, we can continue to connect community members and empower them. Funding
support is needed because consistent events throughout the year is a very effective avenue through which a culture of belonging can be established.
2) Total project cost *
$20,000.00
3) Requested Amount *
$150,000.00
4) Please provide a detailed description of proposed project/program (not to exceed 1,000 words)*
In 2025, AAPI SLO’s will launch our 4th annual festival: a one-day celebration of the food, music, and art of our AAPI communities in San Luis Obispo
County. This celebration provides a special opportunity for community members to connect and build networks, to highlight the diversity of the AAPI
community, and to deepen people’s understanding of our cultures.
We plan to gather 10 performers, 5-10 artists, and 10 small businesses at our annual festival. The performers are long-standing community
organizations such as the SLO Buddhist Temple’s Taiko Drumming Group, the Filipino Community Center in Grover Beach, college students from
various AAPI clubs on the Cal Poly campus such as Huio Hawaii, Cal Poly Lion Dance Team, and United Movement, and high school student
musicians. Spoken word artists or poets will be invited to contribute original work centered around ethnic and cultural heritage while hand-crafted
artwork such as pottery and paintings will be on display. Local small businesses such as restaurant and retail owners will also be invited to
participate (such as the Hayashi Farm family, Jewel of India, and jewelry makers). Local AAPI leaders such council members, professionals, as well as
other BIPOC leaders will be invited to speak so that we – AAPI, other BIPOC organizations and allies – can come together to celebrate our diversity
and unity.
In the lead up to this festival, AAPI SLO will host multiple storytelling events throughout the year. Building off of a year of successful, informal coffee
gatherings, we will develop regular storytelling and open mic events for the AAPI community. Our goal is to provide a regular platform and space for
community members to tell their own story, in their own words. While some months may have a theme, we plan for other events to be more open
mic style.
Our priority, first and foremost, is that community members are able to express themselves in a safe space. Secondly, with limited spaces of
belonging--particularly for new residents or graduating students transitioning out of college spaces--it is important for us to continue building
connections. Finally, we hope that as these events grow, allies in the community are able to deepen their understanding of the AAPI experience and
build strong networks. We believe that these events can play a key role in building a stronger, more inclusive San Luis Obispo.
Eventually, we hope that a successful run of these events will enable us to host a regular community lecture series in the future.
In order to plan and execute these events, as well as build our program capacity, we are also hoping for some portion of the funding to go towards
direct staff/intern support. Currently, AAPI SLO operates primarily on a volunteer basis. We hope to provide direct stipends to our existing team of
dedicated volunteers, as well as provide training opportunities for greater long-term organizational planning, such as through marketing workshops
or board leadership training.
5) Describe the community/population the project/program will support *
In a majority white city of SLO (73% white only)* events such as ours are critical for raising awareness and strengthening communities of color. Too
many mistake the lack of visibility of AAPI communities in SLO city (6% Asian only)* for not existing at all, but our numbers continue to grow.
According to the last available census data, there are at least 10,000-12,000 community members within SLO County and the number of people who
identified as Asian American in the county grew the fastest of any single ethnic group in 2020. In the city of San Luis Obispo, there was a 23%
increase in the number of new residents identifying as Asian between 2010 and 2020. The annual AAPI SLO festival is a vital event to spotlight the
community and has been a catalyst for further programming, such as informal coffee gatherings for continuous networking and hate incident
reporting for community data.
*2020 Census data ( https://data.census.gov/table?g=160XX00US0668154)
6) Describe the equity gaps and community needs this project/program will address in the City and community of San Luis Obispo.*
The annual festival will provide an avenue for community members to gather, connect, network, and to feel a sense of belonging. For those that are
not part of the AAPI community, it will provide an opportunity for them to deepen their knowledge and appreciation for the diverse cultures in the
community. We believe that continuing this annual event is critical to creating a San Luis Obispo that is welcoming for everyone.
Storytelling events will provide an opportunity to uplift our community voices and shine a light on our experiences that are too often silenced or
ignored.
7) Provide detailed timeline for project implementation (monthly or quarterly).*
September: Secure festival date and location
October: Begin soliciting event sponsorships,
planning with community organizations/stakeholders, and identifying participants
November-December: Continue visiting with
community stakeholders, event sponsorship solicitation, host first storytelling
event
January-February: Begin securing event vendors;
continue hosting storytelling events
March-April: Focus on marketing efforts for
annual festival, continue hosting storytelling events
May: Volunteer coordination, festival execution
June: Festival and storytelling debrief
July: Planning for next year
8) List any partnerships/collaborations that are supporting this project/program and their roles *
Coordination with Student Diversity and Belonging Coordinators for the (BAEC) Black Academic Excellence Center and La CASA (Latinx Center for
Academic Success and Achievement) to assess ways for mutual collaboration and support
Speaking to and participation from Cal Poly AAPI clubs: JSA, NSU, TVSA, CSA, UM, LDT
Direct AAPI student interns for academic year 2024-2025
Advisory support from Diversity Slo’s Rita Casaverde and Race Matters SLO’s Courtney Haile
Interview with KCBX Central Coast Voices with Lata Murti
Collaboration on story project with Our Roots Our Routes
Coordination with San Luis Obispo History Center and community organizations such as the Taiko Drumming Group and Filipino Community Center
9) Describe your plan for sustainability beyond the City’s one-year award funding *
AAPI SLO is currently seeking other local grant opportunities, in addition to implementing a more robust, year-round fundraising operation based on
sponsorships and individual contributions.
10) Describe the plan for promoting this project within the City of San Luis Obispo *
Online, we will utilize our Instagram, Facebook, and Website to raise awareness.
We will work with other community organizations, such as the Police Advisory Committee, Public Safety SLO, Race Matters SLO, Paso People’s Action,
Mujeres de Accion, etc. to promote the event.
Physical flyers will be used throughout SLO County and we’ll also work with local newspapers and networks to promote the event.
11) Est. Number of people served through this project/program *
2000
12) Est. Number of SLO City Residents served through this project/program *
1000
13) In the table below include a minimum of four (4) metrics or performance outcomes that relate to
the implementation/success of the project. Examples include: # of SLO City residents served, # of
referrals provided to individuals seeking social services, # of trainings completed, # of cultural
event attendees reported a 10% increase in knowledge and application of DEI practices, etc.
Example: # of cultural event attendees reported a 10% increase in DEI knowledge and application
Metric #Indicators of Success / Measurable Outcomes
1 # of community partners represented
2 # direct communication with AAPI business owners, artists, entrepreneurs, dancers
3 # direct flier and social media distribution for events
4 # SLO City residents served/attendees by events
5 # staff/volunteer trainings completed
DEI statement *
that includes Applicants’ understanding and application of DEI, Affirming language that creates access and a sense of belonging in our community
apart from grant, and Explain how this project will advance DEI in the City of SLO.
AAPI SLO DEI Statement.pdf 54KB
Detailed budget *
Including how the total requested amount of grant would be spent.
AAPI SLO Budget.pdf 39.83KB
Organizational chart.*
AAPI SLO ORG CHART 2024.pdf 18.32KB
Federal Tax-Exempt Status *
Fiscal Sponsorship final - AAPI.pdf 414.27KB
AAPI SLO
DEI Statement
AAPI SLO’s mission is rooted in the desire for a more diverse and equitable San Luis Obispo for
all people. While we work to raise awareness of the racial biases and inequities our own
communities face, we recognize that our struggles are linked to all marginalized communities
and work alongside them for a place where all individuals can all belong. Through our programs
we will strengthen and uplift our AAPI community, and in doing so, work towards building a city
that is welcoming and inclusive for everyone.
AAPI SLO: Our Voices, Our Stories
Item Project Expense City of SLO Grant Request
Staff Training $1,500.00 $500.00
Staff/Volunteer Stipends $11,000.00 $10,000.00
Print, postage, supplies $1,500.00 $1,500.00
Rent, utilities $2,000.00 $1,000.00
Honorariums $2,000.00 $1,000.00
Professional support $2,000.00 $1,000.00
AAPI SLO
Organizational Leadership Chart
August 2024
MIA SHIN, CO-FOUNDER & ED KAELA LEE CO-FOUNDER
INTERNSFINANCES
STEPHANIE FABRO STACEY HUNT KIRA SUGIHARA SAMANTHA ONGSIACO
(Grants Manager)(Ecologistics rep)
1.
FISCAL SPONSORSHIP GRANT AGREEMENT
This Fiscal Sponsorship Grant Agreement (the “Agreement”) is made by and between Ecologistics,
Inc. (“Sponsor”), and Asian American and Pacific Islanders of San Luis Obispo (“Grantee” or “AAPI
SLO”). Sponsor is a California nonprofit public benefit corporation recognized as exempt from federal
income tax under Section 501(c)(3) of the Internal Revenue Code (“IRC”). Grantee is a unincorporated
nonprofit organization with a principal office located at PO Box 15148, San Luis Obispo, CA 93406.
RECITALS
A. Sponsor has approved the establishment of a restricted fund to receive donations of cash
and other property earmarked for support of the purposes of the projects known as AAPI SLO Festival
and AAPI SLO Awareness (the “Project”), which is a set of charitable programs and activities with a
mission to raise awareness of inequities that Asian Americans and Pacific Islanders face in San Luis
Obispo, County, while simultaneously strengthening the existing community through unifying events, as
more particularly described in Exhibit A], within the range of permissible activities consistent with IRC
Section 501(c)(3). After appropriate due diligence of Grantee’s qualifications and the Project proposal,
Sponsor is satisfied that the purposes of the Project are consistent with Sponsor’s charitable purposes and
Grantee is capable of producing the Project in a professional, competent, and diligent manner.
Accordingly, Sponsor has decided to grant all amounts and assets that it may receive and deposit to that
restricted fund (less any administrative charges set forth herein) to Grantee, subject to the terms and
conditions of this Agreement, to be used in support of the purposes of the Project.
B. Sponsor desires to act as the fiscal sponsor of the Project, by receiving assets identified with
the purposes of the Project beginning on the Effective Date as defined in Section 1, and using them to
pursue the objectives for which the Project is being established, which Sponsor has determined will further
its exempt purposes. Grantee desires to conduct the Project with the grant support of Sponsor.
NOW, THEREFORE, THE PARTIES HEREBY AGREE AS FOLLOWS:
1. Term of Agreement. On August 4, 2022 (the “Effective Date”), this Agreement shall
commence and shall continue in effect for a period of one (1) year (the “Term”), unless terminated
earlier as provided herein. Upon the completion of the then current Term, this Agreement shall
automatically renew for succeeding Terms of one (1) year each. Should either Party wish not to
renew this Agreement for any succeeding Term, it shall provide written notice of its desire not to
renew this Agreement for a subsequent Term to the other Party at least sixty (60) days prior to the
last day of the then current Term, and the provisions regarding termination as set forth in Section
12 shall be followed.
2. Project Activities. Sponsor shall not be responsible for the programmatic work, fundraising
events, accounts payable and receivable, negotiation of contracts, insurance, day-to-day use of funds
granted to Grantee, or other matters related to activities conducted by Grantee, whether associated
with the Project or otherwise. No person working on the Project shall be an employee or contractor
of Sponsor with respect to such work. Grantee shall assume full and complete responsibility for all
liabilities to third parties incurred by or in connection with the Project, including but not limited to
accounts payable, any and all claims whether asserted or unasserted while this Agreement is in
effect, any performances due under contracts, any goods to be delivered, and any services to be
2.
performed.
3. Fiscal Sponsorship Policies. Grantee shall provide Sponsor with its governing documents,
Employer ID Number, and/or other documentation, if any, satisfactory to Sponsor, showing
Grantee’s separate existence as an organization. Grantee shall abide by the Model C Fiscal
Sponsorship Policies of Sponsor attached hereto as Exhibit B (the “Policies”), which Policies may
be amended by Sponsor in its sole discretion from time to time with written notice to Grantee. The
Policies include, in addition to other provisions, the administrative and other fees to be paid to the
general fund of Sponsor from the Restricted Fund, as defined in Section 9 below.
4. Grants. Sponsor shall have authority over the financial administration of the Restricted
Fund, as defined below, and shall be responsible for the processing, acknowledgment, and deposit
in the Restricted Fund of cash and noncash items received to support and advance the purposes of
the Project. Sponsor shall make grants from the Restricted Fund to support the purposes of the
Project, subject to the terms and conditions of this Agreement, in amounts and at times in
Sponsor’s sole discretion. All other authority and responsibility related to the Project shall be vested
in and exercised by Grantee, including the duty to comply with the terms of this Agreement and
with the terms of any agreements with funding sources, including the preparation of grant reports,
although ultimate responsibility for administration of the Restricted Fund rests with Sponsor. All
grants made pursuant to this Agreement are gifts, subject to the conditions and restrictions
contained herein, and not payments for services. Any grant of a noncash item shall be granted to
Grantee on an “as is” basis without any warranty or representation whatsoever, either express or
implied, about the condition, merchantability, design, or operation of such item, or its fitness for
any particular purpose, or the quality or capacity of the materials in it.
5. Intellectual Property. Any tangible or intangible property, including copyrights, trademarks,
or other intellectual property, obtained or created by Grantee as part of the Project shall remain the
property of Grantee, and Grantee shall be the sole party responsible for the editorial and creative
direction of the Project. Notwithstanding the foregoing, Grantee agrees to give archival materials,
including documents, collateral, and finished products, to Sponsor at no cost for inclusion in
Sponsor’s archives, and for use in Sponsor’s promotional and programmatic efforts, subject to any
third party rights in, and restrictions on the use of, such property. Grantee further agrees to ensure
that any finished product or products created by Grantee as part of the Project using funds granted
by Sponsor are produced, provided, or otherwise utilized in a manner that benefits the public.
Sponsor shall further have the right to reproduce, without any further required consent or license
from Grantee, any finished product or products created by Grantee as part of the Project using
funds granted by Sponsor in furtherance of Sponsor’s exempt purposes.
6. Solicitation of Funds. Grantee’s directors, officers, employees, and authorized volunteers
may, as agents of and on behalf of Sponsor, solicit gifts, contributions, and grants to Sponsor,
designated for the purposes of the Project. The choice of funding sources to be approached and the
text of fundraising materials shall be subject to Sponsor’s prior written approval. All grant
agreements, pledges, or other commitments with funding sources to support the purposes of the
Project shall be executed by Sponsor.
7. Use of Grants. Grantee shall use all grants disbursed from the Restricted Fund by Sponsor
solely for the purposes of the Project in a manner that is consistent with IRC Section 501(c)(3), and
3.
Grantee shall repay to Sponsor any portion of any grant that is not spent or committed for those
purposes. Any significant change in the purpose for which a grant is to used must be approved in
writing by Sponsor before implementation. Sponsor retains the right, if Grantee materially breaches
this Agreement, to withhold, withdraw, or demand immediate return of grants made from the
Restricted Fund, and to spend such amounts so as to support and advance the purposes of the
Project as nearly as possible within Sponsor’s sole judgment. Grantee agrees to acknowledge
Sponsor’s sponsorship/grants in any Project credits. This acknowledgement shall include a website
URL for Sponsor on Project documents, collateral, and finished products. Grantee further agrees to
comply with all state, federal, and local laws in its activities and in the production and/or
distribution of publications or other goods or services produced in connection with the Project.
8. Independent Contractors. With regard to the selection of any contractors, vendors, or
subgrantees to advance the purposes of the Project, Grantee retains full discretion and control over
the selection process, acting completely independently of Sponsor. There is no agreement, written
or oral, by which Sponsor may cause Grantee to choose any particular contractor, vendor, or
subgrantee.
9. Restricted Fund; Variance Power. Beginning on the Effective Date, Sponsor shall place all
gifts, grants, contributions, and other revenues received by Sponsor to support and advance the
purposes of the Project into a restricted fund to be used for the sole benefit of furthering the
purposes of the Project as those purposes may be defined by Grantee from time to time within the
tax-exempt purposes of Sponsor and with the approval of Sponsor (the “Restricted Fund”).
Sponsor retains the unilateral right to spend such funds and use such other assets so as to support
and advance the purposes of the Project as nearly as possible, subject to any donor-imposed
restrictions as to purpose and consistent with the terms of any applicable grant agreement regarding
the charitable use of such assets. With regard to the selection of Grantee or any other grantee to
carry out the purposes of the Project, Sponsor retains full discretion and control over the selection
process, acting completely independently of any revenue source. The parties agree that all money,
and the fair market value of all property, in the Restricted Fund be reported as the income of
Sponsor, for both tax purposes and for purposes of Sponsor’s financial statements. It is the intent
of the parties that this Agreement be interpreted to provide Sponsor with variance powers
necessary to enable Sponsor to treat the Restricted Fund as Sponsor’s asset in accordance with
Accounting Standards Codification (“ASC”) paragraphs ASC 958-605-25-25 and -26, formerly
expressed in Statement No. 136 issued by the Financial Accounting Standards Board, while this
Agreement is in effect.
10. Reporting and Recordkeeping. For so long as this Agreement is in effect, Grantee shall
submit annual written reports to Sponsor on December 31 of each year, or on the nearest business
day following such dates should they fall on a weekend or holiday. Grantee shall also submit a final
report to Sponsor upon termination of this Agreement. Each report shall be provided using the
Grant Report Form attached hereto as Exhibit C and shall describe the charitable programs
conducted by Grantee with the aid of Sponsor’s grant(s), the expenditures made with grant funds,
and Grantee’s compliance with the terms of this Agreement since the later of the Effective Date of
this Agreement or the date of Grantee’s most recent prior report to Sponsor. The reports required
to be submitted by Grantee to Sponsor pursuant to this Section shall contain sufficient information
to establish that all grant funds were used for the purposes of the Project and in furtherance of
Sponsor’s exempt purposes. Grantee shall treat grant funds as restricted assets and shall maintain
4.
books accounting for grant funds separately from other funds. All expenditures made in
furtherance of the purposes of the Project shall be charged off against the grant and shall appear on
Grantee’s books. Grantee shall keep adequate records to substantiate its expenditures of grant
funds. Grantee shall make these books and records available to Sponsor at reasonable times for
review and audit, and shall comply with all reasonable requests of Sponsor for information and
interviews regarding use of grant funds. Grantee shall keep copies of all relevant books and records
and all reports to Sponsor for at least four (4) years after completion of the use of the grant funds.
11. Performance of Exempt Purposes. All of the assets received by Sponsor under the terms of
this Agreement shall be devoted to the purposes of the Project, within the tax-exempt purposes of
Sponsor. All grant funds shall be used by Grantee solely for the purposes of the Project and, unless
Sponsor and Grantee enter into a separate written grant agreement, Grantee shall not use any
portion of the grant funds to attempt to influence legislation within the meaning of IRC Section
501(c)(3) and the associated Regulations. Grantee acknowledges that any and all grants made by
Sponsor to Grantee are intended to constitute “controlled grants” within the meaning of 26 CFR
§ 56.4911-4(f)(3) unless otherwise specified in a separate written grant agreement. Should Grantee
use any portion of the grant funds for a purpose other than the purposes of the Project, including
attempts to influence legislation or for other lobbying activities, without the prior written consent
of Sponsor, Grantee shall repay to Sponsor any portion of the grant funds which is so used by
Grantee. If Grantee engages in conduct that Sponsor determines in its sole discretion may
jeopardize Sponsor’s legal or tax-exempt status, Sponsor retains the right to withhold, withdraw, or
demand immediate return and repayment of any grant funds from Grantee. Grantee shall not use
any portion of the grant funds or proceeds of the grant funds to directly or indirectly participate or
intervene in any political campaign on behalf of or in opposition to any candidate for public office;
to induce or encourage violations of law or public policy; to cause any private inurement or
improper private benefit to occur; nor to take any other action inconsistent with IRC Section
501(c)(3).
12. Termination.
a. Grounds for Termination. This Agreement may be terminated (1) by Sponsor when
the objectives of the Project can no longer reasonably be accomplished, including when
insufficient funds remain in the Restricted Fund held for the purposes of the Project, as
determined by Sponsor in its sole discretion; (2) by either party when either Grantee or Sponsor
desires to terminate Sponsor’s fiscal sponsorship of the Project for any reason, including if one
party has given notice to the other of its intent not to renew this Agreement for a subsequent
Term; or (3) by either party based upon a material breach of this Agreement by the other party.
When either party desires to terminate this Agreement, it shall provide a written notice of
termination to the other party.
b. Understandings Upon Receipt of Notice of Termination. Upon receipt of a written
notice of termination of this Agreement on any grounds, if Sponsor continues to hold funds in the
Restricted Fund for the purposes of the Project, the parties shall have sixty (60) days to find
another nonprofit corporation which is (i) tax exempt under IRC Section 501(c)(3); (ii) not
classified as a private foundation under IRC Section 509(a); and (iii) willing and able to sponsor
the Project (a “Successor”). The ability to sponsor the Project and meet the requirements of a
“Successor” shall be evidenced by having exempt purposes consistent with the purposes of the
5.
Project and the administrative and financial capacity to competently and lawfully sponsor the
Project, as determined by Sponsor. The Successor must be approved in writing by both parties by
or before the end of the sixty (60) day period. If the parties do not identify or are unable to agree
on a Successor by the end of the initial sixty (60) day period, Grantee shall have an additional sixty
(60) day period to find a Successor, subject to Sponsor’s approval in its sole discretion. If a
Successor is found and agreed to by the parties, the balance of assets, including any tangible or
intangible noncash assets, held by Sponsor in its Restricted Fund for the purposes of the Project
shall be transferred to the Successor at the end of the notice period or any extension thereof,
subject to the approval of any third parties that may be required. If Grantee has formed a new
organization meeting, or Grantee itself meets, the definition of a Successor as set forth in this
Subsection, such organization shall be eligible to receive all such assets so long as such
organization has received a determination letter from the Internal Revenue Service indicating that
such qualifications have been met, by no later than the end of the notice period or any extension
thereof.
c. Timing of Termination. This Agreement shall terminate upon the earlier of (1) the
expiration of the notice period or any extension thereof as set forth in Subsection b above, or (2)
the transfer of the balance of assets held by Sponsor in its Restricted Fund for the purposes of the
Project to a Successor. If no Successor is found within the notice period or any extension thereof
as set forth in Subsection b above, this Agreement shall terminate and Sponsor may dispose of the
assets held in the Restricted Fund for the purposes of the Project, in its sole discretion, in any
manner consistent with applicable tax and charitable trust laws. If the parties mutually wish to
earlier terminate this Agreement without identifying a Successor, they may do so in a writing
signed by both parties.
13. Grantee Warranties. Grantee hereby represents and warrants that it is duly formed, validly
existing, and in good standing and has all requisite power and authority to engage in the activities
contemplated by this Agreement. Grantee further represents and warrants that the Project and its
production do not violate any personal or private rights, copyright or trademark rights, or any other
rights of any third party. In addition to the obligations set forth in Section 14 of this Agreement,
Grantee agrees, to the fullest extent permitted by law, to hold Sponsor harmless from, and defend
Sponsor against, any claims of such violations, including, without limitation, reasonable attorneys’
fees and court costs of Sponsor, its officers, directors, employees, successors, permitted assigns,
and agents.
14. Indemnification. Grantee hereby irrevocably and unconditionally agrees, to the fullest
extent permitted by law, to defend, indemnify, and hold harmless Sponsor, and its officers,
directors, employees, agents, successors, and permitted assigns from and against any and all claims,
liabilities, losses, suits, proceedings, causes of action, damages, costs, and expenses (including
reasonable attorneys’ fees and expenses) (collectively, “Claims”) directly, indirectly, wholly, or
partially arising from or in connection with any act or omission of Grantee, or its officers, directors,
employees, agents, successors, and permitted assigns in applying for or accepting grants from
Sponsor, in expending or applying the funds or other non-cash items furnished by Sponsor
pursuant to such grants, in carrying out the Project, or from any material breach of this Agreement
by Grantee, except to the extent that such Claims arise directly and wholly from any act or
omission of Sponsor or its officers, directors, employees, agents, successors, or permitted assigns.
Grantee shall assume, at its sole cost and expense, the defense of such Claim with counsel
6.
reasonably satisfactory to Sponsor. Grantee will not be subject to any liability for any settlement
made without its consent. Grantee shall not, without consent of Sponsor, effect any settlement or
discharge or consent to the entry of any judgment, unless such settlement of judgment includes as
an unconditional term thereof the giving by the claimant or plaintiff to Sponsor of a general release
from all liability in respect of such Claim. Notwithstanding anything herein to the contrary, the
indemnification provisions of this Section shall survive any termination of this Agreement for any
reason.
15. Notice. Any notice, tender, demand, delivery, or other communication pursuant to this
Agreement shall be in writing and shall be deemed to be properly given if delivered in person or
mailed by first class or certified mail, postage prepaid, or sent by email in the manner provided in
this Section, to the following persons:
To Grantee: Asian American and Pacific Islanders of San Luis Obispo (AAPI SLO)
Attn: Mia Shin
PO Bos 15148
San Luis Obispo, CA 93406
Telephone 805-242-1124
Email: aapislocounty@gmail.com
To Sponsor: Ecologistics, Inc.
Stacey Hunt, CEO
633 Ramona Ave, Space 103
Los Osos, CA 93402
Telephone: (805) 548-0597
Email: stacey@ecologistics.org
A party may change its address or other contact information included above by giving notice in
writing to the other party. Thereafter, any communication shall be addressed and transmitted to the new
address or other contact information. If sent by mail, notice shall be effective or deemed to have been
given three (3) days after it has been deposited in the United States mail, duly registered or certified, with
postage prepaid, and addressed as set forth above. If sent by email, communication shall be effective or
deemed to have been given twenty-four (24) hours after the time set forth on the transmission report
issued by the email account, addressed as set forth above. For purposes of calculating these time frames,
weekends, and federal holidays shall be excluded.
16. Insurance Obligations. Sponsor may require Grantee, at its sole cost and expense, to
procure and maintain insurance in commercially reasonable amounts and by an insurer reasonably
acceptable to Sponsor against claims for injuries to persons, damages to property, or loss of any
kind which may arise from the production of the Project, or any actions taken in connection with
the Project, by Grantee or Sponsor, or their officers, directors, agents, representatives, employees,
or subcontractors. If such insurance is required, Grantee agrees that Sponsor, and its officers,
directors, agents, representatives, employees, and subcontractors are to be covered as additional
insureds. Grantee further agrees to provide Sponsor with copies of insurance certificates evidencing
such coverage and receipts showing payment of premiums therefore, and will deliver updated
certificates and receipts to Sponsor upon Sponsor’s request. Sponsor shall have no liability
7.
whatsoever for any loss that may occur by reason of the absence, insufficiency, or cancellation of
any insurance coverage of or for Grantee.
17. Withholding Requirements. Grantee shall not spend any Grant funds for activities in, or
travel to or from, the United States.
18. Miscellaneous. In the event of any controversy, claim, or dispute between the parties arising
out of or related to this Agreement, or the alleged breach thereof, the prevailing party shall, in
addition to any other relief, be entitled to recover its reasonable attorneys’ fees and costs of
sustaining its position. Each provision of this Agreement shall be separately enforceable, and the
invalidity of one provision shall not affect the validity or enforceability of any other provision. This
Agreement, and all questions relating to its validity, interpretation, performance, and enforcement,
shall be governed by and construed in accordance with the laws of the State of California, without
reference to its conflict of law provisions. The parties hereto agree and consent to the exclusive
jurisdiction of and venue in the courts of general jurisdiction of the State of California located in
the County of San Luis Obispo. This Agreement may not be assigned by Grantee, including by
operation of law, without the prior express written consent of Sponsor. This Agreement shall be
enforceable by, inure to the benefit of, and be binding upon the parties’ respective successors in
interest, if any, and any permitted assigns. Time is of the essence of this Agreement and of each and
every provision hereof. This Agreement shall not be deemed to create any relationship of agency,
partnership, or joint venture between the parties hereto, and no party shall make any such
representation to anyone. The provisions of this Agreement shall be deemed severable and if any
portion shall be held invalid, illegal, or unenforceable for any reason, the remainder of this
Agreement shall be effective and binding upon the parties. Any waiver of any terms, covenants,
and/or conditions hereof must be in writing and signed by the parties hereto. A waiver of any of
the terms, covenants, and/or conditions hereof shall not be construed as a waiver of any other
terms, covenants, and/or conditions hereof nor shall any waiver constitute a continuing waiver.
19. Entire Agreement; Counterparts. This Agreement constitutes the only agreement, and
supersedes all prior agreements and understandings, both written and oral, among the parties with
respect to the subject matter hereof. All Exhibits hereto are a material part of this Agreement and
are incorporated herein by reference. This Agreement, including any Exhibits hereto, may not be
amended or modified, except in a writing signed by all parties to this Agreement; provided,
however, that the Policies of Sponsor attached hereto as Exhibit B may be amended by Sponsor
from time to time in its sole discretion with written notice to Grantee. This Agreement may be
executed in counterparts, each of which shall be deemed an original, but all of which shall
constitute one and the same instrument.
20. Authority. Each undersigned represents and warrants by its signature that each has the
power, authority, and right to bind its respective party to each of the terms of this Agreement.
8.
IN WITNESS WHEREOF, the parties have executed this Fiscal Sponsorship Grant Agreement
effective as of the Effective Date.
ECOLOGISTICS, INC.
By: Dated: 8/8/22
Stacey Hunt, CEO
AAPI SLO
By: Dated: 8/8/22
Mia Shin, Co Founder
A-1.
EXHIBIT A
PROJECT DESCRIPTION
AAPI SLO seeks to collaborate with community organizations to help collect and disperse
data concerning the number of hate incidents in SLO County as well as reach out to
pockets of existing AAPI community members - including college students - to unify and
strengthen the overall community in the county.
One goal of the coming year includes one major event or data-gathering project (either
online or in-person) that highlights inequities that AAPI members face as we seek to
provide ways to report hate incidents safely and anonymously. Possible collaborations
include the Police Advisory Committee and/or Public Safety SLO to implement a
sustainable avenue for reporting and accessing hate incident data for the purpose of
gaining an overarching understanding of how racism and inequities affect the AAPI
communities in SLO County.
A secondary goal, in alignment with our desire to unify the existing AAPI communities in
the county, is to hold the second annual AAPI SLO Festival in 2022, brining together the
diverse AAPI representations (including Cuesta and Cal Poly students). Our goal is to
double the participation of business donors, the opportunities for AAPI vendors, and
presentations by local artists and performers.
A-2.
EXHIBIT B
MODEL C FISCAL SPONSORSHIP POLICIES OF
ECOLOGISTICS, INC.
General Requirements
• Separate Legal Entity. Although Ecologistics, Inc. (“Ecologistics”) will properly report any funds
or property it receives for the purposes of the project, because Grantee remains a separate legal
entity, it will continue to be subject to all laws, regulations, registrations, and filing requirements
applicable to it, compliance with which shall remain its sole responsibility.
• Fundraising. Grantee’s directors, officers, employees, and authorized volunteers (collectively,
“Grantee’s agents”) may, as agents of and on behalf of Ecologistics, solicit gifts, contributions, and
grants to Ecologistics, designated for the purposes of the project. However, Grantee’s agents,
acting as agents of and on behalf of Ecologistics, must get prior written approval from Ecologistics
before approaching a potential funding source and a copy of any fundraising mailing or solicitation
related to a project, including a grant proposal, must be approved by Ecologistics management in
advance of mailing, submission, or other distribution. Grantee’s agents, acting as agents of and on
behalf of Ecologistics, may not conduct any fundraising activities involving an element of chance,
such as bingo or raffles, unless they notify Ecologistics management in advance and adhere to
applicable state regulations. For instance, any desired raffle activities may require Ecologistics to file
certain forms with one or more state’s Attorney General’s offices, both prior to and following the
raffle. Any funds raised for the purposes of a sponsored project in a manner inconsistent with
these terms may be returned, in Ecologistics’ sole discretion, and/or the respective Fiscal
Sponsorship Grant Agreement may be terminated.
• Grants Received. Ecologistics management must sign all original grant agreements and be copied
at least one (1) week in advance on all interim and final report submissions required under any
grant agreement associated with the project. Ensuring compliance with the terms of any grant
agreement, including the preparation of any required grant report, is the responsibility of Grantee,
although ultimate responsibility for administration of funds in the restricted fund rests with
Ecologistics. Grants involving government or public agency monies typically have very heavy
reporting and auditing requirements that Grantee’s agents, acting as agents of and on behalf of
Ecologistics, must discuss with Ecologistics management in advance of acceptance.
• Donations/Contributions. Ecologistics will accept, process, and acknowledge contributions
made to support the purposes of the project. This includes issuing receipts for tax deduction
purposes. Donations may be made payable to Ecologistics, with the name of the project in the
memo line. Stock gifts can only be made through Ecologistics’ designated broker. It is Ecologistics’
general policy not to intentionally publicly disclose the identities of donors. Grantee shall make no
external disclosure of any Ecologistics donor’s identity without the donor’s prior permission. When
acting as agents of Ecologistics, Grantee’s agents shall not provide any legal or accounting advice to
A-3.
any donor or potential donor and shall advise any donor or potential donor to consult with their
own professional tax adviser or attorney regarding any questions.
• Communications With Potential Donors. In the course of fundraising, Grantee’s agents, acting
as agents of Ecologistics, may solicit commitments from donors prior to Ecologistics receiving the
funds. In general, Ecologistics regards such promises to give as mere statements of intent, which
Ecologistics will not seek to enforce through legal action. In the unusual situation where Grantee’s
agents wish to have a donor sign a legally enforceable pledge, Grantee should contact Ecologistics
management in advance. The collection of any amounts which potential donors have expressed an
intent to contribute shall be the responsibility of Grantee’s agents, acting as agents of Ecologistics.
• Accounting. Ecologistics will separately account for all funds received and expended, including in
grants made to Grantee, for the purposes of the project and will provide Grantee with a monthly
accounting of all such transactions. Any desired corrections to such accounting must be requested
by Grantee within thirty (30) days after receipt of the accounting. Grantee shall treat all grant funds
received from Ecologistics as restricted assets and shall maintain books accounting for grant funds
separately from other funds. All expenditures made in furtherance of the purposes of the project
shall be charged off against the grants and shall appear on Grantee’s books. Grantee shall keep
adequate records to substantiate its expenditures of grant funds. Grantee shall make these books
and records available to Ecologistics at reasonable times for review and audit, and shall comply
with all reasonable requests of Ecologistics for information and interviews regarding use of grant
funds.
• Additional Services. Should Grantee request that Ecologistics provide it any services of any
nature, other than the making of grants pursuant to the respective Fiscal Sponsorship Grant
Agreement, such services shall only be provided pursuant to a separate written agreement between
the parties. Ecologistics may charge additional fees, costs, and/or charges in connection with
providing any such services.
• Ecologistics Communications. Grantee agrees to respond to Ecologistics requests and
communications in a timely manner.
Administrative and Other Fees and Charges
• In order to compensate Ecologistics for its services provided in administering a fiscally-sponsored
project, an administrative fee will be charged. The administrative fee will be structured as a
percentage of gross receipts raised in support of the purposes of the project. The administrative fee
will be equal to six percent (6%) of (1) all funds received by Ecologistics for the purposes of the
project, regardless of source, and (2) the value of all noncash items or assets received by
Ecologistics for the purposes of the project (the “administrative fee”).
• Notwithstanding the foregoing, grants received by Ecologistics for the purposes of the project that
involve government or public-agency funds are typically subject to increased reporting and/or
auditing requirements and are therefore subject to an administrative fee of ten percent (10%). Any
such grant over the amount of five hundred thousand dollars ($500,000.00) may also be subject to
additional fees in connection with audit expenses, in the sole discretion of Ecologistics.
A-4.
• Should sponsorship of a project be transferred to Ecologistics from another fiscal sponsor, a one-
time roll-over fee of five hundred dollars ($250.00) will be charged at the time that the fiscal
sponsorship relationship is established with Ecologistics, regardless of the amount transferred, and
the administrative fee will not apply to such transferred funds. The administrative fee will apply to
subsequent gross receipts in support of the purposes of the project, as set forth above.
• The administrative fee will be charged at the time the contributions in support of the purposes of
the project are received by Ecologistics.
• In addition to the administrative fee, Ecologistics shall also charge an annual fee of two hundred
and fifty dollars ($250.00) per Model C sponsored project, to be paid from the restricted fund held
by Ecologistics for the purposes of the sponsored project (the “annual fee”). This annual fee will
be waived with respect to any Model C project that raised four thousand dollars ($4,000.00) or
more in the prior year. Ecologistics reserves the right to increase this annual fee in its sole
discretion.
• In addition to the administrative and annual fees, Ecologistics shall retain all interest earned in
connection with the funds or assets held in the restricted fund for the purposes of the project.
• Such fees and interest will be paid to the general fund of Ecologistics. They are necessary to
compensate Ecologistics for its services provided in administering fiscal sponsorship, and thus
become unrestricted rather than restricted assets when paid to the general fund of Ecologistics.
Once paid to the general fund of Ecologistics, fees, charges, and interest will not be returned or
refunded.
B-1.
EXHIBIT C
GRANT REPORT FORM
Please complete and return this Grant Report Form (the “Grant Report”) to Ecologistics, Inc.
(“Ecologistics”) at [email address/mailing address] as set forth in the Fiscal Sponsorship Grant Agreement.
Terms used herein have the same definition as given in the Fiscal Sponsorship Grant Agreement.
I. Grants Information
Grantee:
Project/Program Funded:
Period Covered by this Report (“Report Period”):
Amount of Grant Funds Received: $
Amount of Grant Funds Expended: $
II. Grantee Contact Information
Contact Name: Title:
Mailing Address:
Phone: Email:
III. Grant Report
A. Confirmation of Requirements. Please confirm that each of the following requirements was met
consistent with the Fiscal Sponsorship Grant Agreement by checking each box. If you are not able to
confirm any of the requirements below, please provide an explanation in a narrative attached to this
report.
r The grant funds received by Grantee were used exclusively in furtherance of the purposes of the
Project and consistent with Sponsor’s exempt purposes under IRC Section 501(c)(3)
r The grant funds received by Grantee were not used for any attempt to influence legislation or for
other lobbying activities of any nature
r The grant funds received by Grantee were not used in violation of or in a manner inconsistent with
the Fiscal Sponsorship Grant Agreement
r The grant funds received by Grantee were held and accounted for in a separate fund restricted for use
in furtherance of the purposes of the Project
r No changes have occurred to Grantee’s tax-exempt status or legal status since the Fiscal
Sponsorship Grant Agreement was entered into
B-2.
B. Statement of Revenues and Expenditures associated with the Grant Purposes. Include a detailed
statement of revenues and expenses accounting for the expenditures of all grant funds received by
Grantee for the purposes of the Project, including appropriate documentation demonstrating that all
such grant funds were used exclusively in furtherance of the purposes of the Project and that no such
grant funds were used for any attempt to influence legislation or for other lobbying activities of any
nature.
C. Programmatic Accomplishment(s). In an attached narrative no longer than [two (2)] pages total,
please respond to the following questions:
1. What were the major accomplishments achieved with the grant funds? Describe the goals for the
Project as well as Grantee’s success in meeting those goals.
2. Did Grantee experience any challenges that may have prevented accomplishing its goals or
completing the Project?
3. What are Grantee’s plans for the Project in the future? How will Grantee sustain it in the coming
years?
4. Please share any success stories or evaluation data from those who benefited from the Project.
D. Publicity Materials. Please attach copies of publications or other public communications
acknowledging or referencing Ecologistics related to the grant funds.
I hereby certify that the above and attached statements are true, accurate, and complete.
Signature of Authorized Representative Date
Name of Authorized Representative Title of Authorized Representative
Email this completed, signed Grant Report and any necessary attachments to stacey@ecologistics.org.
For Sponsor’s Use Only
Reviewed by: On:
DEI High Impact Grant
24-25 Application
Part 1 Basic Information
1) Organization Name *
Afrikan Black Collective
2) 501(c)(3) - employer identification number *
85-0908990
3) Fiscal Agent *
NA
4) Project/Program Name *
ABC Conference
5) Requested Amount *
$20,000.00
6) Name of Person Completing Application *
Ma'Ronda X
7) Name of Person for Grant Communication for Grant Cycle (if different from above)
8) Organization Mailing Address *
Street Address
5472 Crenshaw Blvd #431306
Address Line 2
City
Los Angeles
State/Province/Region
California
Postal/Zip Code
90043
Country
United States
9) Phone *
3238425678
10) E-mail
OPERATIONS@ABLACKCOALITION.ORG
Part 2 Organizational Information
1) Purpose/Mission Statement *
The Afrikan Black Coalition (ABC) proudly stands as the foremost organization in California committed to the training and development of Black
student leaders within four-year universities. Through our comprehensive leadership development programs, we are shaping the next generation of
Black leaders to champion the collective struggle for liberation for all Black and oppressed communities worldwide, starting on their college
campuses.
2) Briefly describe your organization’s purpose, vision, primary activities, and operating structures *
The Afrikan Black Coalition (ABC) is dedicated to training Black college students through leadership development, political education and community
engagement and organizing. Our purpose is to enhance the Afrikan/Black experience on and off-campus by equipping students with the tools to
advocate for and build sustainable communities. Our vision is to liberate Afrikan/Black people globally by transforming the quality of their lives
through intellectual and economic empowerment.
Our primary activities include year-round leadership training, political education, and community engagement initiatives designed to develop the
next generation of Black leaders. We operate through a network of student-led chapters across four-year universities in California, with a central
leadership team coordinating programs, resources, and events to support our mission.
3) Name of Executive Director *
Ma'Ronda X
4) Number of paid staff (full or part-time)*
1
5) Number of volunteers *
20
6) Name of Board President or Chair *
Salih Muhammad
7) Describe the community(ies) your organization supports *
Black, Immigrant, People of African Descent, People who are Justice-Involved, Youth-College, Youth-High School
8) Approximate Annual Budget *
$265,745.00
9) Major Sources of Funding *
Grants and Donations
Part 3 Project/Program Information
1) Please provide an executive summary of proposed project/program (200 words max)*
The Afrikan Black Coalition (ABC) Conference is designed to unify Afrikan/Black students across California to address structural and systemic
inequities that impact Afrikan/Black students such as academic policy, campus climate, and Black student success.
By convening Black students from universities statewide, the conference creates a powerful platform to tackle these deep-rooted challenges.
Through focused discussions, workshops, and collaborative initiatives, the conference seeks to develop actionable strategies that promote equity
and justice within academic institutions and beyond.
2) Total project cost *
$150,000.00
3) Requested Amount *
$20,000.00
4) Please provide a detailed description of proposed project/program (not to exceed 1,000 words)*
The Afrikan Black Coalition (ABC) Conference is a comprehensive initiative aimed at addressing and resolving systemic and structural inequities faced
by Afrikan/Black students. The program brings together Black students from universities across California to foster a unified approach to tackling
common challenges.
Objectives:
Address Systemic Inequities: The conference will focus on discussing and developing strategies to address academic policy disparities, improve
campus climate, and enhance support systems for Afrikan/Black students. It aims to create actionable plans that contribute to systemic change
within academic institutions.
Develop Leadership Skills: Through workshops and interactive sessions, participants will gain essential skills in organizational leadership, advocacy,
and community engagement. The goal is to empower students to become effective leaders both on-campus and in their broader communities.
Promote Power and Mobilization Building: The conference will provide a platform for students to connect with peers from different universities,
share experiences, and collaborate on initiatives. This networking will help build a stronger, more unified student body capable of driving collective
action.
Focus on Post-College Success: Sessions will address career development, opportunities for further education, and strategies for transitioning from
college to professional life, ensuring that students are well-prepared for their future endeavors.
Cultural Affirmation: The conference will celebrate Afrikan/Black cultural heritage and resilience, reinforcing the positive identity and experiences of
participants.
Impact: The ABC Conference aims to produce measurable outcomes such as improved student satisfaction, enhanced leadership capabilities, and
increased engagement in systemic reform efforts. By equipping students with the tools and networks needed to advocate for change, the
conference seeks to drive long-term improvements in both academic environments and the broader community.
5) Describe the community/population the project/program will support *
The broader Black community, youth, San Luis Obispo college students, and the wider San Luis Obispo community.
6) Describe the equity gaps and community needs this project/program will address in the City and community of San Luis Obispo.*
Black people make up approximately less than 5% of the population in San Luis Obispo. Feedback from Black students at Cal Poly SLO highlights
feelings of underrepresentation and undervaluation, both on and off campus, with limited opportunities available within the city. The ABC program
aims to address these issues through tangible and measurable solutions:
Visibility Initiatives: Create and implement a series of campus and community events that highlight Black student achievements and cultural
contributions. We will track the number of events held, attendance figures, and participant feedback to assess the increase in visibility.
Opportunity Expansion: Develop partnerships with local businesses and organizations to establish internship and job placement programs
specifically for Black students. We will measure success by the number of internships and job placements secured and the feedback from
participants on their experiences.
Academic Support Programs: Launch targeted workshops and mentoring programs to support Black students in navigating academic and career
challenges. We will evaluate the effectiveness of these programs through participant progress reports, academic performance improvements, and
retention rates.
Community Engagement: Facilitate dialogues and workshops that promote understanding and respect for Afrikan/Black cultural contributions within
the broader San Luis Obispo community. We will assess impact through community feedback surveys and participation rates in these events.
By implementing these solutions, the ABC Conference aims to create measurable improvements in representation, opportunities, and community
cohesion for Afrikan/Black students and the San Luis Obispo community as a whole.
7) Provide detailed timeline for project implementation (monthly or quarterly).*
Pre-Conference Planning (August 2024 - January 2025)
August 2024: Initial Planning and Team Formation
August 1-15: Form the planning committee and define conference goals, objectives, and key performance indicators.
August 16-31: Secure initial funding and resources.
September 2024: Program Development
September 1-15: Develop the conference agenda, including workshops, keynote speakers, and panel discussions.
September 16-30: Identify and invite speakers and facilitators. Begin designing promotional materials.
October 2024: Logistics and Coordination
October 1-15: Book venue and secure necessary permits.
October 16-31: Finalize event logistics (catering, technology, transportation). Begin registration process and continue promotional activities.
November 2024: Final Preparations
November 1-15: Confirm all logistical arrangements and speaker participation.
November 16-30: Conduct a final promotional push and reminders to registrants. Prepare conference materials and resources.
Conference Execution (December 2024 - January 2025)
December 2024: Final Checks
December 1-7: Conduct a final walkthrough of the venue.
December 8-14: Coordinate with vendors and volunteers. Ensure all materials and equipment are prepared and tested.
December 15-16, 2024: Conference Day
Execute the conference, ensuring all sessions and activities run smoothly.
Provide support for attendees, speakers, and volunteers. Collect feedback from participants.
Post-Conference Evaluation and Follow-Up (January 2025 - June 2025)
January 2025: Evaluation and Reporting
January 2-15: Analyze feedback and performance data to evaluate the success of the conference.
January 16-31: Prepare and distribute a final report summarizing outcomes and impact.
January 2025: Future Planning and Reflection
January 2-15: Review lessons learned and identify areas for improvement.
January 16-31: Plan for future conferences and ongoing initiatives based on feedback and evaluation.
February 2025: Meetings with San Luis Obispo Community
February 1-15: Schedule and conduct meetings with key stakeholders in the San Luis Obispo community to discuss the impact of the conference.
Collect feedback on the conference's effectiveness and explore areas for further collaboration.
February 16-28: Analyze feedback from these meetings and begin drafting a report outlining the impact of the conference and potential areas for
improvement.
March 2025: Long-Term Partnerships
March 1-15: Develop and propose partnership agreements with local organizations, businesses, and community leaders to support ongoing
initiatives and sustain the momentum from the conference.
March 16-31: Finalize and sign partnership agreements. Plan joint activities and collaborative projects with these partners.
April 2025: Student Engagement
April 1-15: Organize follow-up meetings with SLO students and campus groups to discuss the outcomes of the conference and identify additional
needs and opportunities for engagement.
April 16-30: Launch initiatives based on student feedback, such as additional workshops, mentorship programs, or networking events.
May 2025: Implementation of Initiatives
May 1-15: Implement the planned initiatives and collaborative projects with partners. Monitor progress and gather initial feedback from participants
and partners.
May 16-31: Evaluate the effectiveness of new initiatives and make any necessary adjustments based on feedback.
June 2025: Review and Planning
June 1-15: Conduct a comprehensive review of the conference's impact and the effectiveness of new partnerships and initiatives.
June 16-30: Plan for the next steps based on the review, including potential future conferences, continued collaborations, and ongoing support for
Afrikan/Black students in San Luis Obispo.
8) List any partnerships/collaborations that are supporting this project/program and their roles *
Cal Poly San Luis Obispo - Serve as a primary host institution, providing venue space, logistical support, and student volunteers. Facilitate
engagement with the student body and relevant academic departments.
Local Black Student Unions and Organizations @ Cal Poly SLO - Collaborate in planning and promoting the conference, ensuring it addresses the
specific needs and interests of Afrikan/Black students. Contribute to the program with speakers, panelists, and workshop facilitators.
Community-Based Organizations (Lompoc, NAACP, Race Matters-SLO, etc) - Offer expertise on community needs, help with outreach and
engagement, and provide resources or sponsorships. Facilitate connections with broader community networks.
Local Businesses and Corporations - Sponsor the event, provide in-kind donations (e.g., catering, technology), and offer internship and job
opportunities for students. Support through financial contributions and promotional efforts.
9) Describe your plan for sustainability beyond the City’s one-year award funding *
To ensure the Afrikan Black Coalition (ABC) Conference remains sustainable beyond the City 's one-year award funding, we will employ several
strategies: securing diversified funding sources including grants, sponsorships, alumni contributions, and fundraising events; engaging with San Luis
Obispo students and the community; and enhancing our digital and online presence
10) Describe the plan for promoting this project within the City of San Luis Obispo *
To effectively promote the Afrikan Black Coalition (ABC) Conference within the City of San Luis Obispo, we will implement a comprehensive
marketing and outreach strategy. This will include developing community partnerships with local organizations, campus departments, and student
groups. We will utilize social media platforms such as Facebook, Instagram, and Twitter to create engaging content about the conference.
Additionally, we will collaborate with local newspapers and radio stations to feature stories and advertisements. Promotional materials will be
distributed in high-traffic areas including libraries, community centers, coffee shops, campus bulletin boards, and local Black-owned businesses.
11) Est. Number of people served through this project/program *
800
12) Est. Number of SLO City Residents served through this project/program *
300
13) In the table below include a minimum of four (4) metrics or performance outcomes that relate to
the implementation/success of the project. Examples include: # of SLO City residents served, # of
referrals provided to individuals seeking social services, # of trainings completed, # of cultural
event attendees reported a 10% increase in knowledge and application of DEI practices, etc.
Example: # of cultural event attendees reported a 10% increase in DEI knowledge and application
Metric #Indicators of Success / Measurable Outcomes
600 Total number of participants attending the conference.
10 Number of community and student outreach events conducted before and after the conference.
5 Total number of new partnerships formed with local organizations as a result of the conference.
200 Total number of participants attending the conference from the SLO community
20 Total number of workshops completed
DEI statement *
that includes Applicants’ understanding and application of DEI, Affirming language that creates access and a sense of belonging in our community
apart from grant, and Explain how this project will advance DEI in the City of SLO.
ABC DEI Statement.pdf 170.12KB
Detailed budget *
Including how the total requested amount of grant would be spent.
DEI-ABC BUDGET - Sheet1.pdf 71.51KB
Organizational chart.*
ABC Org Chart .pdf 539.13KB
Federal Tax-Exempt Status *
ABC TAX EXEMPT.jpeg 115.4KB
The Afrikan Black Coalition (ABC)is dedicated to advancing Diversity,Equity,and Inclusion
(DEI)by creating an environment where every individual,particularly Black students and people
of African descent,feels recognized and empowered.Our commitment involves a thorough
understanding and application of DEI principles to ensure that our initiatives offer meaningful
access and cultivate a true sense of belonging within the San Luis Obispo community.
We recognize that DEI is fundamental to our mission and operational practices.Our team is
dedicated to integrating DEI principles into every aspect of the conference,from planning and
execution to post-event follow-up.This involves actively engaging with diverse voices,
addressing systemic inequities,and creating spaces where all participants can contribute and
thrive.
We use affirming language that respects and honors each individual’s identity and experiences.
Our communications and programming are designed to be inclusive,accessible,and
supportive,ensuring that all community members,particularly those from historically
marginalized groups,feel welcomed and heard.By promoting inclusive dialogue and offering
resources that address the unique needs of our participants,we aim to build a community where
everyone feels a strong sense of belonging.
The ABC Conference will advance DEI in San Luis Obispo by:
●Promoting Inclusive Dialogue:Bringing together diverse groups to discuss and
address issues related to academic policy,campus climate,and community
engagement.This will foster a more inclusive and understanding community.
●Building Capacity:Equipping Black students and community members with skills and
resources that enable them to drive systemic change and advocate for equity.
●Creating Partnerships:Establishing collaborations with local organizations and
businesses that share our commitment to DEI,thereby amplifying the impact of our
efforts and creating broader support networks.
●Raising Awareness:Increasing awareness of Afrikan/Black cultural contributions and
experiences,which will help challenge stereotypes,reduce biases,and enhance
community cohesion.
Through these efforts,the ABC Conference aims to make a lasting impact on the DEI landscape
in San Luis Obispo,contributing to a more equitable and inclusive city for all residents.
Projected Expenses Amount Notes & Special Instructions Index
1. Production + Marketing
Flyers: Sharvin Whitfield 3,000
Photographer 3,000
Videographer 6,230
Theme Artwork Design: Kiana Nwaka 350
Instagram & Facebook Advertisement 0
Promotion & Influencer Advertisement 5,000
Performance Agreement Processing Fees 20
ASL Interpreting + Captioning Services $3,500.00
Total: 21,100
2. SWAG / Welcome Package
Shirts + Mask (Crane Promo)$14,506
Custom Stickers (Sticker Mule)$1,217
Program (Vistaprint)$678
Black Power Dictionary (48 Hour Books)$2,856.49
Shipping + Distribution $22,500
Package:----
Polymailers (Sticker Mule)$1,036
Post Cards (Vistaprint)31
Total: $42,823
3. Day of Service
Supplies and Materials $6,000
Performance Agreements + Processing Fees $20
Total: $6,020
4. Keynote Speakers
Saturday Keynote $1,000.00
Sunday Keynote $10,000.00
Monday Guest Speaker $5,000.00
Performance Agreement Processing Fees $60.00
Total: $16,060
5. Worshop Facilitators
Saturday Workshops 11:30-1:30PM ----
Workshop 1 $500.00
Workshop 2 $500.00
Workshop 3 $500.00
Workshop 4 $500.00
Workshop 5 $500.00
Workshop 6 $500.00
Workshop 7 $500.00
Workshop 8 $500.00
Performance Agreement Processing Fees $160.00
GENDER Roundtables (CAUCUS):----
Gender Journey Workshop $500.00
Women Workshop $500.00
Men Workshop $500.00
Queer Men Workshop $500.00
Queer Women Workshop $500.00
Performance Agreement Processing Fees $100.00
Sunday Workshops 11:30-1:30PM ----
Workshop 1 $500.00
Workshop 2 $500.00
Workshop 3 $500.00
Workshop 4 $500.00
Workshop 5 $500.00
Performance Agreement Processing Fees $100.00
6. Panel ----
Moderator: ----
Panelist #1:$500.00
Panelist #2:$1,200.00
Panelist #3: $1,200.00
Performance Agreement Processing Fees $60.00
POLITICAL DEBATE ----
Moderator: $500.00
Debate Candidate #1 (Affirmative): $1,200.00
Debate Candidate #2 (Negative):$1,200.00
Performance Agreement Processing Fees $45.00
Total: $15,265.00
6. Professional Development + Misc Experience
PD Workshop 1 $500.00
PD Workshop 2 $500.00
Total: $1,000
7. Evening Festivities
Poetry Jam
Host: Shihan Van Clief $2,200
Poet: Kendon Tillis a.k.a. Kendon $450.00
Poet: Sean Cook a.k.a. Set Tha Versifier $450.00
Poet: Natasha Hooper $450.00
Poet: Joe Clemons a.k.a. Too Black $0.00
Poet: Keter Crosby a.k.a. Poetix $450.00
Performance Agreement Processing Fees $80.00
Talent Showcase
Host: $500
Musician #1: Jarmai Givhan (CST) - Saxophone $500
Musician #2: Yafeu Tyhimba - Bass/Piano $500
Musician #3: Tyler Gerald - Flutist $500
Artist #1: Neelam (PST)$1,500
Artist #2: Kevin Ross (EST)$4,000
Artist #3: Brisa Lauren (PST)$600
Artist #4: Brenae Wilkes aka Nilla Allin (PST)$500
Artist #5: Rexx Life Raj (PST)$3,000
Artist #6: Audio Push and PRICE $3,000
Artist #7: Honey Blu $150
Dance #1: Sean and John Scott (PST) - Tap $300
Performance Agreement Processing Fees $220.00
Total: $19,350
8. Day of Service
Community Conversations: Jada Johnson $500
DOS Speaker: Ndidi Okwelogu $4,000
DOS Speaker: Salih Muhammad $4,000
BBE Experience Kick-Off: Trell Thomas $0
DOS Materials $4,946
Black Power Afterlives: The Enduring Significance of the Black Panther Party $628
Performance Agreement Processing Fees $55
Total: $14,129
9. Misc.
Performance #1: LA Parmelette $500
Performance #2: Black National Anthem Singer - Elrica Yancey $500
Performance #2: Black National Anthem Singer - Johara D. Richardson $500
Expo Booth: (Agriculture Highlight)$500
Performance Agreement Processing Fees $60
Committee Gifts: Your Neighborhood Scholar $182
Participant Giveways:$4,875
Total: $7,117
Conference Total: 142,864
Operations
Director
Executive
Director
Deputy
Director
Student
Affairs
Director
Executive Board
Central Committee
Political Bureau
Political
Director
Communications Black Community Programs
Black Community
Programs Director
Office of the Executive Director Business Operations
Leadership
Development
Director
Ma’ Ronda
Salih
Taharka
Yoel
Communications
Director
Allyssa
Alumni Relations
Field
Organizers
Ndidi
Afrikan Black Coalition
Christin Erin
Riana Refilwe
Alexandra
a
Jada
Manar Donnaven
DEI High Impact Grant
24-25 Application
Part 1 Basic Information
1) Organization Name *
Big Brothers Big Sisters of San Luis Obispo County
2) 501(c)(3) - employer identification number *
77-0348487
3) Fiscal Agent *
NA Self
4) Project/Program Name *
Pacheco Elementary School Mentorship Program
5) Requested Amount *
$20,000.00
6) Name of Person Completing Application *
Caity McCardell
7) Name of Person for Grant Communication for Grant Cycle (if different from above)
8) Organization Mailing Address *
Street Address
142 Cross Street, Suite 140
Address Line 2
City
San Luis Obispo
State/Province/Region
CA
Postal/Zip Code
93401
Country
United States
9) Phone *
8055401926
10) E-mail
caity@SLObigs.org
Part 2 Organizational Information
1) Purpose/Mission Statement *
Our mission is to create and support one-to-one mentoring relationships that ignite the power and promise of youth.
2) Briefly describe your organization’s purpose, vision, primary activities, and operating structures *
More than a century ago, Big Brothers Big Sisters of America was founded as a positive disruption to society by a simple yet powerful idea. Make
positive mentorship the alternative innovation to sending kids to the juvenile justice system. And while our mission has grown, the challenges kids
face have grown faster. Many at-risk children in our community lack a positive mentor while facing generational barriers. More live in or near
poverty, face a widening educational gap, and are falling deeper into mental health struggles.
Today’s societal challenges are creating an opportunity desert for young people. Classrooms are overcrowded, and teachers must prioritize
instruction over mentoring relationships. Young people are facing a widening equity gap. Young people do not start off with the same resources,
networks, and opportunities- but they should. Nationwide, Black, American Indian, and Hispanic or Latino young people are more likely to grow up in
poverty compared to their non-Hispanic White and Asian and Pacific Islander peers.
We know the old adage that “It takes a village to raise a child,” is TRUE. However, youth in low-income communities experience more limited social
networks. Many low-income families and their children feel more socially disconnected and unsure how to form meaningful connections. We are
intentionally providing that village for local youth and their families through our programs.
Our society is at a moment where kids and communities need a positive disruption.
Big Brothers Big Sisters of San Luis Obispo County (BBBS SLO County) is dedicated to empowering youth by fostering meaningful, one-to-one
mentoring relationships that change lives for the better. Our vision is to ensure that every child in San Luis Obispo County achieves their full
potential with the support of a caring volunteer mentor.
We offer three programs: community-based mentoring, school-based mentoring, and a juvenile hall group mentorship program. These programs
match volunteer mentors with youth facing adversity, providing guidance, support, and positive role models.
We operate with a dedicated staff team of seven in the City of San Luis Obispo and a network of volunteer mentors throughout the County, all
overseen by an Executive Director and governed by a fifteen-member Board of Directors.
We rely on grants, individual donors, fundraising events, and business partnerships to sustain our life-changing programs, ensuring that every
mentor match is supported and successful.
3) Name of Executive Director *
Stacy Salame
4) Number of paid staff (full or part-time)*
7
5) Number of volunteers *
170
6) Name of Board President or Chair *
Amity Faes, Board Chair
7) Describe the community(ies) your organization supports *
We serve a diverse community of youth across San Luis Obispo County. While our programs are available free of charge to all children and youth in
the County, we primarily support those who face challenges, including economic hardship, family instability, academic struggles, and social or
emotional difficulties. These young individuals often come from underrepresented or underserved backgrounds, where access to positive role
models and opportunities for personal growth may be limited.
We support local communities by partnering with schools, the juvenile justice system, and other social service organizations to reach youth in need.
By engaging with these communities, we work to create a network of support that fosters resilience, confidence, and success among the youth we
serve, ultimately contributing to a stronger, more connected San Luis Obispo County.
8) Approximate Annual Budget *
$850,000.00
9) Major Sources of Funding *
Individual giving, grants, fundraising events, and business sponsorships.
Part 3 Project/Program Information
1) Please provide an executive summary of proposed project/program (200 words max)*
We are requesting funding for our school-based mentoring program at Pacheco Elementary School. The program is designed to support the
academic, social, and emotional development of elementary students through one-on-one mentoring relationships with high school student
volunteers. It is proven to increase students' academic engagement, foster their social skills, and promote a sense of belonging by connecting them
with positive role models.
Activities will include a focus on empathy and kindness, interactive storytelling, creative expression, and team-building games that engage high
school mentors and Pacheco Elementary School mentees.
High school mentors are carefully selected and trained in mentoring best practices and cultural competency. Weekly mentoring sessions focus on
academic support, social skill-building, and activities that celebrate their cultural backgrounds and personal identities. Additionally, the program
includes field trips and enrichment activities to broaden students' experiences and strengthen mentor-mentee bonds.
The program improves students' academic performance, boosts their self-confidence, and fosters a more inclusive school community. We are
committed to the long-term sustainability of this program, with plans to expand to other schools in the future. With the support of this grant, we will
empower students to reach their full potential and create a more connected and inclusive community in San Luis Obispo.
2) Total project cost *
$30,000.00
3) Requested Amount *
$20,000.00
4) Please provide a detailed description of proposed project/program (not to exceed 1,000 words)*
Project Overview
Big Brothers Big Sisters of San Luis Obispo County ’s school-based mentoring program at Pacheco Elementary School supports the academic, social,
and emotional development of elementary students through meaningful, one-on-one relationships with high school student volunteer mentors. This
program seeks to bridge the gap between age groups and ethnicities and foster a community of empathy, learning, growth, support, and mutual
respect within the City of San Luis Obispo.
Program Goals and Objectives
The primary goal of this program is to provide elementary students at Pacheco Elementary with positive role models who can help them navigate
academic challenges, build self-confidence, and develop essential life skills. Through regular, consistent mentoring sessions, we aim to:
- Promote Inclusion and Diversity: Encourage understanding and respect for diversity, both within the school community and beyond, by promoting
DEI principles through all program activities.
- Enhance Academic Engagement: Improve students' attitudes toward school, resulting in better attendance, increased participation, and higher
academic achievement.
- Foster Social and Emotional Development: Help students build stronger social skills, increase self-esteem, and develop healthy relationships with
peers and adults.
Target Population
The program will specifically target students at Pacheco Elementary School who will benefit from additional academic and social support. This
includes students who are struggling academically, facing social challenges, or are from underrepresented backgrounds. High school students from
local schools in San Luis Obispo will be recruited as volunteer mentors. These mentors will be selected based on their commitment to community
service, leadership potential, and ability to relate to younger students.
Program Activities
- Recruitment and Training of Mentors: We will recruit a cohort of 25 high school student volunteers to serve as mentors. These students will
undergo a selection process to ensure they are well-suited for the role. Once selected, mentors will participate in comprehensive training that
includes topics such as mentoring best practices, cultural competency, and creating a space of inclusion and belonging. Training will also cover
strategies for supporting students academically and emotionally.
- Mentoring Sessions: Mentoring sessions will take place weekly at Pacheco Elementary School, with each session lasting approximately two hours.
During the program, mentors and mentees will engage in a variety of activities designed to support academic learning, such as homework
assistance, reading together, and educational games. In addition, mentors will facilitate activities that promote social and emotional development,
such as team-building exercises, role-playing, and discussions about important life skills.
- DEI-Focused Activities: To advance DEI within the school community, specific activities will be designed to celebrate diversity, promote inclusion,
and build cultural awareness. These may include multicultural events, discussions on topics like empathy and respect, and collaborative projects that
encourage students to learn about and appreciate different cultures and perspectives.
- Field Trips and Enrichment Opportunities: The program will also offer once-monthly Saturday field trips that provide students with opportunities to
explore new interests and expand their horizons in the County. These outings will be designed to reinforce the learning and relationship-building
that occurs during the mentoring program, while also providing memorable experiences for both mentors and mentees.
Expected Outcomes
Through this program, through the proven model we employ, we expect to achieve the following outcomes:
- Greater Sense of Belonging: Both mentors and mentees will report a stronger sense of belonging to their school community and a deeper
understanding of and respect for diversity.
- Improved Academic Performance: Mentees will demonstrate measurable improvements in their grades, classroom behavior, and overall
engagement in school.
- Enhanced Social Skills: Students will show increased confidence in social situations, better conflict resolution skills, and more positive interactions
with peers and teachers.
- Mentor Development: High school student mentors will gain valuable leadership skills, increased cultural competency, and a stronger commitment
to community service.
Evaluation and Reporting
The success of the program will be evaluated through a combination of quantitative and qualitative measures required by Big Brothers Big Sisters of
America. These will include pre-program and monthly surveys, academic performance tracking, and feedback from parents/guardians and students.
We will also gather testimonials and case studies to illustrate the personal impact of the program on both mentors and mentees.
All mentees complete a survey when they begin the program and annually thereafter, doing a self-assessment. Caregivers and school staff also
provide monthly data.
Indicators of Success / Measurable Outcomes: Multiple indicators of success and measurable outcomes will be captured in the survey, and include
whether the Little engaged in bullying behaviors, academic success or challenges, relationships with peers and family, depressive periods, and
protective behaviors (positive indicators). Based on prior results, we anticipate 80% of mentees will report they did not engage in bullying behaviors,
70% will maintain or reduce depressive periods, and 85% will maintain or increase academic performance.
Regular reports will be provided to stakeholders to ensure transparency and demonstrate the program's impact on the community.
Sustainability and Future Growth
We are committed to the long-term sustainability of this program by seeking additional funding sources, including grants, community partnerships,
and individual donations, to ensure that the program can continue and expand in future years. Our vision is to grow this program into other schools
across San Luis Obispo County, thereby extending its benefits to more students and communities.
The school-based mentoring program at Pacheco Elementary School represents a vital opportunity to make a difference in the lives of young
students in the City of San Luis Obispo. By leveraging the decades-proven efficacy of Big Brothers Big Sisters-based mentorship, we can help
students overcome challenges, achieve their academic and personal goals, and develop into confident, capable individuals with compassionate,
inclusive perspectives. With the support of this grant, we will be able to bring this transformative program to life, creating a brighter future for the
next generation.
5) Describe the community/population the project/program will support *
The school-based mentoring program at Pacheco Elementary School will support a diverse community of elementary students in San Luis Obispo,
many of whom face significant challenges both academically and socially. The program is open to all students, but specifically targets students who
may be struggling in school, experiencing social difficulties, or coming from underrepresented or underserved backgrounds, including low-income
families, English language learners, and children who may lack access to consistent adult guidance and support. In the last school year, 90% of Littles
or mentees in our program came from monolingual Spanish speaking families.
These students often encounter barriers that can hinder their academic progress and personal development, such as limited resources, family
instability, and exposure to adverse experiences. By pairing these students with high school volunteer mentors from the local community, the
program aims to provide them with the positive role models and additional support they need to succeed.
High school mentors, who themselves come from diverse backgrounds, will also benefit from this program by developing leadership skills and a
deeper understanding of the challenges faced by younger students. The program fosters a sense of community across different age groups and
cultural backgrounds, promoting inclusion, empathy, and mutual respect, ultimately contributing to a stronger and more connected San Luis Obispo.
Of the children and youth in our programs, typically 50% are from single parent homes, and nearly 70% report that they are participating in the
school lunch programs, indicating they are low-income.
Children are recommended for the program by school counselors, parents, foster parents, and other adults who see the child’s need for a mentor,
indicated by failing grades, difficulty with social interaction with peers and/or family members, or other behaviors.
6) Describe the equity gaps and community needs this project/program will address in the City and community of San Luis Obispo.*
The school-based mentoring program at Pacheco Elementary School is designed to address several equity gaps and community needs in San Luis
Obispo, particularly among underserved and vulnerable student populations.
Academic Achievement Disparities: Many students at Pacheco Elementary face challenges that hinder their academic success, including limited
access to educational resources, language barriers, and a lack of academic support at home. These disparities contribute to gaps in achievement
between students from different socioeconomic backgrounds. The program aims to close these gaps by providing personalized support through
one-on-one mentoring, helping students improve their grades, engagement, and overall academic performance.
Social and Emotional Development: Students in our programs often lack access to consistent, positive role models who can guide their social and
emotional development. This gap can lead to issues such as low self-esteem, social isolation, and behavioral problems. The mentoring program
addresses this need by pairing students with high school mentors who can offer guidance, encouragement, and a supportive relationship, fostering
the development of essential social skills and emotional resilience.
Access to Positive Role Models: Many children in San Luis Obispo, particularly those from low-income families or minority communities, may not
have regular access to positive role models who reflect their experiences and backgrounds. This lack of representation can limit their aspirations and
sense of belonging. We aim to connect students with high school mentors who share similar backgrounds, school experiences, or have other shared
interests and hobbies. Our program provides students with relatable and inspiring role models.
Youth Engagement and Leadership: The program addresses the need for increased youth engagement and leadership development in San Luis
Obispo. High school mentors gain valuable leadership experience, learn about the importance of community service, and develop a sense of
responsibility toward their younger peers. This engagement not only benefits the mentees but also contributes to building a more active and
involved youth community in the city.
Promoting Inclusion and Cultural Awareness: The mentoring program includes activities that promote inclusion, cultural awareness, and respect for
differences. By fostering these values in both mentors and mentees, the program contributes to creating a more inclusive and harmonious
community.
Support for Underserved Families: When parents/guardians in San Luis Obispo struggle to provide the academic and social support their children
need, particularly in households where parents are working multiple jobs or dealing with other challenges, we are here to help. Our school-based
mentoring program offers these families support by ensuring their children receive the attention, guidance, and encouragement they need to thrive
in school and beyond.
This program addresses critical equity gaps and community needs in San Luis Obispo by providing targeted support to students who are most at risk
of falling behind, while also fostering a sense of community, inclusion, and shared responsibility among the city ’s youth.
7) Provide detailed timeline for project implementation (monthly or quarterly).*
August 2024- September 2024: Program recruitment for Bigs (mentors) and Littles (mentees.)
October 2024 - May 2025: Weekly program at Pacheco Elementary School with monthly optional field trips available for participants.
May 2025: Big and Little Program Graduation
8) List any partnerships/collaborations that are supporting this project/program and their roles *
We solicit donors and grantors to support our school-based programs, but there are no specific funds designated for Pacheco Elementary School’s
mentorship program at this time. We will leverage City funding to solicit additional donors and promote this public/private partnership among the
school and the broader community. We believe a partnership model is the most sustainable model for funding each school program.
9) Describe your plan for sustainability beyond the City’s one-year award funding *
To ensure the sustainability of the school-based mentoring program at Pacheco Elementary School beyond the City’s one-year award funding, we
have developed a plan that includes the following key strategies:
Diversified Funding Sources
- Grant Applications: BBBS SLO County will actively pursue additional grant opportunities from local, state, and national foundations and government
agencies to secure ongoing funding. By leveraging the success and impact data from the first year, we aim to demonstrate the program’s
effectiveness and appeal to a broader range of funders.
- Corporate Partnerships: We will engage with local businesses and corporations, particularly those with a strong presence in the San Luis Obispo
area, to establish long-term partnerships. These partnerships may include financial contributions, in-kind donations, and volunteer support,
ensuring the program has the necessary resources to continue.
- Individual Donor Campaigns: We have launched a targeted fundraising campaign aimed at individual donors, particularly those with a vested
interest in youth development. By sharing success stories and tangible outcomes, we are inspiring continued investment in our programs, including
Pacheco Elementary School’s school-based program.
Community Engagement and Volunteer Recruitment
- Expanded Volunteer Base: By cultivating a strong, dedicated base of high school volunteer mentors, the program can provide high-quality
mentoring services. We will work closely with Mission Prep and SLO High School to recruit a pipeline of volunteers who are committed to long-term
involvement.
- Alumni Engagement: We plan to create an alumni network of past mentors who can contribute to the program in various ways, such as serving as
ambassadors, participating in fundraising efforts, or providing mentorship to new volunteers. This ongoing engagement will help sustain the
program and keep the community invested.
Strong School and Community Partnerships
- Partnership with Pacheco Elementary School: Our close partnership with Pacheco Elementary School is central to the program’s sustainability. We
will work collaboratively with school administration and teachers to integrate the program into the school’s long-term educational strategy, ensuring
it becomes a permanent fixture in the school’s support system for students.
- Collaborations with Other Nonprofits: We will explore partnerships with other local nonprofits that serve similar populations, creating synergies
and shared resources that can enhance the program’s impact and sustainability, particularly for field trips.
Program Evaluation and Continuous Improvement
- Ongoing Program Evaluation: We will implement Big Brothers Big Sisters of America’s robust evaluation framework to track the program’s outcomes
and impact continuously. By collecting data on student diversity engagement commitment, academic performance, social-emotional development,
and mentor engagement, we can demonstrate the program’s value and effectiveness to current and potential funders.
- Adapting to Community Needs: Our program will remain flexible and responsive to the evolving needs of the San Luis Obispo community. By
regularly assessing the needs of our students and mentors, and staying in close partnership with the school staff and administration, we can make
necessary adjustments to ensure the program remains relevant, effective, and sustainable.
Long-Term Vision and Strategic Planning
- Scaling the Program: We aim to scale our school based program to other schools within San Luis Coastal Unified School District and others in SLO
County. By demonstrating success with a partnership funding model, we can build the case for expansion and secure additional funding.
Through this strategy, we are committed to ensuring the long-term sustainability of the school-based mentoring program at Pacheco Elementary
School, providing ongoing support to students and contributing to the overall well-being of the San Luis Obispo community.
10) Describe the plan for promoting this project within the City of San Luis Obispo *
The plan for promoting the school-based mentoring program at Pacheco Elementary School within the City of San Luis Obispo involves a multi-
faceted approach to raise awareness, engage the community, and highlight the program's impact. Here’s how we plan to promote the program:
Local Media Outreach
We have established a partnership with KVEC radio and speak about our programs and partnerships on the radio on a weekly basis. We also
promote our work and our programs, including our school-based program and our program sponsors, in in-kind bi-monthly advertisements in New
Times SLO. We also have a sponsorship with American General Media to promote our programs on all of their local shows on a quarterly basis.
Social Media
BBBS SLO County Social Media Channels: We will leverage BBBS SLO County’s established social media platforms (Facebook, Instagram, LinkedIn) to
share regular updates, photos, and videos from the mentoring sessions, field trips, and special events. Engaging content such as mentor spotlights
and student testimonials will help build a following and encourage community participation.
School and Parent Engagement: Our weekly Bigs and Littles Broadcast shares community events, updates on our programs, and field trips available
to mentors, mentees, and their families.
Parent Information: We will have booths at Pacheco Elementary to explain the benefits of the program, how their children can participate, and how
parents can register their children.
Flyers and Brochures: We will distribute flyers and brochures at Pacheco Elementary School during promotional opportunities. These materials will
provide an overview of the program, highlight its benefits, and include contact information for those interested in getting involved.
11) Est. Number of people served through this project/program *
50 youth and their families are served in total (25 Littles, 25 Bigs)
12) Est. Number of SLO City Residents served through this project/program *
50 youth and their families are served (25 Littles, 25 Bigs.) Although the youth are the primary participants in this program, parents/guardians of
youth become a part of our SLO Bigs village. Families receive case management services, referrals, and monthly invitations to attend our Bigs/Littles
Adventures which are free activities throughout the county, oftentimes done in partnership with other local nonprofits, that bring together matches
from both our community and school based programs. The impact of our program is felt beyond the youth served.
13) In the table below include a minimum of four (4) metrics or performance outcomes that relate to
the implementation/success of the project. Examples include: # of SLO City residents served, # of
referrals provided to individuals seeking social services, # of trainings completed, # of cultural
event attendees reported a 10% increase in knowledge and application of DEI practices, etc.
Example: # of cultural event attendees reported a 10% increase in DEI knowledge and application
Metric #Indicators of Success / Measurable Outcomes
1 # of cultural- and identity-focused activities for matches / 4 cultural- and identity-focused training sessions conducted,
resulting in an increase in mentor/mentee reported diversity understanding
2 # of Pacheco Elementary School students matched with volunteer mentors / 25 Pacheco Elementary School students
mentored by high school volunteers, resulting in an increase in BBBS National mentorship match assessments.
3 # of high school student volunteer mentors recruited / 25 high school students recruited and trained
4 % of mentored students showing improvement in school engagement and social skills / 80% of students demonstrate
increased engagement and improved social skills
5 % of mentors and mentees reporting a positive sense of belonging and connection | 90% of participants report feeling a
stronger sense of belonging and connection
DEI statement *
that includes Applicants’ understanding and application of DEI, Affirming language that creates access and a sense of belonging in our community
apart from grant, and Explain how this project will advance DEI in the City of SLO.
BBBS SLO City of SLO DEI Statement 2024-08-30.pdf 230.1KB
Detailed budget *
Including how the total requested amount of grant would be spent.
2024-08-30 City of SLO DEI Grant Request Budget.pdf 248.25KB
Organizational chart.*
2024 BBBS Org Chart.pdf 56.85KB
Federal Tax-Exempt Status *
BBBS SLO Tax Exempt Status Letter.pdf 1,022.45KB
DEI Statement
At Big Brothers Big Sisters of San Luis Obispo County,every child has the opportunity to
achieve their full potential..Our commitment to DEI is rooted in the understanding that
celebrating our unique and shared characteristics strengthens our community and enriches the
lives of the youth we serve.We are dedicated to creating an environment where every child and
their families feel seen,heard,and valued,and where mentors reflect the diversity of the
communities we support.
We use affirming language that emphasizes respect,empathy,and inclusion in all of our
communications and programming,including outreach,enrollment,match support,
parent/guardian communication,and community and supporter engagement.By fostering an
environment of belonging,we ensure that each child,mentor,and family member feels
connected and supported.Our programs are designed to be accessible and welcoming to all,
with particular attention to those who have historically been marginalized or underrepresented.
Beyond this grant,our ongoing commitment to DEI is reflected in our organizational practices,
from recruitment and training to program design and community outreach.
Our mentorship programs at SLO County elementary and middle schools bring high school
student volunteer mentors to mentor elementary school children,advancing DEI by bridging
gaps between age groups,cultures,and socioeconomic backgrounds.By fostering relationships
across these divides,we promote understanding,empathy,and mutual respect.This program
not only provides valuable support to young children but also empowers high school students to
develop leadership and mentoring skills,creating a ripple effect of positive change.Through
these connections,we aim to build a more inclusive and equitable community where all youth
have the opportunity to thrive.
142 Cross Street,Suite 140 |San Luis Obispo,CA 93401 |www.SLObigs.org
Budget Breakdown -Pacheco Elementary School Mentoring Program -$20,000 grant request
August 30,2024
1.Program Coordinator /Match and Family Advocate
○Cost:$15,389.00
○Description:Funds will be allocated to the salary and benefits of a Program Coordinator who
will oversee the recruitment,training,and ongoing support of high school student volunteer
mentors and interns.This includes managing the relationship with Pacheco Elementary
School and ensuring that the program runs smoothly throughout the year.
2.Program Materials,Snacks,and Supplies
○Cost:$1,950.00
○Description:Funds will be used to purchase educational materials,supplies for activities,
snacks,and other resources needed for the mentoring sessions.This includes workbooks,
games,and other tools designed to support the academic and social development of the
mentees.
3.Transportation
○Cost:$361.00
○Description:A portion of the grant will be allocated to cover staff mileage to and from
Pacheco Elementary,Mission Prep,and SLO High Schools.Additionally,funds will be used for
monthly educational field trips and outings that enhance the mentor-mentee experience,
providing opportunities for learning and relationship-building outside the classroom.
4.Program Evaluation and Reporting
○Cost:$2,000.00
○Description:This funding will be dedicated to evaluating the program's impact,including
surveys,data collection,and analysis.It will also cover the costs of preparing reports to
demonstrate the success and outcomes of the program to stakeholders and funders.
5.Outreach Materials
○Cost:$300.00
○Description:Photocopies,brochures,signage,flyers,and outreach and program enrollment
materials.
142 Cross Street,Suite 140 |San Luis Obispo,CA 93401 |www.SLObigs.org
Executive Director
Program Team
Te
Ta
N
Is
H
G
Aleah Watkins, Program
Coordinator
Diana Ramirez-Capiz,
Program Coordinator
Luis Enriquez-Soto,
Program Coordinator
Stacy Salame
Marina Penna Lisa Mejia Caity McCardell
Site-Based Manager Development Director
ORGANIZATIONAL CHART
Accounting Admin Assist
Balance Financial Management
Financial Management
Bizhaven
HR Contractor
DEI High Impact Grant
24-25 Application
Part 1 Basic Information
1) Organization Name *
Court Appointed Special Advocates (CASA) of San Luis Obispo County
2) 501(c)(3) - employer identification number *
77-0316227
3) Fiscal Agent *
Court Appointed Special Advocates (CASA) of San Luis Obispo County Inc.
4) Project/Program Name *
Increasing Cultural Competence and Diversity at SLO CASA
5) Requested Amount *
$20,000.00
6) Name of Person Completing Application *
Katrina Cathcart
7) Name of Person for Grant Communication for Grant Cycle (if different from above)
8) Organization Mailing Address *
Street Address
75 Higuera St
Address Line 2
Ste 180
City
San Luis Obispo
State/Province/Region
CA
Postal/Zip Code
93401
Country
United States
9) Phone *
805-541-6542
10) E-mail
kcathcart@slocasa.org
Part 2 Organizational Information
1) Purpose/Mission Statement *
SLO CASA is celebrating 31 years of advocating for and supporting abused and neglected children in the foster care system in San Luis Obispo
County. Our mission is as follows: “CASA of San Luis Obispo County advocates for the best interests of abused and neglected children within the
court system. CASA recruits, trains and supervises volunteers who advocate for this vulnerable population with the goal of ensuring that each and
every child end up in a safe, nurturing and permanent home.”
Over the last two years, SLO CASA has embarked on a journey toward cultivating a workplace that is more inclusive and welcoming for all staff,
volunteers and clients. Staff, board, and volunteers have received DEI training. Principles of diversity, equity and inclusion have been incorporated
into the policies and practices of the organization while we acknowledge the need for ongoing training to increase our understanding and
application of DEI in our workplace.
The following statement was adopted in 2023 by the Board of Directors and added to SLO CASA’s agency webpage:
“CASA of San Luis Obispo (SLO CASA) is committed to improving the diversity, equity, and inclusion (DEI) of all aspects of our organization in order to
best serve the diverse community of foster children in San Luis Obispo County. We are committed to providing services that reflect best practices
and are inclusive of language, gender and ethnicity of all community members. We are also committed to building an inclusive and equitable
workplace that is welcoming to all.”
2) Briefly describe your organization’s purpose, vision, primary activities, and operating structures *
Purpose and Primary Activities
SLO CASA’s program is focused on recruiting, screening, training, and supervising CASA volunteers who provide one-on-one support and advocacy
for children who have been removed from their home by the local judge due to severe abuse and/or neglect.
After volunteers successfully complete 40 hours of required training, they are sworn in as officers of the San Luis Obispo County dependency court
and assigned to a child or sibling group in foster care. Last fiscal year we recruited, screened, and trained 51 new CASA volunteers.
CASA volunteers are trained to gather information and focus their advocacy in order to meet the needs of the whole child including placement,
physical and mental health, education, permanency, and wellbeing. Each volunteer receives initial and ongoing training from our Training Manager,
and support and supervision from one of six Advocate Supervisors.
Perhaps the most important component of the CASA program is the weekly CASA/child visit. The goal of these visits is to have fun, build trust, and
gather information that will help CASA volunteers identify and advocate for outcomes that are in the youth’s best interests. Weekly outings take a
variety of formats based on the interests, age, and needs of each individual child. CASA volunteers attend their assigned child’s court dates and
submit written reports to the judge identifying the child’s interests, placement desires, challenges and needs. CASAs work with all the stakeholders in
the child’s life- teachers, social workers, foster parents, and attorneys to ensure all their needs are met.
A CASA volunteer stays with the child from the time they are removed from their home until they achieve permanent homes or age out of foster
care.
Operating Structure
SLO CASA is a private nonprofit 501(C)3 governed by an 11-member board of directors. The staff management team consists of the Executive
Director, Program Director, Operations Director, and Development Director. The Program Director supervises a team of 6 Advocate Supervisors who
each supervise a caseload of up to 30 CASA volunteers. CASA volunteers are sworn officers of the court assigned to advocate for a youth or sibling
group in foster care.
Vision
In Fiscal Year 2023-2024, CASA staff supported 167 sworn volunteers who were assigned to 245 children in the foster care system in San Luis Obispo
County. This figure represents 77% of eligible foster youth. Our vision is to match 100% of children in foster care with a caring and trained CASA
volunteer.
3) Name of Executive Director *
Marina Bernheimer
4) Number of paid staff (full or part-time)*
14
5) Number of volunteers *
167
6) Name of Board President or Chair *
Dr. Gilbert Stork
7) Describe the community(ies) your organization supports *
CASA of San Luis Obispo serves children and youth in the foster care system in San Luis Obispo County. In Fiscal Year 2023-2024, SLO CASA
supported 167 volunteers assigned to 245 foster children. Of these 245 children: • 136 were female and 109 were male. • 64 were ages 0-5, 99 were
ages 6-13, 51 were ages 14-17, and 31 were ages 18-21. • 3 were American Indian/Alaskan, 8 were Asian, 7 were Black/African American, 26 were
Hispanic/Latino (all races), 15 were two or more races, 149 were White/Caucasian, and 36 were Unknown/Decline to State. Approximately 38 of those
children, or 15%, were placed in the city of San Luis Obispo during the fiscal year. As of July 31, 2024, approximately 32, or 19%, of our CASA
volunteers resided within the city boundaries.
A newly released report from San Luis Obispo County Child Welfare Services Department provides data from the last five years, illustrating trends
and issues affecting local children in foster care. The report showed that last year, the City of SLO generated the second highest rate of suspected
child abuse referrals among 20 local cities.
8) Approximate Annual Budget *
$1,437,880.00
9) Major Sources of Funding *
State Government Grants, Local Government Grants, Private Foundations, Corporate Foundations, Individuals and Businesses, Corporate Sponsors
Part 3 Project/Program Information
1) Please provide an executive summary of proposed project/program (200 words max)*
This proposed project will focus on supporting and building the cultural competency and expertise of CASA staff and volunteers assigned to foster
youth and expanding outreach and recruitment efforts to diversify our volunteer pool. The grant will fund a portion of the CASA Training Manager ’s
salary which will be dedicated to her time spent coordinating and facilitating DEI training for CASA volunteers and conducting targeted volunteer
recruitment. Additionally, funds will be used to produce bilingual and Spanish-language fliers and brochures.
2) Total project cost *
$48,844.60
3) Requested Amount *
$20,000.00
4) Please provide a detailed description of proposed project/program (not to exceed 1,000 words)*
This proposed project will focus on supporting and building the cultural competency and expertise of CASA staff and volunteers assigned to foster
youth and expanding outreach and recruitment efforts to diversify our volunteer pool. The project will fund a portion of the CASA Training Manager’s
salary dedicated to her time spent coordinating and facilitating DEI training for CASA volunteers and conducting targeted volunteer recruitment to
increase diversity of our volunteer pool. Additionally, funds will be used to produce bilingual and Spanish-language fliers and brochures.
SLO CASA’s adopted Strategic Plan goals include improvement of the diversity, equity, and inclusion of our volunteer base, staff, and volunteers to
more accurately reflect the gender and ethnicity of the foster children we serve and the community-at-large. The Program Team specifically
identified the need to recruit more male, bilingual, and LGBT volunteers. Boys in the foster care system often lack positive male role models and
respond very positively to being assigned to a male CASA volunteer. Similarly, bilingual Latinx CASA volunteers are crucial in helping Latinx children
stay connected with their cultural traditions, as well as with their biological families. LGBTQ youth are over-represented in the foster care system and
benefit greatly from being matched with a volunteer who is an ally to the LGBTQ community. Currently, these groups are under-represented among
SLO CASA’s volunteers.
All CASA volunteers take on a formidable role in their assigned child’s life. They are mentors, role models, and advocates, and they spend one-on-one
time every week with their assigned child. The volunteers benefit from additional and ongoing training to help them understand the needs, history,
and challenges specific to minority populations. These children face unique challenges, and it is essential that they are equipped to handle these
complexities and maximize their positive impact on the children’s lives. The CASA Training Manager and CASA Advocate Supervisors provide ongoing
training and supervision of a caseload of CASA volunteers. With grant funding, the CASA Training Manager will provide DEI training for all volunteer
advocates during pre-service training sessions held in January, April, July, and October 2025. Topics will include Cultural Sensitivity, Humility, Anti-
Racist Practice, Privilege, Racial Bias of the Child Welfare System, and Reducing Bias as a CASA.
The Training Manager will coordinate and implement a minimum of 3 in-service trainings for current volunteers throughout the grant period to
ensure that volunteers have the resources, skills and knowledge needed to offer inclusive, culturally competent, and trauma-informed services. The
in-service trainings will be held in collaboration with trainers from community partner organizations including Diversity Coalition SLO and GALA Pride
and Diversity Center.
In 2023, SLO CASA adopted a DEI project that was focused on assessing the effectiveness of CASA’s current recruitment marketing and expanding
this work to support additional strategies; convening two focus groups of current multi-ethnic and male volunteers and staff members to identify
additional recruitment strategies; hosting two special recruitment events targeting potential male and Latinx volunteers; and preparing and offering
DEI training for our Board of Directors led by a local consultant. After completing this work, we are well-positioned to take our efforts to the next
level by implementing the strategies we learned from focus groups.
In order to recruit a more diverse pool of volunteers, CASA will:
1. Continue to evaluate the effectiveness of current recruitment outreach efforts to
determine which types of communication have been effective in reaching diverse cross sections of volunteers.
2. Continue to convene regular meetings of the targeted recruitment focus groups in order to
identify additional strategies and outreach opportunities.
3. Continue to feature male, LGBT and Latinx volunteers at community events and tabling opportunities.
We have learned through feedback from the focus groups that CASA staff need to be out in the community actively recruiting a diverse group of
volunteers at the venues and events they regularly attend, rather than expecting them to come to events at the CASA office.
We will conduct outreach in community spaces such as: Spanish-speaking mass at local Churches; local radio shows, including Spanish stations;
Nipomo Swap Meet; Rotary and Lions Clubs; Retired Active Men’s Group, Pride events, and more.
5) Describe the community/population the project/program will support *
The proposed project will directly support the needs of Latinx, non-binary and male children/youth in foster care in SLO. However, all youth in foster
care benefit when their CASA volunteers are culturally competent and aware. SLO CASA believes that investments in improving the diversity, equity,
and inclusion of our volunteer will not only directly benefit boys, non-binary youth, and children of Latinx descent but will also raise awareness and
benefit the entire San Luis Obispo County.
For Latinx children and teens in foster care, maintaining a connection to their cultural heritage can be challenging. Many foster care placements do
not fully understand or support the cultural nuances of the children they are caring for. This can lead to a sense of disconnection from their roots,
exacerbating feelings of isolation that already come with being in foster care. If informed and trained, CASAs can take proactive steps to ensure the
Latinx children and teens we work with here at CASA feel connected to their culture. Activities such as storytelling sessions about history, cooking
traditional foods or organizing cultural art workshops can provide a sense of pride and belonging. These experiences allow children and teens to
celebrate their identity, learn about their heritage, and see the contributions of their ancestors in a positive light.
Youth who identify as non-binary or LGBTQ are over-represented in the foster care system due to higher levels of familial rejection. It is crucial that
they are assigned to CASA volunteers who do not re-traumatize these youth with bias. This can be mitigated with a volunteer pool of caring adults
who are allies to these youth and offer support that is non-judgmental and supportive of all lifestyles, gender and sexuality. By recruiting additional
LGBTQ adults and allies, we can best support the emotional needs of all foster youth.
Although the overall percentage of men in our assigned volunteer pool is 19.28%, it is still well below the percentage of boys we currently serve
(44%). Only 5% of our current volunteers are bilingual English-Spanish speakers, another unmet need we are seeking to address.
We are committed to continuing to identify strategies and recruitment tools that will help us make additional progress toward our goals.
6) Describe the equity gaps and community needs this project/program will address in the City and community of San Luis Obispo.*
Children and youth in foster care are a vulnerable and underserved population in need of intense support. This population has limited access to
college, employment, and housing when they “age out” of the foster care system. They are more likely than their peers to have unmet medical
needs, emotional needs, and educational support. These equity gaps are exacerbated when confronted by foster youth who identify as LGBTQ
and/or who face racial discrimination.
CASA volunteers directly increase access to services and opportunities for their assigned youth by serving as advocates, working to identify a child’s
needs and then connect them with services as needed to address them. This may include setting up tutoring for youth struggling in school, assisting
with college tours and applications, identifying developmental delays, and connecting with doctors or therapists as needed.
We continue to believe – based on the experiences of children and youth served by these volunteers – that support from a positive male and/or
Latinx role model significantly increases the sense of belonging and inclusion experienced by these often-marginalized youth. Such diversity is
important because many of the boys in the foster care system lack male role models and respond very positively to being assigned to a male CASA
volunteer and to do “guy stuff ” with them. Similarly, foster children of Latinx heritage often face language barriers, and bilingual Latinx CASA
volunteers can be especially effective in helping these children learn English, as well as supporting them in interacting with their biological families.
Even where language is not an issue, Latinx volunteers can help Latinx foster children stay connected to their cultural traditions.
It is critical for all our volunteers, regardless of gender and ethnicity, to understand the foundation of DEI, so they can best serve the diverse
community of foster children in San Luis Obispo County. We are committed to providing services and trained volunteers that reflect best practices
and are inclusive of language, gender, and ethnicity of all community members.
7) Provide detailed timeline for project implementation (monthly or quarterly).*
1Q25 or once funding is secured:
• Deliver DEI training during initial/pre-service volunteer trainings.
• Implement outreach and recruitment plan.
• Provide ongoing support to male and Latinx/bi-lingual volunteers.
2Q - 4Q25:
• Implement plans for outreach and additional support.
• Deliver DEI training during initial/pre-service volunteer trainings
• Deliver one in-service/continuing education training per quarter for current volunteers.
8) List any partnerships/collaborations that are supporting this project/program and their roles *
SLO CASA’s Training Manager collaborates with organizations such as Diversity Coalition San Luis Obispo County and GALA Pride and Diversity
Center to coordinate and deliver in-service trainings for staff, board, and volunteers.
SLO CASA advocates and coordinates care for each child through collaborative partnerships with public and private agencies. We have MOUs with 9
local agencies to define roles and responsibilities in order to best serve youth without duplication. Staff and volunteers work with social workers and
department heads at Child Welfare Services, foster care agencies, CAPSLO, Martha's Place for Children, Drug and Alcohol Services, Behavioral Health,
mental health providers, County Probation, County Office of Education, and the 11 school districts in the county. In addition, our Mentor Program
serving teens is the direct result of a partnership between Child Welfare Services, Family Care Network, and SLO CASA.
9) Describe your plan for sustainability beyond the City’s one-year award funding *
SLO CASA has been serving the community for over 30 years as a well-established and fiscally responsible agency. We will continue to seek public
and private grant funds to sustain our programs, including DEI training. We hold multiple fundraising events that engage new and existing donors
each year. The California CASA Association lobbies on behalf of all California CASA programs and distributes funds to programs through the Judicial
Council annually. We work with dozens of local businesses and corporations who support our work through donations, events, and sponsorships.
If funded, the CASA Training Manager will develop, implement, and/or coordinate DEI training during pre-service and in-service/continuing education
trainings throughout the year. Once developed, these trainings can become part of the annual and initial training curriculum to be sustained beyond
the grant period.
10) Describe the plan for promoting this project within the City of San Luis Obispo *
SLO CASA enjoys broad visibility within the city of San Luis Obispo. Each year, we purchase space to hang large bilingual banners over Higuera Street
recruiting new volunteers. We also collaborate with a variety of downtown businesses, who hold fundraiser events on our behalf. We run PSA’s on
KSBY TV, widely viewed within the city limits. Our staff host tables at events like the Farmers Market to conduct outreach for new volunteers. The
SLO CASA Executive Director publishes a monthly newsletter that goes to 1,500 community members and our website promotes grants and
programs. Our staff regularly participates in interviews with local media including print, radio, and TV to promote our work, conduct outreach, and
thank our donors.
In 2023, we updated and placed new over-the-street banners (one placed above Marsh or Higuera Streets for two weeks at a time) that depict male
and Latinx volunteers and children, and which were printed in English language on one side and Spanish on the other. We plan to continue to
display these banners in 2025. Our recruitment brochures are available in Spanish, as well as all other print and online flyers, social media posts, and
other materials will be included in our 2025 outreach and targeted recruitment plans. Funds from this proposed project will help pay for the printing
of 1000 additional bilingual brochures and fliers to be distributed throughout the City of SLO during the grant period.
11) Est. Number of people served through this project/program *
200
12) Est. Number of SLO City Residents served through this project/program *
We estimate that we will serve approximately 40-50 children who reside in SLO City and approximately 50-60 CASA volunteers will receive DEI
training.
13) In the table below include a minimum of four (4) metrics or performance outcomes that relate to
the implementation/success of the project. Examples include: # of SLO City residents served, # of
referrals provided to individuals seeking social services, # of trainings completed, # of cultural
event attendees reported a 10% increase in knowledge and application of DEI practices, etc.
Example: # of cultural event attendees reported a 10% increase in DEI knowledge and application
Metric #Indicators of Success / Measurable Outcomes
1 Increase percentage of male volunteers by 15% by December 31, 2025
2 Increase percentage of Latinx volunteers by 15% by December 31, 2025
3 Deliver 50% more DEI in-service trainings for volunteers by December 31, 2025, from prior fiscal year
4 Deliver DEI training during each pre-service training period for volunteers (January through December 2025)
DEI statement *
that includes Applicants’ understanding and application of DEI, Affirming language that creates access and a sense of belonging in our community
apart from grant, and Explain how this project will advance DEI in the City of SLO.
SLO CASA DEI Statement.pdf 102.64KB
Detailed budget *
Including how the total requested amount of grant would be spent.
DEI High Impact Grant Proposed Budget 24-25.pdf 119.95KB
Organizational chart.*
CASA Org Chart - August 2024.pdf 224.07KB
Federal Tax-Exempt Status *
501 (c ) 3 IRS letter.pdf 666.85KB
SLO CASA DEI Statement
Over the last two years, SLO CASA has embarked on a journey toward cultivating a workplace that is
more inclusive and welcoming for all staff, volunteers and clients. Principles of diversity, equity and
inclusion have been incorporated into the policies and practices of the organization while we
acknowledge the need for ongoing training to increase our understanding and application of DEI in
our workplace.
The following statement was adopted in 2023 and added to SLO CASA’s agency webpage and
Employee Manual:
“CASA of San Luis Obispo (SLO CASA) is committed to improving the diversity, equity, and
inclusion (DEI) of all aspects of our organization in order to best serve the diverse
community of foster children in San Luis Obispo County. We are committed to providing
services that reflect best practices and are inclusive of language, gender and ethnicity of all
community members. We are also committed to building an inclusive and equitable
workplace that is welcoming to all.”
Our primary DEI focus at this time is threefold: 1) to better serve the Latinx community, 2) to ensure
that all foster youth, including BIPOC and LGBTQ feel welcome and included at CASA, and 3) to
increase the number of male CASA volunteers to best serve boys in foster care who commonly lack
positive male role models.
With the generous support of funders including National CASA Association, Federal VOCA, and the
City of SLO, we completed the following DEI projects in the last 2 years:
• Translation of all written materials to provide outreach and education in both English
and Spanish language.
• DEI training for our Board of Directors, staff and volunteers covering topics including:
o Foundations of Diversity, Equity and Inclusion
o Building Self-Awareness and Understanding Privilege
o Creating an Inclusive and Anti-Racist Culture
o Preventing Microaggressions
o Understanding Non-Binary identity
• Conducted focus groups with male and Latinx volunteers to identify barriers and
strategies for increasing the number of CASA volunteers reflecting each of these
demographics.
• Targeted recruitment events focused on increasing the numbers of male and Spanish-
speaking CASA volunteers.
• Focused recruitment of bilingual/Latinx staff and board members.
• Diversifying social media presence to include posts in both English and Spanish
We believe that the entire community benefits when SLO CASA is responsive to the language and
cultural needs of youth in foster care. Not only because this reflects best-practices and is most
supportive of the youth we serve, but also because our entire community is stronger and safer for
all when more residents are culturally competent and aware. Our commitment to DEI remains
strong as a foundational value of SLO CASA.
2024-2025 City of SLO DEI High-Impact Grants Application: Proposed Budget
Budget 2024-2025 Expenses Grant Request
Personnel – Training Manager Salary,
including all taxes and benefits
$47,844.60 $19,500
Operating Expense – Spanish
brochures & fliers
$1,000 $500
Grant Amount Requested: $48,844.60 $20,000
*Management Team member
Development Director*
Katrina Viola Cathcart
Program Director*
Nicole Perotti
Fundraiser Event
Coordinator
Rhonda Sims
Program
Associate
Sonja Orton
Operations Director*
Daniella Barion
Advocate
Supervisor
Cindy Nguyen
Advocate
Supervisor
Rayne Rice
Advocate
Supervisor
Julia Thompson
CASA of San Luis Obispo County
Board of Directors
Senior Advocate
Supervisor
Pat Miljanich
Advocate
Supervisor
Fonda Winslow
Training
Manager
Laura Ochoa
Executive Director*
Marina Bernheimer
Advocate
Supervisor
Esteban M. Galvan
Educational
Advocate
Sarah Perry
u
INTERNAL REVENUE SERVICE
DISTRICT DIRECTOR
P.O.BOX 2508
CINCINNATI,OH 45201
DEPARTMENT OF THE TREASURY
Date:NOV 0 5 1997
Employer Identification Number:
77-0316227
DLN:
17053186738007
Contact Person:
ANNA YORK
Contact Telephone Number:
(513)684-3957
Our Letter Dated:
January 1994
Addendum Applies:
No
COURT APPOINTED SPECIAL ADVOCATES
OF SAN LUIS OPISBO COUNTYINC
550 FOOTHILL BLVD
SAN LUIS OPISBO,CA 93405
Dear Applicant:
This modifies our letter of the above date in which we stated that you
would be treated as an organization that is not a priv,ate foundation until the
expiration of your advance ruling period.
Your exempt status under section 501(a)of the Internal Revenue Code as an
organization described in section 501(c)(3)is still in effect.Based on the
information you submitted,we have determined that you are not a private
foundation within the meaning of section 509(a)of the Code because you are an
organization of the type described in section 509 (a)(l)and 170 (b)(1 )(A)(vi)•
Grantors and contributors may rely on this determination unless the
Internal Revenue Service publishes notice to the contrary.However,if you
lose your section 509(a)(1)status,a grantor or contributor may not rely on
this determination if he or she was in part responsible for,or was aware of,
the act or failure to act,or the substantial or material Change on the part of
the organization that resulted in your loss of such status,or if he or she
aoquf r ed knowledge that the Internal Revenue Service had given notice that you
would no longer be classified as a section 509(a)(1)organization.
If we have indicated in the heading of this letter that an addendum
applies,the addendum enclosed is an integral part of this letter.
Because this letter could help resolve any questions about your private
foundation status,please keep it in your permanent records:
If you have any questions,please contact the person whose name and
telephone number are shown above.
/Sincerely yours,
District
.'
x This supersedes our lelteJ of July 1997.
Letter 1050 (DO/CG)
DEI High Impact Grant
24-25 Application
Part 1 Basic Information
1) Organization Name *
Community Counseling Center (CCC) of San Luis Obispo County
2) 501(c)(3) - employer identification number *
95-2906369
3) Fiscal Agent *
Community Counseling Center (CCC) of San Luis Obispo County
4) Project/Program Name *
Delving Deep: Mental Health Screening, Assessment, Observation, and Psychotherapy for Latinx Youth and Families
5) Requested Amount *
$10,000.00
6) Name of Person Completing Application *
James Statler
7) Name of Person for Grant Communication for Grant Cycle (if different from above)
8) Organization Mailing Address *
Street Address
676 Pismo Street
Address Line 2
City
San Luis Obispo
State/Province/Region
CA
Postal/Zip Code
93405
Country
United States
9) Phone *
8055437969
10) E-mail
james@cccslo.com
Part 2 Organizational Information
1) Purpose/Mission Statement *
The agency’s mission is "to build and support emotionally strong individuals, families and community through confidential, affordable, and
transformative counseling, education, and advocacy."
2) Briefly describe your organization’s purpose, vision, primary activities, and operating structures *
The Community Counseling Center (CCC)’s purpose is to serve as a mental health care safety net for the economically disadvantaged and uninsured
residents of San Luis Obispo County with mild to moderate conditions. Our vision is a Central Coast community where all members have access to
qualified counseling, therapists are nurtured across their professional development, and society is united in the effort to promote positive mental
health. We reduce mental health emergencies in our county by supporting community members who fall through the cracks of public human
services organizations due to income eligibility and/or severity of diagnosis. Our licensed and pre-licensed marriage family therapists, clinical social
workers and psychologists provide our clients with high quality professional psychotherapy at affordable rates. CCC provides these therapists
support through continuing education and training opportunities. Our primary activities fall under three program areas: onsite/online services for
youth and adults, outreach programs, and support for our therapists through education and training opportunities. All of our program areas are
continuously monitored for outcomes.
Providing onsite and online counseling on a sliding scale fee basis is the central pillar of CCC’s work. This program is not only a major component of
our mission, it provides the most revenue stability to CCC. In addition to the payments received from our patients, we are reimbursed by CenCal for
serving MediCal enrollees. No one is turned away due to lack of ability to pay.
Our outreach activities include providing services to elementary and middle school students, supporting clients of 40 Prado Homeless Shelter,
providing online resources, and recruiting Masters and Doctoral students to support the pipeline of mental healthcare professionals in San Luis
Obispo County. Our support of counselors-in-training provides students with mentoring and supervised in-service program hours. We provide
continuing education opportunities to our counselors and counselors in the community.
CCC’s Executive Director, with the support and guidance of his fellow 10 members of the Board of Directors, coordinates the administrative and
clinical activities of the agency. In addition to supervising five administrative staff members, the Executive Director works closely with the Clinical
Director, the Clinical Committee, and the Director of Clinical Training at the Masters and Doctoral levels. The Clinical Committee oversees the
activities of our licensed and pre-licensed therapists.
3) Name of Executive Director *
James Statler
4) Number of paid staff (full or part-time)*
Five full time administrative staff and 43 part time clinical counselors for a total of 48 paid staff.
5) Number of volunteers *
27 volunteer clinical counselors and 11 volunteer Board of Directors members for a total of 38 active volunteers.
6) Name of Board President or Chair *
Gil Stork
7) Describe the community(ies) your organization supports *
Our services support low-income youth, adults and families throughout San Luis Obispo County. The average net household monthly income for the
majority of CCC’s clientele is below the Federal Poverty Level. During the height of the pandemic, more families descended into poverty. In
partnership with 40 Prado Homeless Services Center CCC increased our services to families and individuals who had fallen into homelessness. Given
ongoing need, our level of support at 40 Prado remains steady.
CCC serves 100 monolingual Spanish speakers annually and currently has five bilingual clinicians on the counseling staff. This includes a recently
hired bilingual/bicultural licensed clinical supervisor, Alejandra Cortes. A culturally competent clinical supervisor of this nature is highly coveted, rare,
and warrants financial compensation well above the scale normally paid by CCC. DEI funds are critical to cementing this position and catalyzing the
clinical supervision base for growth and expansion among pre-licensed bilingual/bicultural therapists at CCC.
Of the 2,000 clients served annually, 1,400 are adults and 600 are youth. 1,100 adults are between the ages of 25 and 75, and 300 are transitional
aged adults 18 to 24. Teletherapy opportunities may also help reach a formerly under-served population of homebound clients that were unable to
access in-person, clinic-based services. Our service to K-12 students is the meat of our proposal and is discussed at length in the pages that follow.
Another community that CCC supports is a community of pre-licensed therapists. By providing mentoring, experience, and support to these
therapists in training, we actively feed the pipeline of new therapists serving our larger community. We provide financial incentives to attract
bilingual/bicultural licensed and pre-licensed therapists and provide training for our staff and therapists to better serve monolingual and Limited
English Proficiency persons.
Our support also encourages practicing therapists to continue working. All of our pre- and post-licensed therapists have access to free or reduced
cost agency Continuing Education workshops and didactic seminars.
8) Approximate Annual Budget *
$1,100,000.00
9) Major Sources of Funding *
Contract Revenue
1. CenCal/Medi-Cal
2. K-12 School Districts
Grant Revenue
1. San Luis Obispo County Public Health Department (ARPA)
2. San Luis Obispo County Behavioral Health Department (MHSA-PEI)
3. San Luis Obispo County Preventive Health Grant (PHG)
4. SAMSHA (40Prado SLOHUB Clinicians)
5. Harold J. Miossi Trust
6. First 5 Resilient Families (Maternal Mental Wellness/PMAD Program Funding)
7. JUSTIN Winery
Donations and Fundraising
1. Individual and Major Donors
2. Special Events: LYCEUM
Part 3 Project/Program Information
1) Please provide an executive summary of proposed project/program (200 words max)*
This project will improve CCC’s services to Latinx youth and provide support and access to counseling for their families. We will enhance our existing
on-campus programs in San Luis Coastal Unified School District (SLCUSD) at the three elementary schools with the highest percentage of Latinx
students: C.L. Smith, Hawthorne, and Pacheco. Our bilingual/bicultural Latino Outreach and Engagement Administrative Specialists (LOEAS) will
collaborate with SLCUSD Family Advocates and Pupil Personnel Services to assist monolingual parents in completing forms that confirm their
consent for their child to receive CCC mental health services. Additionally, CCC will extend services for the first time ever into the CAPSLO Head Start
classrooms in San Luis Obispo. Meeting with students’ families gives the LOEAS an opportunity to reach out and offer guidance to families in
navigating healthcare and social services in the city, and, when appropriate, assisting them to connect with CCC’s community-based counseling
services. This project represents the synergy of three of CCC’s unique strengths: Twelve years of experience providing on-campus programs, 56 years
of experience providing counseling service to low-income individuals and families, and recent additions of bilingual/bicultural staff members and
clinicians. The combination of CCC’s experience, a focus of resources at the schools in the greatest need, and a very specific plan for staffing and
tasks make this project ultimately doable.
2) Total project cost *
$342,600.00
3) Requested Amount *
$10,000.00
4) Please provide a detailed description of proposed project/program (not to exceed 1,000 words)*
With DEI funding support, CCC will enhance our existing on-campus programs in San Luis Coastal Unified School District (SLCUSD) at the three
elementary schools with the highest percentage of Latinx students: C.L. Smith, Hawthorne, and Pacheco. Our bilingual/bicultural Latino Outreach
and Engagement Administrative Specialists (LOEAS) will collaborate with SLCUSD Family Advocates and Pupil Personnel Services, and Head Start
teachers from CAPSLO three San Luis Obispo Head Start sites (Cuesta College, SLO EECC, and Santa Rosa classrooms) to identify Latinx students and
families in need of mental health counseling. When requested, the LOEAS will attend Student Study Team (SST) meetings to assist monolingual
parents in completing forms that confirm their consent for their child to receive CCC mental health services. Once meeting the families, the LOEAS
can extend their role to help monolingual and undocumented Latinx families navigate the array of healthcare and social services in the city, and,
when appropriate, assist families in connecting with CCC’s community-based counseling services. Providing this wraparound component for Latinx
students with monolingual or undocumented parents/caregivers is essential to break down barriers to accessing mental health services common in
Latinx adults.
The one-on-one mental health services to be provided to Latinx students at C.L. Smith, Hawthorne, and Pacheco Elementary schools will mirror the
services we currently provide to all students in our on-campus programs. We collaborate with District administrators such as school principals,
nurses, psychologists, guidance counselors and other on campus mental health providers offering services and referrals. Our work includes
cognitive behavioral therapy (CBT), trauma focused & solution-oriented CBT, motivational interviewing, interpersonal counseling and narrative
interventions. In addition to individual counseling, we periodically offer group therapy and peer support to address issues of anxiety, depression,
self-esteem, abuse, educational attentiveness, anger management, and divorce/family separation. Our team collaborates with on-campus health
instructors, teachers and curriculum leaders to integrate psycho-educational information pertinent to prevention and early intervention issues for
children, youth and adolescents (i.e. assessment for bullying, self-harm, safety issues, depression, anxiety, family issues, substance abuse, body
image and self-esteem). We also offer class presentations, outreach and general participation in school wide mental health initiatives.
This project represents the synergy of three of CCC’s unique strengths, described in greater detail below: Twelve years of experience providing on-
campus programs, 56 years of experience providing counseling service to low-income individuals and families, and recent additions of
bilingual/bicultural staff members and clinicians.
On-campus program experience: In 2012, CCC took innovative steps by launching our first school-based programming component. Partnering with
the Atascadero Unified School District, CCC began offering an on-campus early intervention counseling program. The program was an immediate
success and soon expanded to other county school districts. Before pandemic-related restrictions closed schools, we were serving 21 K-12 schools in
four school districts in the county. We are now re-establishing and growing our school district relationships and now serve students in 21 schools in
four districts.
Mental health services experience: CCC has a rich history of providing mental health care support to low income, uninsured and under-insured
members of our community. Founded in 1968 as Family Services Center (FSC), the agency has grown in scope to serve a larger population of low-
income individuals and families, the homeless, and students. In addition, the agency has developed one of the most respected training sites in
California for pre-licensed therapists. FSC changed its name to Community Counseling Center (CCC) in 2003. Since inception, CCC has provided
counseling to over 505,000 clients and trained or involved over 4,200 therapists in San Luis Obispo County.
Growth in our bilingual/bicultural capacity: Thanks to concerted strategic efforts and investment, CCC has made great strides in hiring
bilingual/bicultural administrative and clinical staff and in providing training for our staff and therapists to better serve monolingual and Limited
English Proficiency persons. Our efforts to expand services to Latinx adults have already shown results. Twenty-six staff members completed the
Behavioral Health interpreter training (BHiT) offered by the National Latino Behavioral Health Association (NLBHA) on August 3rd and 4th of 2023.
Plans are in order to partner with the County Public Health Department to bring NLBHA back to provide part 2 of the training designed specifically
for clinicians working with interpreters. Our goal is to triple that number during the grant period. Our new bilingual/bicultural Clinical Supervisor
came on board January 1, 2024. In 2023, we provided support to 114 monolingual clients, compared to 49 in 2022. We will continue and strengthen
our collaborations with the Center for Family Strengthening and the Promotores Collective and are developing connections with the Farm Worker
Task Force and UndocuSupport entities.
5) Describe the community/population the project/program will support *
This project will serve Latinx students and their families in the three SLCUSD elementary schools with the highest percentage of Latinx students. Just
under 30% (29.8%) of students in the school district are Hispanic/Latino, but that diversity is not evenly spread across district schools. The latest
available data (2022-23 school year, cumulative enrollment) reveal the following distributions:
*C.L. Smith Elementary: 40.3% Hispanic/Latino
*Hawthorne Elementary: 40.3% Hispanic/Latino
*Pacheco Elementary: 60.2% Hispanic/Latino
(Source: EdData, Education Data Partnership,
https://www.ed-data.org/school/San-Luis-Obispo/San-Luis-Coastal-Unified)
The project will delve into the new terrain of the CAPSLO Head Start classrooms in San Luis Obispo. CCC trained clinicians will administer classroom
observation and evaluation reports at the request of the Head Start teachers and staff for students identified with specific needs. Classroom
observation reports will be review by the Head Start staff and may trigger a referral option for Head Start parents to work with a CCC clinician. This
breakthrough project will be implemented at three Head Start classroom sites:
*Santa Rosa Head Start Classroom: approx. 75% Hispanic/Latino
*Cuesta College Classroom: approx. 65% Hispanic/Latino
*EEC Classroom: approx. 55% Hispanic/Latino
Furthermore, over 40% of Head Start parents are monolingual Spanish Speaking.
(Source: CAPSLO Head Start Staff estimated report)
This project will reach students who are English Language Learners as well as their monolingual family members, members of our community who
have a high level of unmet need for mental health care counseling. Our Latino Outreach and Engagement Administrative Specialist (LOEAS) will be
able to reach students and families who were previously beyond our reach.
6) Describe the equity gaps and community needs this project/program will address in the City and community of San Luis Obispo.*
As of 2020, 24% of the residents of San Luis Obispo County were Hispanic. (Source: https://data.census.gov/all?q=SanLuisObispocity,California)
Recent national reports confirm that Hispanics are more likely to have suffered physically, financially and emotionally from COVID and the effects are
projected to continue. (Sources: Pew Research Center, https://www.pewresearch.org/race-ethnicity/2021/07/15/for-u-s-latinos-covid-19-has-taken-a-
personal-and -financial-toll/re_2021-07-15_state-of-latinos_2-01/; National Alliance on Mental Illness, https://www.nami.org/Your-Journey/Identity-
and-Cultural-Dimensions/Hispanic-Latinx)
Research also reveals that Hispanics are far less likely to receive counseling and therapy. (Source:Substance Abuse and Mental Health Services
Administration, https://www.samhsa.gov/sites/default/files/covid19-behavioral-health-disparities-black-latino-communities.pdf). For monolingual
speakers, that need is exacerbated. There is a deep chasm between the number of Latinx community members in the City of San Luis Obispo who
likely need mental health counseling support and those who have access to professional care. Furthering the divide between need and access is the
dearth of bilingual/bicultural mental health clinicians capable of adequately supporting monolingual Spanish Speakers and their family members.
Solving the issue requires a twofold approach. First, we must build cultural bridges to overcome stigma and inclusivity barriers, which is the heart of
this proposal. Second, we must develop workforce pathways for bilingual/bicultural Latinx community members to pursue careers in clinical
psychology. This strategy is an implicit element of the proposed project and a larger strategy within CCC. City of SLO DEI grant funding will strengthen
our efforts to reduce this equity gap.
7) Provide detailed timeline for project implementation (monthly or quarterly).*
January, 2025
CCC’s Student Mental Wellness Program Coordinator and Latino Outreach and Engagement Administrative Specialists (LOEAS) will meet with school
site personnel to coordinate involvement of the LOEAS in mental health services for Students.
February
LOEAS will collaborate with school district Family Advocates and Pupil Personnel Services counselors to reach out to Spanish speaking students and
families. They will provide interpretation services for meetings with monolingual parents/caregivers to complete release of information forms and
determine client health information sharing between CCC and District staff.
March
LOEAS will begin working with interested family members to offer support based on the families’ needs.
April-June
The program will continue to grow, increasing the number of students and families served.
June-August
CCC will provide summer options for students and their families to continue under the care of their school-based counselor at the headquarters
clinic in San Luis Obispo (via the Sliding Scale Core or CenCal Programs).
August-December
When the school year begins, the project will resume and grow CCC’s Latinx student mental health programming and family assistance.
8) List any partnerships/collaborations that are supporting this project/program and their roles *
Our key collaborators for our on-campus programs are the schools themselves. It is critical to the success of our programs that we are welcomed as
partners by the school administration, the teachers, and the professionals who promote student socio/emotional health and academic success.
Over the past 6 years CCC has developed excellent collegial connections with our target project school sites at C.L. Smith, Hawthorne, and Pacheco
Elementary schools. Strong working relations start with the Principal on-campus and flow out from there to PPS counselors, psychologists, nurses,
family advocates, administrative assistants, and teachers at these schools.
Student selection and identification for suitability of mental health counseling services with CCC rely heavily on the multi-disciplinary teams on
campus. Because Pacheco Elementary school is a dual language immersion site, our collaboration is unique. Assigning a bilingual/bicultural school-
based therapist at Pacheco has become essential in helping navigate the needs of Latinx students and their families. Pacheco exemplifies the need
to utilize CCC’s LOEAS staff. They have the ability to support the advocacy, system navigation, interpretation/translation, and liaise with multiple
agencies. Given thedemographic and ethnic makeup of their student bodies, C.L. Smith, Hawthorne, and Pacheco will greet CCC’s LOEAS with open
arms to address the pressing need to improve access and integration into mental health services for Latinx students and families.
CCC’s DEI project will step into the new terrain of the CAPSLO Head Start classrooms in San Luis Obispo. CCC trained clinicians will administer
classroom observation and evaluation reports at the request of the Head Start teachers and staff for students identified with specific This
breakthrough project will be implemented at three Head Start classroom sites where the student population is over 65% Latinx. 40% of Head Start
parents and 25% of Head Start students are monolingual Spanish Speaking (cumulatively at the respective sites).
9) Describe your plan for sustainability beyond the City’s one-year award funding *
CCC’s ongoing relationship and renewed contract with San Luis Coastal Unified School District will provide us with the resources to maintain our
programs for all students. Our on-campus presence will reduce the additional cost of providing the wraparound services this project will fund. We
have a strong track record of successful grant awards and fundraising. Examples include grants from the American Rescue Plan Act, San Luis Obispo
County and City as well as the Harold J. Miossi Foundation and the Community Foundation of San Luis Obispo County. Our successful capital drive in
2018 allowed CCC to purchase and renovate the historic Greenfield House on Pismo Street for what is now our flagship clinic. Future grants will allow
us to continue and expand our outreach to Latinx youth and their families.
10) Describe the plan for promoting this project within the City of San Luis Obispo *
CCC will promote the project by developing one-on-one connections with students and their families. This method will not only be more effective
than a broadcast of fliers or other community-level outreach, it will essentially cost nothing because reaching students and their families is, in fact,
the project. Social media remains a leading promotion angle and CCC will promote the DEI project on our Facebook and Instagram platforms.
11) Est. Number of people served through this project/program *
300 Latinx youth and families to be served: 180 students, 120 of whom will be of Latinx descent, and 60 of whom will come from monolingual
Spanish Speaking households. Parents served: 65 parents will receive assistance with advocacy, system navigation, interpretation, translation, and
referrals to mental health counseling. Thirty parents will be monolingual Spanish Speakers. Family Members served: 55 family members will receive
LOEAS referrals for mental health counseling and will be linked with a CCC clinic-based therapist or other appropriate provider (e.g., insurance or
non-profit based)
12) Est. Number of SLO City Residents served through this project/program *
300 total Latinx students, parents, and family members will be served through the project.
13) In the table below include a minimum of four (4) metrics or performance outcomes that relate to
the implementation/success of the project. Examples include: # of SLO City residents served, # of
referrals provided to individuals seeking social services, # of trainings completed, # of cultural
event attendees reported a 10% increase in knowledge and application of DEI practices, etc.
Example: # of cultural event attendees reported a 10% increase in DEI knowledge and application
Metric #Indicators of Success / Measurable Outcomes
180 Number of Latinx students served. Increase from pre-pandemic number of 100 to 180
65 Number of Latinx parents and family members served.
55 Number of monolingal Latinx parent receiving mental health counseling.
5 Post-therapy patient satisfaction. Student satisfaction surveys rate their counseling experiences: 4.5 out of 5
80 (80%) Pre-post therapists assessment. Therapist assessment indicates that 80% of students treated have improved
mood.
DEI statement *
that includes Applicants’ understanding and application of DEI, Affirming language that creates access and a sense of belonging in our community
apart from grant, and Explain how this project will advance DEI in the City of SLO.
CCC DEI Statement.pdf 120.69KB
Detailed budget *
Including how the total requested amount of grant would be spent.
CCC City of SLO DEI-Budget 2025.xlsx 13.38KB
Organizational chart.*
CCC 2024 Org Chart.pdf 119.65KB
Federal Tax-Exempt Status *
CCC IRS Determination Letter-Federal Tax ID 8.28.15.pdf 405.65KB
Diversity, Equity, and Inclusion Statement
1. DEI statement
CCC is firmly committed to diversity, equity, and inclusion. As stated in our
employee Handbook, Section 1.1: “we provide employment and access to
care opportunities without discrimination in regard to race, ethnicity,
religious belief, color, sex, sex stereotype, pregnancy, childbirth or related
medical conditions (including breastfeeding), age, national origin, ancestry,
sexual orientation, gender identification and expression, transgender
status, physical or mental disability, medical condition, genetic
characteristics, genetic information, family care, marital status, enrollment
in any public assistance program, status as military, veteran, or qualified
disabled veteran, status as an unpaid intern or volunteer, or any other
classification protected by law.”
Toward this end, CCC works to embed DEI values into all program
elements, which includes cultural competency training opportunities for staff
and adopting affirmative and non-alienating language in and outside of CCC
clinics and host sites.
CCC City of SLO DEI Budget Request -2025
Expenditures Project Budget DEI Grant Request
Staffing Other Secured Funding Request Amount Notes Total
Executive Director $10,000 0 12% FTE $10,000
Clinical Director $18,000 $500 25% FTE Presentation and outreach $18,500
at master's and doctoral level
Universities. Additional individual and group
clinical supervision
K-12 Student Mental Wellness $23,000 $1,000 30% FTE: oversight and support for early $24,000
Program Coordinator intervention counselors placed at CL Smith,
Hawthorn, and Pacheco Elementary
Latino Outreach and Engagement:$36,000 $2,000 60% FTE: Acting as the first point of contact $38,000
Administrative Specialist 1 for Spanish speaking clients.
Engaging and coordinating interpretation
and client assignment/case management
Latino Outreach and Engagement:$36,000 $3,500 60% FTE: Acting as the lead interface between $39,500
Administrative Specialist 2 monolingual Spanish Speaking parents of
youth being served at K-12 school sites.
Offering advocacy, system navigation,
interpretation and translation.
Administrative Specialist $28,000 0 45% FTE: responsible for daily operations $28,000
Operations Manager/Sliding as it pertains to sliding scale, CenCal, K-12
Scale Program Case Manager PMAD, and 40Prado programs. Responsible
for training/orientation and regular point of
contact for all clinicans, staff, and clients
Bilingual Therapists (x3)$75,000 $2,000 3 bilingual/bicultural therapists at 20% FTE $77,000
Bilingual Licensed Clinical Supervisor $30,000 $500 15% FTE: providing weekly individual supervision $30,500
for pre-licensed bilingual therapists
Operational
Rent 9,600 $0 CCC owns and operates a 2,200 square foot $9,600
office downtown San Luis Obispo
Behavioral Health Interpreter $15,000 $500 Provided by the renowned $15,500
Training (BHiT)National Latino Behavioral
Health Association (NLBHA)
Module 2: for Clinicians utilizing
Interpretors to work with Clients
Outreach Collateral $3,000 $0 Therapist recruitment brochures, flyers,$3,000
and folders
Social Media Advertising $1,000 Paid advertising on Facebook, Instagram $1,000
to increase reach and deepen penetration
SimplePractice Electronic $48,000 0 Annual cost to host 70 clinicians in the system $48,000
Health Records System Platform includes confidential/HIPAA
compliant telehealth platform
Total $10,000 $342,600
Board of Directors
Executive
Director
Administrative
Staff:
-CenCal Case Manager/Coordinator ( FT)
-Sliding Scale Case Manager (FT)
-Reception and Operations Spec. (FT)
-Latino Outreach and Engagement
Specialist 1 (FT )
-Latino Outreach and Engagement
Specialist 2 (FT)
*Contracted Bookkeeping
MOSAIC Business Services
Clinical Director
Clinical
Committee
Board
Committees
Volunteer Clinicians
80+
Paid
Clinicians
40+
Fundraising
Committee
Executive
Committee
Organizational Chart
School Program
Coordinators
Finance
Committee
Capital Campaign
Committee
Grants &
Contracts Committee
Legend
*Direct Report:
*Informal Report:
Licensed
therapists
Licensed Clinical
Supervisors
Pre-Licensed
Interns/Trainees
DEI High Impact Grant
24-25 Application
Part 1 Basic Information
1) Organization Name *
Central Coast Ag Network dba City Farm SLO
2) 501(c)(3) - employer identification number *
203447329
3) Fiscal Agent *
N/A
4) Project/Program Name *
Expanding Access to Therapeutic Horticulture Programming for Adults with Disabilities
5) Requested Amount *
$19,490.00
6) Name of Person Completing Application *
Lauren Picone
7) Name of Person for Grant Communication for Grant Cycle (if different from above)
8) Organization Mailing Address *
Street Address
PO Box 3736
Address Line 2
City
San Luis Obispo
State/Province/Region
California
Postal/Zip Code
93403
Country
United States
9) Phone *
(805) 769-8344
10) E-mail
lauren@cityfarmslo.org
Part 2 Organizational Information
1) Purpose/Mission Statement *
City Farm SLO’s mission is to empower the next generation to live healthier, more prosperous lives through sustainable agriculture and farm-based
education.
2) Briefly describe your organization’s purpose, vision, primary activities, and operating structures *
We work toward this mission by educating SLO County youth with farm-based programming, providing beginning or under-resourced farmers with
affordable land and services to enable sustainable crop production, modeling regenerative agricultural practices, and engaging a diverse community
of people. City Farm SLO offers a universally accessible growing space with wide pathways, wheelchair-accessible garden beds and tables, sensory
gardens, shade structures, and an ADA-compliant washroom, ensuring all students and adults can participate and learn to grow their own food.
Since 2013, City Farm SLO has partnered with schools and community organizations to provide educational programming to SLO County youth.
Youth programs improve health outcomes through farm-based education in health and nutrition, science, food literacy, and environmental literacy.
We recognize the social determinants of health and work to increase equitable access to wholesome foods. We strengthen our local food system by
incubating small farms and distributing the produce generated by our programs back to the community through multiple channels including a
partnership with the SLO Food Bank.
City Farm SLO maintains low overhead costs with a small but mighty staff, a committed Board of Directors, and a powerful team of volunteers and
interns including 20 California College Corps Fellows. Our team designs data-driven programs and leverages partnerships with other agencies to
deduplicate efforts and best serve local needs.
3) Name of Executive Director *
Kayla Rutland
4) Number of paid staff (full or part-time)*
6
5) Number of volunteers *
250
6) Name of Board President or Chair *
Steven Marx & Gina Ruedebusch
7) Describe the community(ies) your organization supports *
City Farm SLO is located in the City of San Luis Obispo, CA. Programming is held on-site and serves youth from across SLO County including
Kindergarten-6th grade students, at-risk continuation high schoolers at Pacific Beach High School, at-risk teens, and children and young adults with
disabilities. Each of our youth education programs focuses on a different population, yet all have an emphasis on underserved youth.
Our programs serve the following constituents:
Youth Empowerment Program (YEP): YEP primarily serves teens who self-identify as one or more of the following: ethnic or racial minority, English
language learner, receiving food stamps or cash assistance, on probation or parole, homeless or unstable housing, Foster youth, or
youth with a disability. Most students are Spanish-speaking, and sessions are conducted bilingually in English and Spanish.
PBHS Farm Class: Serves Pacific Beach High School Students. All students are considered “at-risk” for one of the following reasons: unable to adjust
to the social and learning environments of comprehensive high schools; affected by substance abuse; exhibit learning disabilities; English language
learners.
Therapeutic Horticulture: This program serves children and young adults enrolled in San Luis Coastal Unified School District’s Pre-vocation
Recreation Education Adult Readiness Experience (PREPARE) program or Special Day Classes. Program participants are experiencing physical or
mental disability, and our on-farm programming is tailored to each of their individual needs.
Farm Field Trips: This program serves Kindergarten – 5th Grade students throughout San Luis Obispo County. Our outreach efforts targets schools
with greater than 50% Free/Reduced Price Lunch Rates and a fee waiver is offered to those schools.
Other: City Farm SLO offers public and private tours, special events and workshops, and volunteer/intern opportunities to the community at large.
8) Approximate Annual Budget *
$375,000.00
9) Major Sources of Funding *
USDA Grant, Local Food Promotion Program
CDFA Grant, Farm to School Incubator
SLO County ARPA
Local Foundation Grants
Individual donors
Program revenue
Part 3 Project/Program Information
1) Please provide an executive summary of proposed project/program (200 words max)*
City Farm SLO (CFS) requests $19,490 to expand current Therapeutic Horticulture programming to include twice-weekly sessions for adults with
disabilities. Since 2013, CFS has provided weekly Therapeutic Horticulture programming for students with disabilities in collaboration with San Luis
Coastal Unified School District, reaching more than 37 students through 760 instruction hours each year. Building on this success, CFS aims to
extend programs to adults through a new partnership with The Achievement House.
The proposed project will offer 90 sessions across 45 weeks, serving 18 adults with disabilities and 6 aides. Sessions will focus on job skill
development, fine motor enhancement, cognitive stimulation, and confidence-building through tasks such as seed starting, harvesting, and animal
husbandry. Participation will enhance independence, vocational skills, and mental health outcomes for participants.
Additionally, CFS will lead 3 technical assistance trainings, “Enhancing Accessibility in Garden-Based Education”, for a diverse variety of educators.
Technical assistance trainings will improve access to therapeutic horticulture, address equity gaps, and enhance inclusivity throughout SLO County.
As a result of this project, at least 90% of Therapeutic Horticulture participants will report mental or physical health benefits, and at least 90% of
technical assistance trainees will report increased knowledge and skills related to accessibility in garden-based education.
2) Total project cost *
$35,300.00
3) Requested Amount *
$19,490.00
4) Please provide a detailed description of proposed project/program (not to exceed 1,000 words)*
Since 2013, City Farm SLO has provided weekly Therapeutic Horticulture programming to students with disabilities in partnership with the San Luis
Coastal Unified School District (SLCUSD). Our programs foster physical, mental, and emotional well-being by creating a supportive environment
where students can build confidence, independence, and essential job skills. As demand for accessible and inclusive spaces continues to grow, we
are excited to expand our reach to include adults with disabilities through a new partnership with the Achievement House’s Adult Day Programs.
Therapeutic Horticulture Program Expansion:
This program expansion will introduce twice-weekly Therapeutic Horticulture sessions specifically tailored for adults with disabilities, in collaboration
with The Achievement House. This expansion will serve 18 adults and 6 aides, providing a total of 90 sessions across 45 weeks from February to
December 2025. Sessions will focus on developing job skills, enhancing fine motor abilities, stimulating sensory and cognitive engagement, building
confidence in an outdoor environment, and improving mental and physical health. Activities include seed starting, transplanting, harvesting, animal
care, compost management, and weeding. This project will build on the impacts of our previous DEI grant which expanded universally accessible
spaces at City Farm SLO including ADA pathways and a fully-accessible garden.
Technical Assistance Trainings:
In addition to expanding our Therapeutic Horticulture program, City Farm SLO will offer three technical assistance trainings to enhance accessibility
of garden-based education services throughout SLO County. Trainees will include CFS Volunteers and Interns, College Corps Fellows working in
education, SLO County Environmental Education Coalition Members, and educators from local nonprofits and educational institutions. Our technical
assistance training has been developed with input from SLO Special Education Local Plan Area (SELPA), SLO Access for All (AFA), Independent Living
Resource Center (ILRC), Cal Poly Disability Resource Center, and more than 10 years of experience in delivering Therapeutic Horticulture
Programming to a diverse audience. Technical assistance will cover topics such as outdoor comfort and safety, enhancing garden accessibility,
person-first language, setting appropriate boundaries, effective communication strategies, and techniques to help all participants achieve their full
potential in a garden-based education setting.
Project Outputs:
As a result of this project, 18 adults with disabilities accompanied by 6 aides will participate in twice-weekly Therapeutic Horticulture programming.
A total of 90 additional Therapeutic Horticulture sessions will be conducted throughout 2025, widening our scope and including adult participants.
There will be 3 technical assistance training sessions delivered, reaching more than 85 SLO County educators. This program will provide a reduction
in equity gaps allowing for equal participation for all students and adults in our Therapeutic Horticulture programs.
5) Describe the community/population the project/program will support *
Therapeutic Horticulture Program Expansion:
This program is designed to serve adults with disabilities in SLO County. In partnership with The Achievement House’s Adult Day Programs, this
project will serve a total of 18 adults with disabilities currently enrolled in the Braided Services Program and the Community Day Based Program.
Braided Day Services:
This program is designed to enhance or maintain self-help techniques in activities of job development, soft skills, interview skills, dressing for
success, job preparation and paid/volunteer work opportunities.
Community Day Based Program:
This service is offered to adults with disabilities in SLO County that participate in community-based activities that focus on daily living skills, job
preparation and integrated volunteer work, healthy living skills development, self-advocacy, safety, mobility, housing, and social/recreational
activities.
Technical Assistance Trainings:
Trainees will include CFS Volunteers and Interns (approx. 10), College Corps Fellows placed at CFS and other education sites (approx. 22), SLO County
Environmental Education Coalition Members (approx. 40), and other educators working in a variety of sectors (approx 20). Technical assistance
trainees will extend impacts to communities they serve, reaching an estimated additional 500 individuals throughout SLO County.
6) Describe the equity gaps and community needs this project/program will address in the City and community of San Luis Obispo.*
About 1 in 4, or 61 million, U.S. adults report having some form of a disability. A recent population count depicted that 12.3% (34,355) of the
noninstitutional residents in SLO County have a disability (U.S. Census Bureau, 2022). Studies have shown that people with disabilities often report
feeling excluded from outdoor recreation due to physical barriers that inhibit their access (Burns, 2007). Since the inception of CFS’s Therapeutic
Horticulture program in 2014, we’ve experienced a growing demand for services and have scaled programming in response. Whether the individual’s
disability is physical, developmental, sensory impaired, behavioral or emotional, City Farm SLO provides a safe and inclusive space for all community
members. Participants in our therapeutic horticulture programs are able to interact with the natural environment by learning to grow their own food,
tending to livestock, and practicing vocational skills. CFS’s Garden for All provides a fully accessible space for adults with disabilities to connect with
their food system and build life skills through on-farm experiences. Weekly farm visits can help participants foster a sense of belonging, confidence,
and enhance quality of daily life. Technical assistance trainings will bolster capacity of garden-based education programs throughout SLO County to
increase accessibility for all participants.
7) Provide detailed timeline for project implementation (monthly or quarterly).*
Q1, January - March 2025:
--Technical Assistance Training #1 - Training is delivered to program support staff (3) and volunteers (20-30) at City Farm SLO.
--Program Implementation- Twice-weekly Therapeutic Horticulture Programming for adults with disabilities begins in February 2025.
Q2, April - June 2025:
--Technical Assistance Training #2 - Training is delivered to approximately 40 outdoor/environmental educators across SLO County through the SLO
County Environmental Education Coalition.
--Program Implementation -Twice-weekly Therapeutic Horticulture Programming for adults with disabilities continues.
--Program Evaluation - Conduct a mid-year evaluation with The Achievement House staff and accompanying aids to enhance programming.
Complete mid-year report for DEI Grant.
Q3, July - September 2025:
--Technical Assistance Training #3 - Training is delivered to educators working in a variety of sectors (approx 20) throughout SLO County including
schools and nonprofits.
--Program Implementation - Twice-weekly Therapeutic Horticulture Programming for adults with disabilities continues.
Q4, October - December 2025:
--Program Implementation - Twice-weekly Therapeutic Horticulture Programming for adults with disabilities continues.
--Program Evaluation & Continuation - Conduct an end of the year evaluation with The Achievement House staff and accompanying aides to shape
future programming. Finalize funding sources for continuation of programming.
8) List any partnerships/collaborations that are supporting this project/program and their roles *
The Achievement House:
--The Achievement House’s Adult Day Programs will participate in twice-weekly therapeutic horticulture programming on the farm.
--18 total program participants will be accompanied by 6 aides.
City Farm SLO College Corps Fellows and Volunteers:
--Receive technical assistance training specific to effectively working with adults with disabilities.
--Support therapeutic horticulture programming and lead on-farm activities.
Environmental Education Coalition:
--Collaborate on a workshop to offer training to their attendees.
9) Describe your plan for sustainability beyond the City’s one-year award funding *
The City’s one-year funds will be used to pioneer the extension of Therapeutic Horticulture programing for adults with disabilities. Throughout the
duration of this pilot year of programming, the Program Manager will be garnering foundation and individual donor support to sustain the program
beyond 2025. Capacity for this program is enhanced through community partnerships and volunteer support which allows us to keep costs low while
delivering exceptional programs.
All current therapeutic horticulture programming and maintenance of accessible infrastructure is fully funded and ongoing.
10) Describe the plan for promoting this project within the City of San Luis Obispo *
After successful completion of our Garden for All, we have received considerable attention from local news sources regarding our accessible spaces
and inclusive programs for students with disabilities. By expanding these spaces to adults with disabilities, the Garden for All will receive additional
use and community attention.
This project will be promoted through City Farm SLO’s widely followed social media, newsletter, and website. Technical assistance trainings will be
available to any community member and will be promoted with support from nonprofit and agency partners.
11) Est. Number of people served through this project/program *
604
12) Est. Number of SLO City Residents served through this project/program *
300
13) In the table below include a minimum of four (4) metrics or performance outcomes that relate to
the implementation/success of the project. Examples include: # of SLO City residents served, # of
referrals provided to individuals seeking social services, # of trainings completed, # of cultural
event attendees reported a 10% increase in knowledge and application of DEI practices, etc.
Example: # of cultural event attendees reported a 10% increase in DEI knowledge and application
Metric #Indicators of Success / Measurable Outcomes
18 # of adults with disabilities that will attend 90 sessions of Therapeutic Horticulture programming
90 % of Therapeutic Horticulture program participants who experience a mental or physical health benefit
85 # of educators reached through technical assistance trainings
500 # individuals served by educators who receive technical assistance training
90 % of technical assistance trainees that will report increased knowledge and skills related to accessibility in garden-based
education
DEI statement *
that includes Applicants’ understanding and application of DEI, Affirming language that creates access and a sense of belonging in our community
apart from grant, and Explain how this project will advance DEI in the City of SLO.
DE&I Statement Adult Program.docx.pdf 40.84KB
Detailed budget *
Including how the total requested amount of grant would be spent.
BUDGET DEI Grant 2024-2025.pdf 71.68KB
Organizational chart.*
CFS Organizational Chart 2024.pdf 27.61KB
Federal Tax-Exempt Status *
CFS TAX EXEMPT STATUS.pdf 669.77KB
Diversity,Equity,and Inclusion Statement
City Farm SLO,2024
City Farm SLO’s mission is to empower the next generation to live healthier,more prosperous lives
through sustainable agriculture and farm-based education.
Our organizational values are as follows:City Farm SLO is an inclusive space promoting equity and
fostering a strong sense of community.We value integrity,dedication to continuous improvement,and
the pursuit of excellence.We are fiercely committed to environmentalism,prioritizing resilience over
expedience.We believe in collaboration towards a more sustainable future.
City Farm SLO is deeply committed to fostering a culture of Diversity,Equity,and Inclusion (DEI)within
our organization and the communities we serve.
●We are an equal opportunity employer,actively soliciting candidates of all ethnic and racial
backgrounds.We embrace diversity and are committed to building a team that represents a
variety of backgrounds,perspectives,and skills.
●Our policies prohibit discrimination in all programs and activities on the basis of race,color,
national origin,ancestry,sex,religion,age,disability,veteran status,political affiliation or belief,
sexual orientation,gender identity,marital or family status or any other basis prohibited by law.
●We provide ongoing training on DE&I topics for all staff members.
●We have recently completed a DE&I assessment,gathering feedback from employees and
stakeholders to identify areas of improvement and update our DE&I policies.
●We are continuously adapting our physical space to be more accessible.
●Our commitment to DE&I is reflected in each of our programs and projects
Project Name: Expanding Access to Therapeutic Horticulture Programming for Adults with Disabilities
Itemized Proposed Expenditure of City Funds, City of San Luis Obispo, DEI High Impact Grant, 2024-2025
Budget Item Description DEI Grant
Other Funding*/In
kind Total
Personnel
Farm Instructors (2) $10,000.00 $5,860.00 $15,860.00
Program Manager $3,150.00 $0.00 $3,150.00
Program Support (3 Volunteers) $0.00 $6,750.00 $6,750.00
Technical Assistance Training
Materials Printing $300.00 $0.00 $300.00
Facilities Fee
$50/session, farm facilities:
garden, outdoor classroom, etc. $4,500.00 $0.00 $4,500.00
Education Materials
Workbooks, seeds, starts, gloves,
hand tools, etc. ($30/participant)$540.00 $0.00 $540.00
Liability Insurance Premium $1,000.00 $0.00 $1,000.00
Administration (10%) $0.00 $3,200.00 $3,200.00
Total Expenses $19,490.00 $15,810.00 $35,300.00
*Other Funding provided by individual donors
Board of
Directors
Shane Lowell
Farm Manager
Olivia Hansel
Farm Educator
Lauren Picone
Programs
Manager
Sarah Raines
Administrative
Assistant
Kate Ditrani
Americorps
Member,
Volunteer
Services
Kayla Rutland
Executive
Director
Caroline Smith
Farmer
College Corps
Fellows
Volunteers
This is a copy of the original paper document, scanned
by Ty Griffin on 12/9/2020. It replaces an older and
worse scanned version. As of this date, the original paper
document is in our permanent records box.
DEI High Impact Grant
24-25 Application
Part 1 Basic Information
1) Organization Name *
Corazón Latino
2) 501(c)(3) - employer identification number *
922729279
3) Fiscal Agent *
Corazón Latino
4) Project/Program Name *
Civic Education Campaign to Close the Equity Gap
5) Requested Amount *
$40,000.00
6) Name of Person Completing Application *
Anna Boyd-Bucy and Erica Ruvalcaba Heredia
7) Name of Person for Grant Communication for Grant Cycle (if different from above)
8) Organization Mailing Address *
Street Address
1429 Eagle Ct.
Address Line 2
City
Santa Maria
State/Province/Region
CA
Postal/Zip Code
93454
Country
USA
9) Phone *
805-720-6091
10) E-mail
corazonlatinocc5@gmail.com
Part 2 Organizational Information
1) Purpose/Mission Statement *
Corazón Latino’s urgent and essential mission is to educate, provide emotional well-being, share resources, promote civic engagement, and
empower the Latinx community on the Central Coast. With a vision of equitable access to services for the Latinx and most vulnerable communities,
Corazón Latino aims to promote family well-being and create a healthier future.
The Latino Outreach Council (LOC) is dedicated to facilitating the equal and full participation of all members of the Latino community in the life and
affairs of SLO County. Our passion is to arrange the local Latino community with opportunities to connect with individuals and businesses alike in
order to build a stronger network! We aim to celebrate Hispanic culture and provide information about the resources and events available
throughout our county.
2) Briefly describe your organization’s purpose, vision, primary activities, and operating structures *
Corazón Latino is a new nonprofit organization created in direct response to the needs revealed through the 2023 San Luis Obispo Mexican
Indigenous Study and 2023 listening study conducted by Uplift Central Coast in conjunction with Corazón Latino. The Latinx community has been
identified as lacking crucial mental health support and other necessary resources for leading healthier lives. We promote social justice through the
reduction of inequities and empowerment through education and civic engagement for the Latinx community.
Executive Director Erica Ruvalcaba Heredia, former Promotores Collaborative Director under the Center for Family Strengthening and Latino
Outreach Council Vice President, brings over 20 years of bilingual and bicultural experience working towards creating an equitable and thriving
community. She founded Corazón Latino in response to the urgent need for crucial support and resources in our own language, presented in a
culturally accessible manner.
We produce and share, through our own, and partner nonprofit's social media accounts, educational videos in Spanish and English with information
about Latino community needs and resources available from service providers on the Central Coast.
We work with the LOC to send Latinx community leaders from a variety of organizations to Sacramento for the Latina Action Day, the only advocacy
day that centers the voices and experiences of Latinas at statewide policy-making tables.
We provide classes/groups focused on civic engagement, mental health support, and social service outreach throughout San Luis Obispo and
Northern Santa Barbara County in Spanish, English, and Mixteco. The groups are provided in a culturally competent setting based on empathy,
solidarity, and respect, are conveniently located, and include a meal, childcare/entertainment, a presentation by a local government official or
nonprofit, peer support, and practical social work led by our four experienced Certified Community Health Workers/ Promotores (CHW/P). The
groups help our partner service providers access and make their services culturally accessible to Latinos, building equity and inclusion in our local
civic and social service sector.
The Latino Outreach Council serves as a resource network, building bridges between resources and the Latino community. We are committed to
supporting and offering community programs and events to educate and raise cultural awareness in our County and to enhance opportunities for
the Latino/Hispanic community to participate in the affairs of the County, in governance, the political process, and to have a voice for their opinions,
views, and concerns. The Latino Outreach Council strives to fulfill the mission by serving as resource experts for community organizations and
agencies to build and promote services with the Latino community and advocating on their behalf.
3) Name of Executive Director *
Erica Ruvalcaba Heredia
4) Number of paid staff (full or part-time)*
5 part time
5) Number of volunteers *
5
6) Name of Board President or Chair *
Pedro Sotelo
7) Describe the community(ies) your organization supports *
Corazón Latino is devoted to reducing equity gaps and improving social justice for underserved and underrepresented Latino/Hispanic community
members and the community as a whole in the City of San Luis Obispo. We provide education, mental health support, and connections to resources
to those who face language and cultural barriers and often lack access to health insurance. We know assistance from persons with relevant lived
experience, who understand and can recognize cultural values and norms, and who speak the same language is critical to connecting Indigenous
people with services in a meaningful, mutually beneficial way.
8) Approximate Annual Budget *
$200,000.00
9) Major Sources of Funding *
Visión y Compromiso grant $75,000
CenCal grant $100,000
Part 3 Project/Program Information
1) Please provide an executive summary of proposed project/program (200 words max)*
Corazón Latino and the Latino Outreach Council jointly request funding to provide a targeted civic education campaign to San Luis Obispo’s
underserved and underrepresented Latino/Hispanic community and the community at large to remove barriers to civic engagement, increase civic
participation and access to services, and create structural change. The three-part campaign will include:
~Six how-to videos produced in Spanish and English (and Mixteco where appropriate), providing civic education with potential topics on
requirements and how to apply for citizenship, requirements and how to vote, US government functions and how they impact the individual, how to
navigate potential racial and socio-economic disparities in the criminal justice system, and why, when, and how to communicate with your local
representatives.
~Monthly educational classes/groups led by Certified Community Health Workers/ Promotores in the City of San Luis Obispo to create a culturally
accessible space for civic learning and expand community building and belonging for all.
~A marketing and outreach campaign to share civic information, promote the videos and classes, and make existing services provided by the County,
City, and local nonprofits accessible to underserved Latino/Hispanic community members and the community at large.
2) Total project cost *
$40,000.00
3) Requested Amount *
$40,000.00
4) Please provide a detailed description of proposed project/program (not to exceed 1,000 words)*
San Luis Obispo hosts a sizable population of Spanish-speaking immigrants who lack access to services and are excluded from participation in civic
life. Corazón Latino and the Latino Outreach Council jointly request funding to provide a targeted three-part civic education campaign to San Luis
Obispo’s underserved and underrepresented Latino/Hispanic community and the community at large to remove barriers to civic engagement,
increase civic participation and access to services, and create structural change.
1. We will create and distribute six how-to videos in Spanish and English (with potential translation to Mixteco), providing civic education. We will hire
a professional bilingual/bicultural videographer to record and produce the five-to-eight-minute lessons. We will script the high-quality videos to
ensure they are culturally accessible, relevant, and informative with potential topics on:
~Citizenship Education: requirements and how to apply for citizenship
~Election Education: requirements and how to vote
~Civic Education: US government functions and how they impact the individual
~Criminal Justice System Overview: how it works and how to navigate potential racial and socio-economic disparities
~Grassroots Advocacy (two parts): why, when, and how to communicate with your local representatives
2. We will provide monthly civic education classes led by Certified Community Health Workers/Promotores in the City of San Luis Obispo to create a
culturally accessible space for civic learning and expand community building and belonging for all. The videos will be shared in the classes, followed
by a facilitated discussion.
In addition to sharing civic education, the professionally facilitated classes include a meal, childcare with a youth activity, facilitated peer support,
mental health education, educational presentations on government and nonprofit resources, and connections to needed social services. The classes
assist partner nonprofit and governmental agencies in reaching this difficult-to-serve demographic by helping them share what they offer in a
linguistically and culturally competent and accessible way and by helping disadvantaged community members in signing up for their services.
Corazón Latino has experience hosting these classes and, through a grant from CenCal, provides them monthly in Paso Robles, Oceano, Santa Maria,
and Guadalupe. Your funding will expand the classes to San Luis Obispo, where we have received requests for service from many disadvantaged
Latinx community members.
The classes create cultural spaces for learning and expand community building and belonging for all. According to the 2023 San Luis Obispo
Mexican Indigenous Study, “Having assistance from persons with relevant lived experience, those who understand and can recognize cultural values
and norms, and who speak the same language is critical to connecting people with services in a meaningful, mutually beneficial way.” This is why our
services utilize Community Health Workers/ Promotores (CHW/Ps) to assist in cultivating ongoing trust with marginalized community members by
facilitating discussions and overseeing connections between peers. In addition, the CHW/Ps help connect with resources and assist with completing
applications for social services, citizenship, voting, driver's licenses/ identification cards, and other civic services. The CHW/Ps' expertise in providing
civic education is highly valuable as they are bicultural, bi/trilingual, and trained in facilitation and social work.
3. We will launch a full-scale marketing and educational campaign to promote the videos and classes, provide further civic education, and make
existing services offered by the State, County, City, and local nonprofits accessible to underserved Latino/Hispanic community members and the
entire community at large. The 2023 San Luis Obispo Mexican Indigenous Study found that the majority of our target audience communicates via
short videos shared on WhatsApp and similar platforms and we will focus on communicating with our constituents in those ways.
A professional social media marketing manager will build the subscriber following, publish and promote the civic education videos and classes,
provide consistent quality content on the Latino Outreach Council and Corazón Latino’s social media pages, and encourage partner nonprofits to
share posts on their social media pages. Posts will expand access and knowledge, therefore reducing barriers. Examples include the importance of
voting, how to vote, how to access Cal Fresh benefits, applying for housing benefits, obtaining safe childcare, healthy coping mechanisms, and
counseling through partner agencies, including TMHA. Information will include links to partner nonprofit sites and registration forms in Spanish,
English, and potentially Mixteco audio. The LOC and Corazón Latino accounts will purchase strategic boosts to promote our pages, gain followers,
and spread information, targeting the Latino/ Hispanic community in San Luis Obispo.
Through the joint work of the Latino Outreach Council and Corazón Latino, this civic education campaign will advance diversity, equity, and inclusion
in the City of San Luis Obispo. It will create a culturally and linguistically accessible connection to information and resources to reduce equity gaps
and improve social justice initiatives for underserved and underrepresented Hispanics/ Latinos and the community at large, contributing to positive
systemic/structural change.
5) Describe the community/population the project/program will support *
Corazón Latino is devoted to reducing equity gaps and improving civic engagement and social justice for underserved and underrepresented Latino/
Hispanic community members in the City of San Luis Obispo. Those we serve are often young families, recent immigrants, have limited or no English
and speak Spanish or Mixteco, have limited education, and lack access to medical care. The 2023 San Luis Obispo Mexican Indigenous Study found
85% of Latino immigrants lacked medical insurance (10 times higher than the county as a whole), fewer than half (46%) had ever had a physical
exam, and only a third (35%) had ever had a dental exam. This is the population most in need of our educational campaign to make civic and social
services accessible in order to address inequities.
6) Describe the equity gaps and community needs this project/program will address in the City and community of San Luis Obispo.*
The work of Corazón Latino is a direct response to the needs revealed through the 2023 San Luis Obispo Mexican Indigenous Study and a 2023
listening study conducted by Uplift Central Coast in conjunction with Corazón Latino, including the high cost of housing, insufficient quality jobs in
the region, limited access to childcare, discrimination and racism, inadequate transportation systems, language barriers, immigration challenges,
under-resourced training and education opportunities, lack of equitable food access, lack of sufficient internet access, inaccessible financial literacy
information, and public safety concerns. Despite the profound needs this population faces, the Hispanic/Latino community is underrepresented at
the polls and less likely than the community at large to participate in civics and government. Our educational campaign will provide information and
a connection to resources to address these iniquities in a way that is culturally accessible to Latinos in the City of San Luis Obispo.
7) Provide detailed timeline for project implementation (monthly or quarterly).*
January, 2025- Corazón Latino will solicit social media marketing contracts to jointly manage and promote the classes, videos and social media pages
for both LOC and Corazón Latino. We will secure a videographer to professionally produce the six educational videos and schedule and secure the
location for the classes.
February- Working closely with the videographer, Video lesson topics will be confirmed and scripting and casting will begin.
February- December- We will provide ten monthly civics classes in the City of SLO facilitated by Community Health Workers/ Promotores. Classes will
include a presentation of the educational videos and facilitated discussion and follow up.
March- April- Videos will be recorded and edited.
March- December- The social media marketing manager will produce a marketing campaign that includes strategic boosts to promote the classes,
videos, and other civic and social service education. We will post/cross-post three times a week on Facebook, Instagram and YouTube channels for
both the LOC and Corazón Latino.
January 2026- we will share metrics collected during the classes with the City of San Luis Obispo in our final report.
8) List any partnerships/collaborations that are supporting this project/program and their roles *
This project is a collaboration between the Latino Outreach Council (LOC) and Corazón Latino. The all-volunteer LOC has existed since 1994 and
meets monthly to discuss advocacy and education on the needs of the Latino community. This project represents the LOC’s first collaboration with
another nonprofit to bring direct services to the community. The LOC will focus one meeting in 2025 on the proposed educational campaign, help
recruit presenters, provide a representative to attend the monthly educational classes in the City of SLO, and fully participate in and promote the
educational campaign via their social media platforms and other connections.
Corazón Latino will head the project, secure the videographer and social marketing manager, expand their existing educational groups to San Luis
Obispo, and manage the video production and distribution.
This project will allow partner nonprofit and government agencies to reach this difficult-to-serve demographic by helping them share what they offer
in a linguistically and culturally competent and accessible way and by assisting community members in signing up for their services. Examples of
existing partner government and nonprofit agencies who have or are scheduled to present at our educational groups include CenCal Health, SLO
Food Bank, BeWellLine, TMHA, SLO Noor Clinic, SLO Public Health, CAPSLO, and SLO First 5.
9) Describe your plan for sustainability beyond the City’s one-year award funding *
Corazón Latino is a new organization and has been successful, with the help of Supervisor Ortiz-Legg, in securing funding from multiple sources. Our
request to the City of SLO is only a portion of our budget and the marketing and classes can be scaled according to the funding received in future
years or paired with additional sources to meet the total budgeted amount. We anticipate costs will decrease as we offer more groups/classes
throughout our service area. The educational video production is a one-time cost.
10) Describe the plan for promoting this project within the City of San Luis Obispo *
We will boost social media posts using metrics to reach our targeted audience, including residents within and near the City of San Luis Obispo and
those whose feed includes Spanish-language content. In addition, we advertise our group meetings by sharing on WhatsApp groups and posting
flyers at Hispanic-oriented businesses and events. Because we are Latinos providing services to Latinos in a linguistically and culturally competent
way, we reach our intended audience easily. Attendance has doubled within four months at educational gatherings we have offered in other cities,
and we have received multiple requests to provide them in San Luis Obispo.
11) Est. Number of people served through this project/program *
5000
12) Est. Number of SLO City Residents served through this project/program *
2500
13) In the table below include a minimum of four (4) metrics or performance outcomes that relate to
the implementation/success of the project. Examples include: # of SLO City residents served, # of
referrals provided to individuals seeking social services, # of trainings completed, # of cultural
event attendees reported a 10% increase in knowledge and application of DEI practices, etc.
Example: # of cultural event attendees reported a 10% increase in DEI knowledge and application
Metric #Indicators of Success / Measurable Outcomes
10 10 civic education sessions in the City of San Luis Obispo
25 15-25 particpants will attend each civic education session
80 80% of attendees will attend subsequent groups, act on the information provided, schedule follow-up sessions, or sign
up for services through partner agencies. CHW/P collect this information via follow-up surveys and informational
interviewing.
6 6 civic education videos produced in Spanish and English (with possible translation to Mixteco)
150 100-150 social media posts will share civic information and resources via LOC, Corazón Latino, and partner nonprofit
pages
2,500 2,500 SLO City residents reached through boosted posts targeting underserved Latino/Hispanic residents
DEI statement *
that includes Applicants’ understanding and application of DEI, Affirming language that creates access and a sense of belonging in our community
apart from grant, and Explain how this project will advance DEI in the City of SLO.
DEI Statement - Corazon Latino.pdf 87.2KB
Detailed budget *
Including how the total requested amount of grant would be spent.
Project Budget- Corazon Latino.pdf 90.74KB
Organizational chart.*
Corazon Latino Organizational Chart.pdf 134.37KB
Federal Tax-Exempt Status *
EIN corazon latino.pdf 732.98KB
DEI Statement -Corazon Latino
At Corazón Latino,we understand how diversity,equity,and inclusion are integral parts of maintaining a
healthy community.Our mission stems from our core beliefs,which strive for civic engagement,
education,mental/physical health,and empowerment for all.We celebrate the diversity within our
community through our practices,policies,and organizational governance and demonstrate our values
of integrity,service,excellence,solidarity,and empathy.We practice inclusion through language access
and strive to provide as much content as possible in Spanish,Mixteco,and English to create a place of
belonging for all San Luis Obispo and Northern Santa Barbara County residents.
Our staff and volunteers are committed to supporting diversity,equity,and inclusion through our daily
processes and the overall structure of our support groups as we uphold our vision “that the Latinx
and/or most vulnerable communities of the Central Coast can have equitable access to the services
necessary to achieve a healthy life by promoting family well-being.”
Funding from the City of San Luis Obispo will provide a targeted civic education campaign to San Luis
Obispo’s underserved and underrepresented Latino/Hispanic community and the community at large to
remove barriers to civic engagement,increase civic participation and access to services,and contribute
to positive systemic/structural change.Through the joint work of the Latino Outreach Council and
Corazón Latino,this civic education campaign will advance diversity,equity,and inclusion in the City of
San Luis Obispo.It will create a culturally and linguistically accessible connection to information and
resources to reduce equity gaps in our community’s voting representation and other civic services while
building an inclusive environment and improving social justice for underserved and underrepresented
Hispanics/Latinos and the community at large.
Project Budget -Corazon Latino
Civic Education Marketing Campaign
10 Support Groups in SLO
Space Rental @$200 x10 $2,000
Food @$15 x25 people x10 $3,750
Supplies for presentations,social work,and youth activities $1,750
Staff:Promatores/CHSW 2 x10 $10,000
Insurance $2,864
Mileage $1,000
Subtotal $21,364
6 Educational Videos and marketing manager for both LOC and Corazon Latino
Videographer $6,000
marketing manager for two organizations $8,000
social media advertising fees $1,000
Subtotal $15,000
Administrative Oversight @10%$3,636
Grand total $40,000
Executive Director
Erica Ruvalcaba
Accounting
Assistant
Andreina Delgado
Volunteers
Corazón Latino, sirviendo desde el Corazón
Promotores
Marielisa Figueroa
Maria Pille
Andreina Delgado
Program Manager
Lupita Castaneda
Board of Directors
President
Cuauhtemoc Lara
Treasure
Susana Castañeda
Latino Outreach Council Board of Directors (All volunteer organization)
Secretary
Andy Pease
Vice President
Erica Ruvalcaba
CEO
Jacqueline Frederick
Other board members
Jim Brescia
Rick Mayfield
Jerry Mihaic
Francisco Ramirez
Debbie Arnold
Siu Yin Luna
DEI High Impact Grant
24-25 Application
Part 1 Basic Information
1) Organization Name *
Diversity Coalition San Luis Obispo County
2) 501(c)(3) - employer identification number *
82-2075135
3) Fiscal Agent *
n/a
4) Project/Program Name *
BIPOC Board Leadership Training Program
5) Requested Amount *
$40,000.00
6) Name of Person Completing Application *
Greg Ellis
7) Name of Person for Grant Communication for Grant Cycle (if different from above)
8) Organization Mailing Address *
Street Address
PO Box 376
Address Line 2
City
Arroyo Grande
State/Province/Region
CA
Postal/Zip Code
93421
Country
USA
9) Phone *
805-806-5626
10) E-mail
grants@diversityslo.org
Part 2 Organizational Information
1) Purpose/Mission Statement *
Diversity Coalition San Luis Obispo County ’s (DCSLOC) mission is to build and sustain a coalition that seeks a more diverse, equitable, and inclusive
community through advocacy and education.
2) Briefly describe your organization’s purpose, vision, primary activities, and operating structures *
Purpose/Vision:
Over the last 13 years we have focused on coalition building and education through the sharing of personal stories to promote empathy and foster
understanding. Our vision is of a SLO County where everyone feels safe and valued by the diverse perspectives that they bring to each space.
Primary Activities:
School Speakers: We bring renowned diversity speakers to schools, educating a predominantly white audience on diversity issues while also
affirming our Black, Indigenous, and people of color (BIPOC) audience members’ lived experiences.
Fostering Understanding Community Forums: We focus on bringing different community members to foster understanding through community
presentations and panel discussions around issues of diversity, equity and inclusion.
Climate Justice Alliance: Recognizing a need to connect climate change to social justice, we co-organized the formation of the Central Coast Climate
Justice Alliance, bringing together a variety of organizations from government, academics and the nonprofit sector to develop just and effective
solutions to climate change. Our coalition secured grant funding to work on more relatable messaging around electrification for BIPOC and low and
middle income communities in California.
WOC Symposium: Our annual Women of Color (WOC) Symposium supports the professional advancement of women of color in our region, filling
the local need for resources that address the impacts of gender, culture, and identity on economic well-being.
BIPOC Board Leadership Training: Our BIPOC Board Leadership Training Program provides comprehensive board governance training to local BIPOC
professionals and provides assistance for matchmaking with nonprofit and agency boards. Our goal is to tackle the current lack of fair
representation in SLO County. This year we are partnering with Leadership SLO to create an exchange opportunity for BIPOC alumni of our
respective programs. If funded by this grant, we also will provide DEI training for white board members to improve recruiting and retention of BIPOC
board members.
Operating Structures:
Our current operating structure consists of an Executive Director and Program Director working with the Board of Directors to determine
organizational strategy and plan and implement programming. The board members take on specific roles to support program implementation and
expansion (see attached Organizational Structure document). The Program Director, our second paid staff member, was hired to lead development
and implementation of our BIPOC Board Leadership Training Program. With guidance from the Executive Director, volunteers support our
educational events and outreach.
3) Name of Executive Director *
Rita Casaverde
4) Number of paid staff (full or part-time)*
2
5) Number of volunteers *
200
6) Name of Board President or Chair *
Cornel N. Morton
7) Describe the community(ies) your organization supports *
Through our programming we support a wide range of community members who face systemic barriers. Our advocacy in the county helps to shift
power structures, directing funding to disadvantaged communities, while our educational programming helps create allies who support and work
towards more equitable laws and distribution of resources. We provide BIPOC, refugees, LGBTQ+ individuals, and other marginalized community
members with platforms to share their stories in their own words through our School Speaker series and community forums. Through our BIPOC
Board Leadership Training Program, we seek to support BIPOC professionals in accessing board leadership positions by providing comprehensive
training and networking opportunities. Our program provides training in both nonprofit board governance and government commissions, allowing
both the public and nonprofit sectors to diversify and better serve the diverse populations that live and work in SLO. We partner with Leadership
SLO, a local leadership development organization, to refine their DEI Day curriculum, expanding participants’ understanding of diversity beyond race
and gender. We will also provide DEI training for local, predominantly white nonprofit boards—first, by contracting a BIPOC consultant with expertise
in DEI training, and second, by supporting the efforts of Spokes, our partner from last year, to continue reaching nonprofit boards with DEI training
and retention of BIPOC board members. These partnerships increase the success of our matching process by ensuring that trainees have a better
experience and longer terms of service when joining majority-white boards.
8) Approximate Annual Budget *
$300,000.00
9) Major Sources of Funding *
City of San Luis Obispo
City of Morro Bay
City of Arroyo Grande
PG&E
Institute for Climate Leadership & Research
Department of Energy
Individual Donations
Part 3 Project/Program Information
1) Please provide an executive summary of proposed project/program (200 words max)*
The BIPOC Board Leadership Training Program addresses SLO County’s lack of diversity in nonprofit and agency governance, aiming to improve
board representation. We provide meaningful training, resources, and board placement assistance to aspiring professionals with diverse
backgrounds, equipping and enabling them to more readily serve in leadership roles as members of nonprofit boards and government
commissions.
This program addresses the barriers to just representation in nonprofit and agency governance by: 1) increasing the number of BIPOC trained and
ready to serve on boards through a comprehensive two-day board governance training, 2) facilitating placement of BIPOC on boards through direct
coordination and networking events, and 3) increasing demand for and recruitment and retention of BIPOC on boards by training existing nonprofit
boards in boardroom Diversity, Equity, and Inclusivity (DEI) best practices.
The BIPOC Board Leadership Training Program, now entering its second year of delivery, is expanding to offer exciting new networking and training
opportunities—a new pathway to government commission training, and an alumni exchange with Leadership SLO. As awareness of this program
grows, more and more boards are interested in participating, increasing our ability to connect BIPOC professionals to the board service opportunity
where they will have the most impact.
2) Total project cost *
$124,220.00
3) Requested Amount *
$40,000.00
4) Please provide a detailed description of proposed project/program (not to exceed 1,000 words)*
We request $40,000 over 12 months to support our BIPOC Board Leadership Training Program (BLTP), partially funding our Program Director to lead
program development and implementation, as well as operation expenses. Our program addresses a critical issue of board leadership diversity
raised through the Sheriff ’s Office Unity Committee Report, one of the only sources of local data on systemic racism. This program tackles systemic
issues of representation in nonprofit and agency governance by 1.) preparing BIPOC for board service and government commission leadership
through comprehensive training and mentorship, 2.) facilitating placement of BIPOC graduates on boards through direct coordination and mixer
events, and 3.) training existing nonprofit boards in boardroom DEI best practices to improve recruitment and retention of BIPOC professionals. Our
program also addresses the de facto segregation in our community by creating new, diverse networks of passionate professionals and connecting
our graduates with employment and volunteer opportunities at various levels in the nonprofit sector.
Strategy: BIPOC Board Leadership Training
BIPOC professionals in our community often lack access to culturally relevant and supportive technical training and the confidence-building and
mentorship required for them to break into leadership positions. Prior to our program there was no substantial effort in our county to increase
BIPOC capacity to serve on boards, contributing to predominantly white boardrooms in both the nonprofit and government agency sectors.
To address this need, our program trains BIPOC specifically, to increase the pool of eligible, willing, and supported BIPOC board members available
to SLO boards. We recruit widely throughout San Luis Obispo County to attract BIPOC to the program, in addition to recruiting among our affiliate
organizations.
We will hold two trainings per year with each training cohort consisting of 12-15 BIPOC participants. Each two-day training will cover topics including
Board Governance, Finance, Fundraising/Networking, and Strategic Leadership Management. Each cohort will have the opportunity to connect with
each other, creating mini networks, and our BIPOC training instructors will also open their networks to our trainees.
We will also partner with Leadership SLO to host a day-long Pathways to Government Commissions training for BIPOC alumni from Leadership SLO
and DC’s Board Leadership Training.
Strategy: BIPOC Board Member Placement
Despite recognizing the need to diversify their boards, many organizations struggle to successfully recruit diverse individuals. One of the main
limitations is that the existing, predominantly white networks are hard to break through, as board recruiting often occurs between professionals in
the same field who already know one another. This often causes tokenization of the few BIPOC within these networks—a handful of BIPOC
individuals, despite representing a limited background and experience, may be expected to speak on behalf of all BIPOC. Overall, there are few
opportunities for boards to connect with a wide variety of BIPOC professionals from diverse backgrounds and experiences.
We provide board placement assistance to BIPOC individuals, connecting them with organization boards through direct communication as well as in-
person mixer events held twice annually after each training. We will recruit 15-20 organizations per board-matching mixer, collaborating with our
partners to conduct outreach. To further strengthen the potential for connection at these events, we will invite Leadership SLO alumni to attend.
Strategy: DEI Training for Boards
We will address the local need for DEI training in leadership spaces to foster a culture of belonging for diverse individuals. First, we will support
Leadership SLO with their annual DEI Day, expanding their existing programming to incorporate a more robust understanding of diversity beyond
race and gender. Second, we will contract an established BIPOC professional consultant to provide boardroom DEI training to white board members,
ensuring that predominantly white boards are doing everything they can to recruit and retain BIPOC board members. While not part of our funding
request, we will also retain our partnership with Spokes, who will continue to provide boardroom DEI training to nonprofit boards.
Strategy: Leadership SLO Alumni Exchange
To address the segregation of networking spaces and the professional barriers faced by BIPOC, we will partner with Leadership SLO to provide: 1) a
training on Pathways to Government Commissions, open to BIPOC alumni of either organization’s leadership program; 2) opportunities for BIPOC
alumni from each program to attend the other organization’s leadership program; and 3) an invitation to all Leadership SLO alumni to attend our
mixers.
As part of this exchange, each organization will provide two full scholarships for alumni from the other organization to attend their training.
Over the 12 months of the grant, we expect to graduate 24-30 trainees prepared to serve on local nonprofit and governmental boards, matching
them to 10-20 boards and dramatically shifting representation of BIPOC on decision-making bodies.
Organizations pay a one-time $150 fee to apply for direct-placement assistance services, while trainees pay a $500 fee to participate in the program
—this offsets some of the costs of the training (about $3600 per person). BIPOC individuals with financial need can apply for partial scholarships,
and companies can sponsor their BIPOC employees to attend.
We will also host one pathway to government commission training for 12-15 participants and provide support for one DEI Day for 36 Leadership SLO
participants. We will provide free BIPOC Board Leadership Training to 2 Leadership SLO alumni, and we will provide 2 BIPOC BLTP alumni with
discounted spots in Leadership SLO 2026.
We will collect exit surveys from trainees and boards and will use participant feedback to evaluate and improve our program.
This program, currently entering its second year, is a powerful lever that creates a profound ripple effect through the community while maximizing
our use of our limited resources. More BIPOC individuals placed on local boards will transform and expand the capacity of local organizations and
agencies to provide effective, equitable, and culturally competent services to our community members with the highest need. With the continued
support of the City of SLO, we will tackle systemic inequities directly and empower other organizations and agencies in the community, many of
whom are at the forefront of providing direct services to marginalized populations, to do the same.
5) Describe the community/population the project/program will support *
Through our BIPOC Board Leadership Training Program (BLTP), we seek to support BIPOC professionals (with attention to the intersection with
disability, immigration status, gender, and age) in accessing nonprofit board and government commission leadership positions by providing
comprehensive training and networking opportunities, and also training local governing boards how to better recruit, retain, and support BIPOC
board members. Increasing diversity on local boards will strengthen nonprofits and agencies and ultimately improve the delivery of educational,
social, and health services to BIPOC communities throughout our county.
While our program focuses specifically on racial and ethnic representation on boards, we recognize the importance of all forms of diversity—we will
invite Leadership SLO participants of all identities to attend our mixers, supporting the diversification of nonprofit boards with an even greater
number of potential board candidates from different backgrounds.
6) Describe the equity gaps and community needs this project/program will address in the City and community of San Luis Obispo.*
During the first year of our program, we successfully delivered BIPOC Board Leadership Training to 26 BIPOC professionals, and we hosted two
board-matching mixers each involving 15-18 nonprofits. Since the start of our program, we have assisted 8 BIPOC alumni in securing board positions
on various nonprofit boards. In addition to increasing fair representation in SLO County board leadership, our program supports BIPOC
professionals through mentorship, peer connection, and culturally responsive professional training and leadership development. Participant
feedback indicates that alumni are deeply affected by our program—for instance, one alum described the BIPOC BLTP as “a beacon of support and
empowerment,” and numerous others expressed that the training was supportive on both a professional and a personal level.
The Lack of Board Diversity
Our program seeks to address the long-standing racial disparity in local board leadership: relative to our county’s demographics, local boards are
disproportionately white. In 2021 the Unity Committee, created by the SLO Sheriff ’s Office with our support and input, presented a report showing
that of the 22 prominent county, city, educational, and nonprofit boards examined, all displayed historical and current overrepresentation of white
people in board leadership by at least 10%, and more than half of boards consisted entirely of white board members. The background and lived
experiences of people in these influential positions affect the policies and practices of their institutions, and the lack of diverse perspectives in
leadership has perpetuated policies that favor white people and exclude or disadvantage Black, Indigenous, and people of color. Whether intentional
or unintentional, this bias directly results in poorer health, education, and economic outcomes for BIPOC. This local data points to an urgent need to
address the inequities in our community by elevating BIPOC to leadership positions—a need we are addressing directly through our BIPOC Board
Leadership Training Program.
Barriers to BIPOC Board Recruitment
White-dominated boards have implicit biases that make recruitment and retention of BIPOC board members challenging. First, white boards act
within ‘bubbles’ of limited professional and social networks to recruit new board members, missing opportunities to bridge contact to more diverse
communities. At times, BIPOC individuals are tokenized—only BIPOC with similar experiences and backgrounds are recruited to white boards,
missing the chance to tap into more diversely experienced board members. Other barriers, such as give/get requirements for board members, may
limit the socioeconomic and racial diversity of a board; board practices need to be examined for these biases.
Second, when BIPOC board members are recruited to boards, it is important that they are included, recognized, and treated respectfully—often
BIPOC board members come from vastly different backgrounds and experiences that can be hard for white board members to understand. These
differences stand to enrich and strengthen boardroom decision-making and better serve agency clientele. We work with an expert BIPOC DEI
consultant to provide white board members with training and strategies, helping them respectfully and productively engage in cross-cultural
conversations so that board members from different backgrounds will be able to bring their full selves to their board service experience.
Barriers to Professional Support for BIPOC
Due to centuries of systemic oppression in our country and the effects of colonization across the globe, many BIPOC in the US lack the professional
resources available to their white counterparts—such as inherited wealth to pay for education or fund a business, or built-in networking due to
coming from a family of college graduates. BIPOC are, on average, paid less than their similarly-qualified white counterparts, are more likely to be
overlooked for a promotion or raise, and particularly in white-dominated fields, many BIPOC report experiences of isolation, burnout, and lack of
access to mentorship.
Our BIPOC Board Leadership Training provides BIPOC professionals with a space to learn and connect with both peers and mentors who personally
understand the barriers posed by systemic racism. Our training cohorts form the basis of a new, supportive professional network for each
participant, and our mixers expand that network through the inclusion of both nonprofit board members and Leadership SLO alumni. Through our
alumni exchange with Leadership SLO, BIPOC professionals will be able to further their leadership development and form an even greater network
to embrace and support them as they become impactful leaders in our community. Our program is a strategic entry point to board leadership in
particular, but by plugging BIPOC professionals into these networks, our program ultimately has the potential to increase BIPOC representation at all
levels of nonprofit leadership, including executive director and staff positions. We are working to develop a robust system to track alumni and
successful placements to ensure that alumni are supported post-graduation.
The Local Demand for Board Diversity
There is a demonstrated interest by local nonprofit and agency boards to increase their diversity: prior to the creation of our program, 10 nonprofit
organizations had reached out to DCSLOC unprompted to ask for help diversifying their boards. There are more than 250 organizations in the county
with leadership boards, 20 of which signed up for our board mixers. This indicates the local demand for a resource to train and connect governing
boards with passionate, qualified BIPOC professionals who are prepared and willing to serve.
7) Provide detailed timeline for project implementation (monthly or quarterly).*
January-February 2025 - Marketing and outreach
March 2025 - Leadership SLO DEI Day
April -May 2025 - BIPOC Board Leadership Training (Cohort #4)
May-June 2025 - Post-training Mixer
June-July 2025 - Follow-up surveys to participants and organizations, Program adjustments
July-August 2025 - Pathways to Government Commissions Training
July-September 2025 - Application period for Leadership SLO 2026
August-September 2025 - Marketing and outreach
October 2025 - Leadership SLO 2026 participants are selected (prioritize inclusion of 2 BIPOC BLTP alumni)
October-November 2025 - BIPOC Board Leadership Training (Cohort #5)
November-December 2025 - Post-training Mixer
December 2025 - Follow-up surveys to participants and organizations, Program adjustments
8) List any partnerships/collaborations that are supporting this project/program and their roles *
Leadership SLO, a local nonprofit organization that hosts a 10-month leadership program for 36 participants each year, is the primary partner for
this project. Leadership SLO will work closely with DCSLOC to: 1) deliver a Pathways to Government Commissions training to alumni of our
organizations’ respective leadership programs, 2) refine the curriculum for Leadership SLO’s annual DEI Day, and 3) provide scholarships, recruiting,
and logistical support to facilitate an alumni exchange between BIPOC BLTP and Leadership SLO. Leadership SLO will prioritize two spots in their
2026 program specifically for BIPOC BLTP alumni, and they will financially contribute to provide BIPOC BLTP alumni with a reduced Leadership SLO
program cost. They will also promote BIPOC BLTP among their alumni, 2 of whom will be able to attend BIPOC BLTP free of charge as part of the
alumni exchange.
We will recruit BIPOC trainees from our affiliate organizations. These organizations will be invited to our mixers. We will also partner with the wider
nonprofit community to involve them in mixers and board recruitment.
Affiliate organizations (not a comprehensive list):
R.A.C.E. Matters
Central Coast Coalition for Undocumented Student Success (CCCUSS)
Bloc Power
Planned Parenthood California Central Coast
Peace Academy of the Sciences and Arts
Cal Poly Office of Diversity and Inclusion
Asian American & Pacific Islanders of SLO
SLO Climate Coalition
GALA Pride & Diversity Center
SLO County UndocuSupport
Boys & Girls Clubs of Mid Central Coast
Congregation Beth David
JCC Federation of San Luis Obispo
San Luis Obispo Symphony
The Tribune
The Community Foundation of SLO County
PG&E
Tech Clean California
RRM Design Group
City of SLO
County of San Luis Obispo
9) Describe your plan for sustainability beyond the City’s one-year award funding *
We are grateful for the City of SLO’s generous support during the BIPOC Board Leadership Training Program’s first year, which was a resounding
success. We graduated 26 BIPOC professionals in our first two cohorts, and to date, we have assisted eight program alumni in securing board
positions on various nonprofit boards. Our mixers engaged more than 20 nonprofit boards, and 24 nonprofits participated in DEI boardroom
training. We have received overwhelmingly positive feedback from BIPOC program alumni, one of whom shared that our program “inspires new
leadership paradigms and aims for a pivotal shift in board practices.” We look forward to continuing to serve our community with this impactful
program.
We request a second year of City funding to support this program—as community awareness of our program increases, so will our impact. By
expanding our network through our partnership with Leadership SLO and attracting a greater number of boards to our direct placement services,
we increase the likelihood of matching BIPOC professionals with the board opportunity that is right for them. The dramatic overrepresentation of
white people in local leadership positions is a reflection of the racism that fundamentally shaped the formation of our communities and institutions.
We are committed to addressing this centuries-old system of racism through our work, with the knowledge that meaningful, large-scale cultural and
systemic change will take years to realize. The City of SLO has been a key partner in our work to dismantle racism in SLO, and we hope the City will
join us in committing to the long-term nature of this work.
This grant’s benefits will persist through its legacy impacts of training new and experienced BIPOC board members, training existing boards in DEI
best practices and retention, providing placement assistance with local nonprofits and agencies, leveraging the long-standing connections and
expertise of Leadership SLO, and ultimately improving local capacity of boards to deliver effective, culturally competent services for years to come.
We are committed to raising the necessary funds to ensure a successful program, and we are currently pursuing a wide variety of prospective
funding sources and have raised a majority of the funds necessary to implement the program. In the event that we are unable to raise the funds
necessary to cover the full program cost, our BIPOC Board Leadership Training Program is directly scalable. We can modify the length of the training
and number of meeting sessions as needed.
10) Describe the plan for promoting this project within the City of San Luis Obispo *
We will recruit widely throughout the City of San Luis Obispo to attract BIPOC to the program. In addition to recruiting directly among our diverse
array of affiliate organizations, we will conduct direct outreach to local nonprofits, city government diversity offices, and government commissions,
inviting them to be involved in the mixers. We will reach out to Cal Poly’s Office of University Diversity & Inclusion as well as the Student Diversity &
Belonging Department. We will promote our program through press releases to local media. We will also publicize our program through our email
list and social media, and a number of our affiliate organizations will cross-promote our program on their networks. We will conduct in-person
outreach at our SLO-based Fostering Understanding events. Leadership SLO will also conduct outreach on our behalf, promoting our program
among current Leadership SLO participants and alumni.
11) Est. Number of people served through this project/program *
24-30 BIPOC Board Leadership Trainees, 50 white Board Directors 36 Leadership SLO participants (through DEI Day), 15 Pathways to Government
Commissions Trainees
12) Est. Number of SLO City Residents served through this project/program *
5000+
13) In the table below include a minimum of four (4) metrics or performance outcomes that relate to
the implementation/success of the project. Examples include: # of SLO City residents served, # of
referrals provided to individuals seeking social services, # of trainings completed, # of cultural
event attendees reported a 10% increase in knowledge and application of DEI practices, etc.
Example: # of cultural event attendees reported a 10% increase in DEI knowledge and application
Metric #Indicators of Success / Measurable Outcomes
2 # of BIPOC Board Leadership trainings completed
2 # of post-training mixers held
1 # of pathway to government commission trainings held
1 # of DEI Days held
20 # of orgs and agencies involved in the mixers
30 # of graduates trained
15 # of graduates placed on a nonprofit or governing board within 1 year of training completion
20 # of nonprofit boards trained in DEI best practices and retention
50 # of nonprofit board members trained in DEI best practices
2 # of BIPOC BLTP scholarships provided to Leadership SLO alumni
DEI statement *
that includes Applicants’ understanding and application of DEI, Affirming language that creates access and a sense of belonging in our community
apart from grant, and Explain how this project will advance DEI in the City of SLO.
DCSLOC DEI Statement - FY24 City of SLO High Impact DEI Grant.pdf 54.23KB
Detailed budget *
Including how the total requested amount of grant would be spent.
DCSLOC Grant Budget - FY24 City of SLO DEI.pdf 54.25KB
Organizational chart.*
Organizational Chart—DCSLOC (2).pdf 88.82KB
Federal Tax-Exempt Status *
Letter of Determination—DCSCLOC (3).pdf 249.94KB
Diversity Coalition of San Luis Obispo County
DEI Statement
The Diversity Coalition of San Luis Obispo County’s (DCSLOC)mission is to build
and sustain a coalition that seeks a more diverse,equitable,and inclusive community through
advocacy and education.Our organization was founded on these values,and over the past 13
years we have centered DEI in everything we do.The Diversity Coalition envisions San Luis
Obispo County as a welcoming and inclusive community,sustained by collaborative and
shared values of equity and social justice.In order to create a safe place for all people to live,
learn,grow,work,and play,we strive to create physical space,programs,and leadership to
support our diverse human lifestyles,cultural richness,and equity in health,education,and
financial security.
All of our work focuses on promoting and furthering diversity,equity,and inclusion
in the community.These values also drive the way we plan,promote,and implement our
programs and events.We reach a diverse,representative cross section of the community,
promoting directly to our own as well as affiliate organizations’diverse memberships.All of
our School Speakers and Fostering Understanding events are free.We strive to make our
BIPOC Board Leadership Training affordable for program participants—the training is being
offered to participants at a fraction of the actual cost,and we have scholarship options for
BIPOC participants with financial need.Our goal is to train a diverse group of BIPOC
individuals that represent different groups of incomes,disabilities,gender,backgrounds,
skills,etc.All of our community events are held in ADA accessible spaces that are easily
accessible by public transportation.Free food served at these events include gluten free,
vegan,and other options that consider dietary preferences and restrictions.We also ensure
that our events will not be held on major religious or cultural holidays.
Now in its second year,our BIPOC Board Leadership Training Program will continue
to have a broad and long-lasting impact on efforts to advance diversity,equity,and inclusion
in the City of San Luis Obispo by addressing inequalities on the systemic level.This
program’s benefits will persist through its legacy impacts of training new BIPOC board
members and providing placement assistance with a wide range of SLO-based nonprofits and
agencies,improving capacity of boards to deliver effective,culturally competent services to
SLO City residents for years to come.
DCSLOC Grant Budget -City of SLO DEI Grant
Staffing
Item Description Cost Unit Quantity Total DEI Grant
Program
Director
Plans,organizes and hosts
training,coordinates partners,
evaluations
$66,000 salary 1 $65,000 $16,500
Support Staff Including ED Time,assistant time $30 hour 270 $8,100 $0
Staff overhead Insurance,office cost,travel,etc.$15,000 n/a 1 $15,000 $0
DCSLOC Staff Costs Total $88,100 $16,500
BIPOC Board Leadership Training Program
BIPOC Faculty Stipends (4x$500,1x$1k)$3,000 cohort 2 $6,000 $5,000
Marketing Digital +printing +tabling +event
fees +cohort headshots
$3,250 cohort 2 $6,500 $6,500
Materials Branded training packet,
certificates
$200 person 30 $6,000 $6,000
Venue Includes insurance $250 day 4 $1,000 $1,000
Meals From BIPOC Vendors for Cohort
participant,faculty,staff:breakfast,
snacks,drinks and lunch
$38 person 40 $1,520 $1,500
Leadership SLO DEI Day
Faculty Instructor stipend $1,000 person 1 $1,000 $0
Meals BIPOC-owned caterer $1,500 day 1 $1,500 $0
Boardroom DEI Training
DEI consultant Training development +delivery +
impacts assessment
$5,000 training 1 $5,000 $3,500
Venue Includes insurance $250 day 1 $250 $0
Meals Lunch +snacks (est 20-30 ppl)$1500 day 1 $1500 $0
Pathways to Government Commissions Training
Facilitator Training development +delivery $5,000 training 1 $5,000 $0
Venue Includes insurance $250 day 1 $250 $0
Meals Lunch +snacks (est 15-20)$1500 day 1 $1500 $0
Alumni Exchange
Scholarships For Leadership SLO alumni to
attend BIPOC BLTP
$500 person 2 $1,000 $0
Scholarships For BIPOC BLTP alumni to attend
Leadership SLO
$2,300 person 2 $4,600 $0
DCSLOC Program Costs Total $36,120 $23,500
Total Grant Request $124,220 $40,000
The Diversity Coalition of San Luis Obispo County |Organizational Chart
Organizational Chart
STAFF
Rita Casaverde -Executive Director -Atascadero -Part Time
Rita Casaverde was born and raised in Lima,Peru and moved to California in 2012.In
Peru,Rita received the Green Youth award by the United Nations.This award recognized her
conservation work with communities in the Andes of Peru where she helped protect an endemic
forest and multiple watersheds.
After moving to California,Rita had the opportunity to build a career in the Tech industry
as a Product Manager,but after eight years working for local tech companies,she decided to
join the office of Congressman Salud Carbajal to streamline her passions.In 2020,Rita and
other community leaders helped found SLO County UndocuSupport with the goal of financially
supporting immigrant families during the COVID-19 pandemic.
Rita joined the Diversity Coalition as Executive Director in 2022.
Vickie Prothro -Program Director -Los Osos -Full Time
Victoire “Vickie”Prothro is our Program Director for the BIPOC Board Leadership
Training Program.Vickie brings her nearly 30 years of experience in community engagement
and project management to Diversity Coalition.
Vickie moved from the Los Angeles area to San Luis Obispo County in 2022.Contracted
by the SLO Climate Coalition as its first Interim Executive Director and subsequently as their
Equity Advisor.She previously held the position of director of communications and operations
for the African American Board Leadership Institute (AABLI).She produced the organization’s
first AABLI Board Talks video series.Before joining AABLI,she worked as an independent
contractor,performing communications,outreach,and program functions for several local
nonprofit institutions.Vickie is a cum laude graduate of Pepperdine University’s Graziadio
School of Business and Management,where she received a Bachelor of Science degree in
business management.
BOARD OF DIRECTORS
Cornel N.Morton -President -San Luis Obispo
Cornel N.Morton,Ph.D.is Cal Poly,San Luis Obispo Vice President for Student Affairs,
Emeritus.He has served as a consultant to public and private organizations in areas including
diversity awareness,student success,inclusivity,strategic planning,team building and conflict
mediation.
His community service includes membership on the French Hospital Community Board,
Board Member of the Martin Luther King Jr.Scholarship Committee and Life Long Learners of
the Central Coast Advisory Board.Cornel lives in San Luis Obispo County.
Trey Duffy -Board Treasurer -San Luis Obispo
Trey Duffy is a disability rights educator and former program administrator with 35 years
experience in higher education and social services.He previously served as the Director of the
1
The Diversity Coalition of San Luis Obispo County |Organizational Chart
Disability Resource Centers at the University of Wisconsin-Madison and Cal Poly-SLO.Mr.
Duffy has worked as a special education instructor,certified sign language interpreter,expert
witness representing colleges and universities,President of an independent living center and is
a former President of the Association on Higher Education and Disability.He retired from the
University of Wisconsin –Madison in 2006 and from Cal Poly-SLO in 2015.
Jean DeCosta -Secretary -Co-chair of Governance -Atascadero
Jean DeCosta,Ph.D.,retired from Cal Poly,Dean of Students,Emeritus.Jean’s
background is as an educator,administrator,organizational consultant and trainer.Jean has
provided consulting to public and private organizations in the areas of conflict resolution,
communication,strategic problem solving,and team development.Jean has worked in private
practice as a clinical therapist and trained as a conflict mediator.Jean holds a doctorate in
Organizational Systems,an M.S.in Education,and was a licensed clinical Marriage,Family
Therapist.Jean lives in SLO County.
Michael Boyer -Founding Director,Past-President &Membership Chair -Co-chair of
Governance -Arroyo Grande
Michael has been a business and community leader in San Luis Obispo County for over
20 years with continued business involvement in Epic Entertainment,Doc Burnstein's,and
Pismo Beach Homes.
Michael is the CEO of the Boys &Girls Clubs of Mid Central Coast,which serves
thousands of children who need us most from Orcutt to San Miguel.Serving kids every day in
Atascadero,Guadalupe,Paso Robles,Santa Maria,and Shandon to three priority outcomes:
Academic Success,Good Character &Citizenship,and Healthy Lifestyles.
Michael is committed to the community through his board involvement as the Chair of
Stand Strong,a Director at Arroyo Grande Community Hospital Foundation,a past Director at
Big Brothers Big Sisters,a Director at The Rotary Club of Pismo Beach,a past Director at San
Luis Obispo YMCA,a Director at Diversity Coalition &a past Director at St.Patrick School
Board.Michael lives in Arroyo Grande,CA.
Sarah Conn -Director -Co-Chair of Educational Programs -Pismo Beach
Sarah Conn,DVM,is a practicing veterinarian,mother of 2 rambunctious boys,and local
business owner along with her husband,Joel Conn,at Pismo Beach Veterinary Clinic.She
holds a B.S.in Conservation Biology and achieved her doctorate from the UC Davis School of
Veterinary Medicine.
Sarah hopes to strengthen our community by building respect and tolerance for each
other and for our Earth.She promotes these values in her business,with her employees,and
with her friends and family.She has participated in service projects and educational events with
her husband and the Rotary Club of Pismo Beach/Five Cities since they moved to the Central
Coast in 2009.She has sat on the Board of Directors for the SLO County YMCA since 2019,
and has been the Events and Programs Chair for the Diversity Coalition since 2017.
In her spare time,Sarah enjoys playing Ultimate Frisbee,traveling,listening to the ocean
from her deck,and playing board games with friends and family.
2
The Diversity Coalition of San Luis Obispo County |Organizational Chart
Kathleen Minck -Director -Co-Chair of Educational Programs -Arroyo Grande
Kathleen taught at the Lucia Mar school district for 32 years.Promoting tolerance for
diversity and teaching about our different cultural experiences were always passions of hers.
She sat on her district’s Wellness Committee and was her school’s Bully Prevention
Coordinator.CTA (Cal.Teachers Association)awarded her their Peace and Justice Human
Rights award for the work she did at her school and throughout her district,partnering with the
Canadian organization,Free the Children,and Heifer International,among others.She
continued her passion in her travels as well,helping to build a school in Kenya,and studying
health and education concerns with Witness for Peace and SOA Watch in Venezuela and Cuba.
As an advocate for unions,she was her school’s LMUTA union rep and sat on their board,and
was the Human Rights contact person for CTA’s local service center.She was also elected to
CTA’s State Council,sitting on the Civil Rights in Education committee,and to the NEA National
Assembly.
Kathleen retired from teaching in 2015 and currently volunteers for Wilshire Hospice,
Teddy Bear Foundation at Cottage Hospital,and Human Rights Watch.She resides in Arroyo
Grande.
Joy Pedersen -Director -Chair of Coalition Building -Morro Bay
Joy M.Pedersen,Ph.D.grew up on the Central Coast,and her experience with social
justice is both personal and professional.She serves as the Dean of Students at Cal Poly,
teaches multicultural counseling at UMass,and owns a coaching and consulting company.She
is also a founding member of the Asian Pacific-Islander Faculty and Staff Association at Cal
Poly.In all aspects of her work,she has been deeply committed to diversity,equity and
inclusion.
In addition to her professional experience,she has a B.A.in Psychology from Claremont
McKenna,an M.A.in Counseling and Guidance from Cal Poly,and a Ph.D.in Educational
Leadership &Organization from University of California,Santa Barbara.
Joe Whitaker -Director -Chair of Marketing &Communications -Arroyo Grande
Joe Whitaker,a retired businessman,is a former senior marketing executive at Mattel
Toys,Columbia Pictures and Lorimar Productions.During his career,he also acted as an
independent marketing consultant to small and mid-size children’s product and entertainment
firms.
Joe is also a long-time member of SLO SCORE,the local chapter of the national
SCORE small business counseling service.He has resided in Cypress Ridge since 2006.
3
DEI High Impact Grant
24-25 Application
Part 1 Basic Information
1) Organization Name *
Friends of Downtown SLO
2) 501(c)(3) - employer identification number *
82-3680300
3) Fiscal Agent *
Downtown SLO
4) Project/Program Name *
Increased Food Access at Farmers' Market
5) Requested Amount *
$12,700.00
6) Name of Person Completing Application *
Ali Bailey
7) Name of Person for Grant Communication for Grant Cycle (if different from above)
8) Organization Mailing Address *
Street Address
1135 Chorro Street
Address Line 2
City
San Luis Obispo
State/Province/Region
CA
Postal/Zip Code
93401
Country
USA
9) Phone *
805-234-9675
10) E-mail
ali@downtownslo.com
Part 2 Organizational Information
1) Purpose/Mission Statement *
The Friends of Downtown SLO 501c3 nonprofit was established to maintain and beautify public spaces in the downtown area of San Luis Obispo to
benefit the overall health, safety, and economic vitality of the community. The organization engages with and carries out programs and activities
associated with the foregoing purposes.
2) Briefly describe your organization’s purpose, vision, primary activities, and operating structures *
Downtown is the business, social, and cultural center of San Luis Obispo, and is critical to the economic health of the entire SLO CAL region. From the
famous weekly Thursday Night Farmers’ Market to dazzling holiday traditions to a thriving nightlife, it is clear that this charming and historic
neighborhood is unlike any other city in California. Downtown SLO's purpose is to ensure that downtown San Luis Obispo is the economic, civic, and
cultural center of our region. Our vision is to create a vibrant and inclusive downtown community. Our programs are designed to elevate the
experience for downtown visitors, whether business owners, commuters, college students, residents, or tourists. When people come downtown,
they shop at multiple locations, visit restaurants, and engage in the service economy. They also build community by gathering in shared spaces.
Listed below are our organizational values, developed by our Board of Directors and staff. Our CEO meets with city staff weekly. Our staff and board
regularly attend City Council meetings and ensure that downtown is part of conversations about economic development and community vitality.
We help people and business grow and thrive
We foster a feeling of belonging
We create community
We like to bring people together
We celebrate diversity
We practice optimism
We are resilient
We actively promote a walkable, bike-able, accessible community
We cultivate sustainability
We value the outdoors and respect our natural environment
We believe that a thriving economy depends on authentic connection
Our organization is made up of the fee-paying businesses within the predefined Business Improvement Area, voluntary members, and our civic
collaborators, including nonprofit organizations, residents, and visitors to our downtown. We have a robust partnership with the City of San Luis
Obispo. We advocate on behalf of our membership as well as participate in City processes to ensure our downtown is positioned as vital to our city,
county, and regional economy and identity. The Downtown SLO Farmers’ Market is one of the largest community spaces, places to gather and build
community, where programs and services are provided in the non-traditional setting of a temporarily-pedestrianized City street.
3) Name of Executive Director *
LeBren Harris
4) Number of paid staff (full or part-time)*
8 full time, 6-part-time
5) Number of volunteers *
623
6) Name of Board President or Chair *
Stephen Patrick-DTSLO, Jules DuRocher - Friends of Downtown SLO
7) Describe the community(ies) your organization supports *
San Luis Obispo has a population of 47,328. Additionally, Cal Poly State University has 22,000+ students. Downtown is a hub for locals, regional
visitors, students, tourists, and commuters. Downtown is home to City and County government centers, the courthouse, many offices, and plentiful
customer-facing businesses like restaurants, retail, and services. An estimated 100,000 people are in downtown San Luis Obispo on a busy day. A
popular tourist destination, downtown has four hotels. In recent years, more housing has been developed downtown, with more coming in the next
two years, including low-income housing. The official boundaries of the business Downtown SLO comprise a 24-block area with 500+ downtown
businesses. Our members are valuable and insightful community partners who advocate for an economically vibrant, exciting, inclusive, clean and
safe downtown.
8) Approximate Annual Budget *
$1,670,291.62
9) Major Sources of Funding *
Corporate Sponsorships, Vendor Fees, Business License Assessments, Grants
Part 3 Project/Program Information
1) Please provide an executive summary of proposed project/program (200 words max)*
We are seeking DEI Grant support to expand and enhance food access at our year round, nightly Farmers’ Market in downtown SLO on Thursday
evenings. This support will help us in our administration of food access at our weekly Farmers’ Market with our CalFresh EBT program and expand
outreach efforts to community organizations like the Grizzly Youth Academy.
2) Total project cost *
$37,200.00
3) Requested Amount *
$12,700.00
4) Please provide a detailed description of proposed project/program (not to exceed 1,000 words)*
The EBT/Market Match program, which connects community members who are eligible for CalFresh/SNAP benefits to access fruits, vegetables, and
prepared foods has seen an increase in participation and requires additional support to administer. We currently have a dedicated bilingual team
member who administers our CalFresh EBT token program on Thursday evenings; however, this program requires more staffing support. This grant
funding will help us enhance participation and improve access to programs and services that are beneficial to BIPOC and other under-represented
residents of SLO. This fall, we are planning on partnering with the Grizzly Youth Academy to provide a food access program and administer a new
token program that will provide these cadets the opportunity to shop the market and experience community at our Farmers’ Market. This is a new
year round program and it’s an earned privilege for the full platoon of 225 cadets each season who are working as individuals and in groups, to
develop skills and habits to overcome obstacles that have held them back in the past, and are learning to succeed, graduate, continue their
education and engage in community service.
The Farmers’ Market serves as a vibrant, diverse, and welcoming gathering space where people can socialize, interact with neighbors, and foster a
sense of community. With 40+ years of providing a platform for local farmers, artisans, small businesses, and nonprofit and civic organizations to sell
their products and communicate their value directly to the community, the Market supports our local economy and keeps money circulating within
the region. Our whole community benefits when local residents can enjoy healthy foods and have access to a balanced diet, and the agricultural
community benefits from the economic support. Over the past two years alone, the Market has distributed over $65,000+ in benefits.
We are proud of our diverse team who bring a range of skills, experiences, ethnicities and ideas to Downtown SLO and our Market. Diversity in an
organization can breed diversity in both the future members of the teams as well as patrons at the Market. We have strong partnerships with other
organizations whose mission is to increase food access to the community. We partner with GLEAN SLO at our Farmers’ Market, a volunteer-run
program, who has collected donated produce from farmers every Thursday totaling 26,354 pounds in the past two years alone that have been
redistributed into the community through the SLO County Food Bank to those experiencing food insecurity. Supporting our Market has a ripple
effect through GLEAN SLO in impacting our city residents who do not have access to sufficient food.
5) Describe the community/population the project/program will support *
Downtown SLO produces one of the few year round nightly markets in the county, making it a popular destination for working families, who can’t
always attend other Markets in the region due to work schedules.The Market is a community hub, and on average, it attracts 7,500-15,000 attendees
weekly. We attract between 110-120 vendors weekly. In a recent survey, over 85% of 400 surveyed had an extremely favorable impression of
downtown. We also learned that our attendees are students, families, residents and visitors. Locals represent 64% on average of attendees. Our
demographic poll provided the following ethnicities represented at the Market:
60% White
25% Hispanic
8% Asian
1% Black
7% Mixed
Additionally, we are reaching disadvantaged teens who are accepted in a highly competitive academy application process to attend the Grizzly Youth
Academy. The mission of the National Guard Youth ChalleNGe Program is to intervene in and reclaim the lives of 16-18 year old students at risk of
dropping out. Graduates leave the program with the values, life skills, education, and self-discipline necessary to succeed as productive citizens. The
Grizzly Youth Academy (GYA) is a partnership between the California National Guard and the Grizzly Challenge Charter School. For youth between
the ages of 16 and 18 who have dropped out of high school, or are at-risk of dropping out. At the academy they receive a highly-structured
environment that promotes leadership, cooperation, and academic skills, while building self-esteem, pride, and confidence. This new partnership
provides a space for the cadets to shop at our Farmers’ Market, enjoy community outside their rigorous coursework at Camp SLO and provides us
volunteer opportunities for clean up days twice a year in which the cadets will help beautify downtown.
6) Describe the equity gaps and community needs this project/program will address in the City and community of San Luis Obispo.*
The Farmers’ Market is a diverse program that attracts an array of people from all walks. We want to ensure that everyone has a place at the Market,
and by extension, that everyone is welcome Downtown. We also want to meet the growing needs of college students and community members who
are attending our weekly market to receive EBT and Market Match tokens redeemable for fresh fruits, vegetables and hot foods. We want to
accommodate programs like the Grizzly Youth Academy that want to have their cadets participate in our Farmers’ Market 5-10 times a year with a
shop at the market experience with designated vendors and a specialized token program for these young people that eliminates cash and simplifies
the outing for the cadets and their leadership.
7) Provide detailed timeline for project implementation (monthly or quarterly).*
Upon approval of funding
January - May 2025 - train and hire Farmers’ Market EBT Food Access assistant; Purchase tokens and implement programming for Grizzly new cadets
for January-May season. On going social promotions
June- August 2025 - Summer at the Market (National Farmers’ Market in August -highlight Food Access)
July 2024 - New Market year starts
September - November 2025 Purchase tokens and implement programming for Grizzly new cadets for the new season. On going social promotions
December 2025 - submit reports
8) List any partnerships/collaborations that are supporting this project/program and their roles *
The City of SLO
Public Works and Streets - Road closures for all City streets, deploying barricades, loaning portable bathrooms
Parking Services - towing and ticketing for load in for the Market to provide a safe, shared street environment
SLOPD - Foot patrol from sworn officers and support from Community Service Officers pending emergency calls
SLO Fire - Interactive activation with Fire truck for a presence at the Market and to demonstrate community service and Q & A with the public
EBT/Cal Fresh/SNAP
Ecology Center-Market Match Is California’s healthy food incentive program that matches customers’ CalFresh nutrition assistance benefits at
farmers’ markets and other farm-direct sites across the state.
Bike SLO
On average between 80-100 bikes are parked weekly for Market goers
9) Describe your plan for sustainability beyond the City’s one-year award funding *
This grant funding would allow us to keep pace with the growing demands of food access programs at our Farmers’ Market for 2025. We are
currently strategizing larger funding efforts, including the intent to restructure our organization into a PBID (Property and BusinessImprovement
District). A PBID is a self-imposed and self-governed assessment district that finances enhanced services. It requires affected property owners
downtown to sign petitions and ballots to form the district. With a passed PBID, our revenue will increase with the new assessment fees for 5 years,
when the PBID will be reassessed for a longer renewal opportunity. A PBID will provide us with the necessary funding to not only support, but
expand our organization's programming. This includes environmental enhancement services, including cleaning, landscaping, placemaking,
hospitality, and homeless outreach, as well as economic enhancement services, like marketing, business support, and tourism outreach. Downtown
SLO, our fiscal agent for the Friends of Downtown SLO, has hired a consultant to facilitate the education of downtown property owners through
surveys, round-table discussions, and a ballot initiative to pass the PBID vote at the end of 2025. This is extremely exciting for Downtown SLO, the
Friends of Downtown SLO, and for the San Luis Obispo County and Central Coast community.
10) Describe the plan for promoting this project within the City of San Luis Obispo *
Downtown SLO employs a multifaceted marketing and promotion effort to communicate about our programming and efforts. We have long term
partnerships with KSBY, New Times/SM SUN, American General Media Broadcasting, The Tribune and other outlets who support our mission and
activities. We will utilize all of the above as well as our website, our DeliverE E-newsletter (6.2k subscribers), our several social media pages to
include: Downtown SLO (27k followers) , Farmers’ Market (15k followers) and Concerts in the Plaza (4.9k followers). We have strong relationships with
our partners and frequently cross promote one another ’s projects and events.
11) Est. Number of people served through this project/program *
The Market is a local and regional weekly favorite destination for families, Cal Poly University students, seniors, and travelers. It’s a space where
everyone is welcome. We will serve 4000 EBT consumers annually and 440 Grizzly cadets annually.
12) Est. Number of SLO City Residents served through this project/program *
4000 EBT/ 440 Grizzly Cadets
13) In the table below include a minimum of four (4) metrics or performance outcomes that relate to
the implementation/success of the project. Examples include: # of SLO City residents served, # of
referrals provided to individuals seeking social services, # of trainings completed, # of cultural
event attendees reported a 10% increase in knowledge and application of DEI practices, etc.
Example: # of cultural event attendees reported a 10% increase in DEI knowledge and application
Metric #Indicators of Success / Measurable Outcomes
1 With funding to support an additional staff to administer EBT at the Market we will see a 10% increase in EBT token
distribution.
2 We will have 440 Grizzly Youth Academy cadets shop and experience the community annually at our Farmers’ Market.
3 We will distribute EBT tokens to over 4000 eligible residents
4 With an increase in EBT promotions we will see a 10% increase in participation
DEI statement *
that includes Applicants’ understanding and application of DEI, Affirming language that creates access and a sense of belonging in our community
apart from grant, and Explain how this project will advance DEI in the City of SLO.
DEI Statement 24-25.docx 53.73KB
Detailed budget *
Including how the total requested amount of grant would be spent.
Farmers' Market EBT-Food Access Grant 2024-25 Budget.xlsx 13.63KB
Organizational chart.*
24-25 Org Chart (in progress).pdf 23.5KB
Federal Tax-Exempt Status *
501c3DeterminationLetterFriendsOfDowntown.pdf 60.87KB
DTSLO’s Equity Statement
Downtown SLO is dedicated to fostering a culture where every individual feels not only
included but valued, seen, and embraced. We celebrate and honor differences in age, race,
ethnicity, nationality, family and marital status, gender identity or expression, sexual
orientation, physical and cognitive abilities, educational level, political affiliation, region,
socio-economic status, and veteran status among our members, board members,
volunteers, staff, residents, visitors, and partners.
● We are committed to actively modeling and promoting diversity, equity, and inclusion
in all aspects of our daily operations.
● We steadfastly uphold a commitment to nondiscrimination and strive to provide
equal opportunities for all who contribute to and support Downtown SLO.
● We deeply respect and actively encourage the diverse life experiences that enrich
and shape our organization, further enhancing our ability to convene and serve all
facets of our community. We offer and coordinate programs, services, resources,
and events that are targeted and effective at addressing diverse community needs.
● We work in collaboration with our partnerships, volunteers, board members, and
staff, our collective goal is to cultivate Downtown SLO as a welcoming and vibrant
destination where everyone, regardless of their background or reason for visiting,
can experience the beauty and inclusivity that our community has to offer.
Currently we have our organization values posted on our website. They include the
following inclusive practices:
● We help people and business grow and thrive
● We foster a feeling of belonging
● We create community
● We like to bring people together
● We celebrate diversity
● We practice optimism
● We are resilient
● We actively promote a walkable, bike-able, accessible community
● We cultivate sustainability
● We value the outdoors and respect our natural environment
● We believe that a thriving economy depends on authentic connection
Expanding Food Access at the DTSLO Farmer's Market
Item Description Project Cost Total Cost
Additional EBT Staff at Market $5,814.00 $12,500.00
Admin and Project Coordinatio $3,256.00 $12,300.00
Printing and Design $1,100.00 $5,000.00
Media and Promotions $900.00 $5,000.00
Grizzly & Outreach Tokens $1,200.00 $2,400.00$12,270.00 $37,200.00
CEO
LeBren Harris (FT)
Ops Director
Shannon (FT)
Director Events &
Fundraising
Ali (FT)
FM Manageror
Reagan FT)
Events Manager
Maggie FT
Ambassador
(PT)
Ambassador
PT)
Downtown SLO
Org Chart
Updated August 2024
Certified
Farmers
Jeff (C)
Marketing & Comm
Coordinator
Rachel (FT)
Food Access
Coordinator
Betty (PT)
Membership & Public
Engagement
Coordinator
Kelly (FT)
Mascot
Charlie(PT)Event Ops Intern
(PT)
Ambassador
PT)
Event Ops Intern
(PT)
Event Ops Intern
(PT)
Assistant
(PT)
Marketing
Assistant
Nat (PT)
DEI High Impact Grant
24-25 Application
Part 1 Basic Information
1) Organization Name *
Economics Of Being A Woman
2) 501(c)(3) - employer identification number *
27-2116150
3) Fiscal Agent *
Ecologistics, Inc.
4) Project/Program Name *
Economics Of Being A Woman’s Financial Education and Disaster Preparedness eLearning Program
5) Requested Amount *
$20,000.00
6) Name of Person Completing Application *
Andrea Wasko
7) Name of Person for Grant Communication for Grant Cycle (if different from above)
8) Organization Mailing Address *
Street Address
PO Box 6004
Address Line 2
City
Los Osos
State/Province/Region
California
Postal/Zip Code
93412
Country
United States of America
9) Phone *
408-981-8263
10) E-mail
AndreaCWasko@gmail.com
Part 2 Organizational Information
1) Purpose/Mission Statement *
The mission of the Economics Of Being A Woman is to improve the lives of women through financial education.
2) Briefly describe your organization’s purpose, vision, primary activities, and operating structures *
The Economics of Being a Woman has provided Financial Education Programs designed to help women financially empower themselves since 1976!
For over 48 years, the Economics Of Being A Woman financial education programs have taught women the importance of financial preparedness
and security. We teach women to plan so that they can avert many of the financial disasters in their lives.
Since 1976, we have been improving the lives of women through financial education. We have been doing this one woman at a time through face-to-
face seminars. Now, we will be harnessing the power of technology to bring education to women in their homes. This is a more efficient and cost
effective way for us to reach more women who would benefit from our programs.
We have a target population of women. However, our program will be offered to the entire community regardless of gender, gender identity, gender
expression or any other protected classes. Today, our Financial Programs are available for Women, Men, Students, Youth, Seniors, Families,
Businesses, and Nonprofits.
3) Name of Executive Director *
Andrea Wasko, President
4) Number of paid staff (full or part-time)*
2 full-time and contractors and volunteers as needed
5) Number of volunteers *
3
6) Name of Board President or Chair *
N/A
7) Describe the community(ies) your organization supports *
The Economics of Being a Woman has provided Financial Education Programs designed to help people financially empower themselves since 1976!
Economics Of Being A Woman provides Financial Programs for Women, LGBTQIA+, BIPOC, Men, Students, Youth, Seniors, Families, Businesses, and
Nonprofits. The Economics Of Being A Woman is committed to promoting diversity, equity, and inclusion (DEI) in our programs. We do not
discriminate against individuals or groups based on age, creed, color, cultural background, employment status, ethnicity, gender identity and
expression, height, marital status, military obligations, national origin, parental status, physical or mental ability, pregnancy, race, religion, sex, sexual
orientation, socio-economic status, veteran status, or weight.
The financial education and preparedness skills that women will learn in our program are directly transferable to other aspects of their lives. They
will be able to utilize these vital skills and concepts in their home, extended family, career, business, or to contribute as a community leaders.
Many large corporations are removing DEI initiatives. So, the responsibility to see that DEI is not lost in our community falls upon us - governmental
and community leaders who understand the importance of empowering members of our marginalized community. We understand their struggles,
because we are members of the groups that have been overlooked or that others have tried to disempower.
We are not insignificant. We are capable of empowering ourselves, succeeding, and then paying it forward to empower another community member
who has been overlooked. However, we can’t accomplish our goal alone - we need your support! Your funding of our innovative program and
approach will help narrow equity gaps and address intractable, systemic, and structural issues for members of our DEI community.
8) Approximate Annual Budget *
$100,000.00
9) Major Sources of Funding *
Our major sources of funding are donations from community members and businesses who share our vision. We also receive grants and funds from
people who pay to attend our educational seminars.
Part 3 Project/Program Information
1) Please provide an executive summary of proposed project/program (200 words max)*
We will develop and disseminate the Economics Of Being A Woman Financial and Disaster Preparedness eLearning Program. This program includes
interactive online learning exercises along with an online fillable and/or printable companion workbook of exercises that focus on the actionable
preparedness steps outlined in the online presentation. Many women and their families live paycheck to paycheck. One unfortunate life event can
be detrimental to their ability to meet their financial needs. The frequency and intensity of disasters in our area is increasing. On the streets of San
Luis Obispo, we see an increasing number of people who have been unable to recover from financial and physical disasters as exemplified by the
soaring number of individuals experiencing homelessness. An increasing number of women are financially supporting aging parents and/or
boomerang kids who are returning home. We want to teach women skills that last them and their families a lifetime. We will initially focus on
women, parents, LGBTQIA+, BIPOC, seniors, and people living with a disability community members. We have a target population but the services
will be offered to the entire community regardless of gender, gender identity, gender expression or any other protected classes.
2) Total project cost *
$20,000.00
3) Requested Amount *
$20,000.00
4) Please provide a detailed description of proposed project/program (not to exceed 1,000 words)*
We will develop and disseminate the Economics Of Being A Woman Financial and Disaster Preparedness eLearning Program. This program includes
interactive online learning exercises along with an online fillable and/or printable 18-page companion workbook of exercises that focus on the
actionable preparedness steps outlined in the online presentation. Our target population is women and female-identified individuals. However, this
program will be open to all community members.
We will develop this program with one of our contractors that we have a long-standing relationship with. She has her doctorate in education and has
two decades of experience in presentation and multimedia design, information design and technical communication, classroom training, eLearning,
and blended learning. She will provide the technical knowledge to convert our financial preparedness program into an engaging eLearning platform.
Together, we will combine easy-to-understand learning with actionable steps so that women will feel empowered at each step along the way. Upon
completion, women will be more prepared financially and physically for their life than those who have not taken these steps. The Economics Of
Being A Woman’s Financial Education and Disaster Preparedness eLearning Program is a unique learning tool in that we will incorporate something
for all types of learners and for women with visual or English language challenges. This education will help people understand their expenses all
areas.
The topics are divided into six parts: 1. Gauge Your Current Life Preparedness, 2: What Does Financial Preparedness Mean To You?, 3. Where Does
Your Money Go Each Month?, 4. How Much Are You Saving For The Future, 5. Who’s On Your Life Preparedness Team?, and 6. Creating Your Personal
Action Plan. People will identify their short-term, medium term, and long-goals for each of the six parts during the exercises.
Each introduction session with our collaborative partners will be 1-2 hours. Together, we will view the short online introduction video outlining the
program. At this time, they can ask questions so that they can identify people who would benefit most from our program. If needed, group online
classes will be offered to participants to ensure success. Our program will also have a 24/7 hotline to assist people with their questions regarding our
program. This hotline rings directly into Andrea Wasko’s cell phone.
As a woman-owned, lesbian-owned, and BIPOC-owned company, we understand the struggles that women of marginalized communities face. We
have lived in our area for ~20 years and have supported many of our local nonprofits who serve them. We are community leaders who are aware of
inequities within our marginalized communities, the community at large, and we understand the root causes.
Our mission is to create solutions that lead to familiar change by empowering women, their families, and generations to come. We have a history of
success and have found that education can lead to systemic change. When women and the most marginalized amongst us succeed, we all succeed!
As a community, we are only as strong as our weakest link.
We want to give women tools that will last them a lifetime and that they can share with their family members. The Economics Of Being A Woman
Financial Education and Disaster Preparedness eLearning Program will provide women with tools to plan for their immediate needs as well as to
plan for the future.
Andrea Wasko and Meaghan Gilbert have a demonstrated history of success, teaching, and preparedness and are asking for your support. For over
48 years, the Economics Of Being A Woman financial education programs have taught women the importance of financial preparedness and
security. We teach women to plan so that they can avert many of the financial disasters in their lives. Since 1976, we have been improving the lives of
women through financial education. We have been doing this one woman at a time through face-to-face seminars.
The pandemic has allowed many women to become more comfortable with technology including online communication and learning. Access to
eLearning tools that are user-friendly make it possible for women to fit education into their lives from the comfort of their homes.
In our own families, we have seen how a health crisis can bankrupt a person. Or how the all-too-frequent power outages can be disastrous for a
family member who depends on electricity to power their medical devices to sustain them.
We know that natural disasters will continue to occur. Whether it be a flood, fire, earthquake, or tornado and we want women to be prepared. Many
people are losing their insurance due to the risk associated with these events. We will focus on the solution of preparing women and their families
for the next disaster.
As members of the Community Emergency Response Team for SLO County we see a need in our community financial and emergency preparedness.
Some women have fallen prey to financial predators because they lack basic financial understanding and education. Many local women are not
prepared in any area aspects of their lives.
Our personal financial education combined with our emergency preparedness training and service in the community has been a winning
combination for us. We want to share this knowledge with others so that they can be aware of life events that might be disastrous to their financial
future. Hopefully, this will also minimize them taxing the limited resources available in our communities.
We have the ability to identify needs and efficiently develop innovative solutions to problems. We focus on our core competencies and work with the
best collaborative partners whose values align with ours. We will collaborate with community leaders who are willing to disseminate information
about our program to their clients, members, and supporters.
Upon completion of our program, people will have taken a significant steps toward reinventing their future by thinking more deeply about their:
Current life preparedness, Financial preparation, Where their money goes each month, How much they ’re saving for the future, Who’s on their life
preparedness team, and Their personal action plan. We are asking for your support to make this happen.
5) Describe the community/population the project/program will support *
Our target population is women and female-identified individuals in marginalized communities. However, this program will be open to all
community members regardless of gender, gender identity, gender expression or any other protected classes.
We have ongoing relationships with many organizations that serve a good cross section of the marginalized members of our community. We will
initially focus on women, parents, LGBTQIA+, BIPOC, seniors, and people living with a disability community members.
As a woman-owned, lesbian-owned, and BIPOC-owned company, we understand the struggles that women of marginalized communities face. We
have lived in our area for ~20 years and have supported many of our local nonprofits who serve them.
However, this program will be available to anyone who requests it. The Economics Of Being A Woman is committed to promoting diversity, equity,
and inclusion (DEI) in our programs. We do not discriminate against individuals or groups based on age, creed, color, cultural background,
employment status, ethnicity, gender identity and expression, height, marital status, military obligations, national origin, parental status, physical or
mental ability, pregnancy, race, religion, sex, sexual orientation, socio-economic status, veteran status, or weight.
The focus of the Economics Of Being A Woman’s Financial Education and Disaster Preparedness eLearning Program is Women, Seniors, Nonprofits,
and Businesses who serve our community. We want our work to have a ripple effect in the community. As we educate women and they realize the
benefit of our program, they will tell others about our program. It’s one thing for us to tell others that our program can change your life and the lives
of your family members. It’s another thing for a woman who has had a life-changing experience to share how our program has benefitted her with a
friend or co-worker. Her testimonial will lead others to our program.
Excellent customer service has always been a differentiating factor for our programs. We understand the frustrations with not being able to reach a
live person who can assist you when you are struggling with an issue. Our program will also have a 24/7 hotline to assist people with their questions
regarding our program. This hotline rings directly into Andrea Wasko’s cell phone.
6) Describe the equity gaps and community needs this project/program will address in the City and community of San Luis Obispo.*
The gender pay gap is real! This year in California, a woman made 84 cents for every dollar that a man made. Equal Pay Day fell on March 12, 2024.
This date represents how many additional days into the next year a woman must work to earn what a man made in the previous year.
The motherhood penalty is where a woman’s pay decreases once she becomes a mother. For women who are a parent or primary caregiver, the pay
gap is even greater and they only earn $0.75 for every dollar earned by a male parent. Minority women struggle even more in our community.
A Pew Research study showed that most women take care of daily activities around the house even though they work outside the home. Many
women are overwhelmed and do not understand the basic financial concepts to help themselves and their families. We want to help change this by
financially educating women so that they can make informed decisions about the money that they do have while they face gender pay inequities.
Many single women are struggling to support themselves and/or their families. The Community Foundation of SLO County Women’s Legacy Fund
(WLF) report “What Do Women Need” lists women’s financial stability as one of SLO County’s primary needs. Many women lack the financial
education necessary to build financial stability. We want to offer women a solution by teaching them the tools so that they can build financial
stability for themselves and their families. This is a lifetime learning experience that can impact generations to come.
Many large corporations are removing DEI initiatives. So, the responsibility to see that DEI is not lost in our community falls upon us - community
leaders who understand the importance of empowering members of our marginalized communities. We understand their struggles, because we are
members of the groups that have been overlooked or that others have tried to disempower. We are not insignificant. We are capable of empowering
ourselves, succeeding, and then paying it forward to empower another member of our community who has been overlooked. However, we can’t
accomplish our goal alone - we need your support! Your funding of our innovative program and approach will help narrow equity gaps and address
intractable, systemic, and structural issues for members of our DEI community.
Many women and their families live paycheck to paycheck. One unfortunate life event can be detrimental to their ability to meet their financial
needs. The frequency and intensity of disasters in our area is increasing. We have seen natural disasters completely wipe out communities. On the
streets of San Luis Obispo, we see an increasing number of women who have been unable to recover from financial and physical disasters as
exemplified by the soaring number of individuals experiencing homelessness. An increasing number of women are financially supporting aging
parents and/or boomerang kids who are returning home. All of these events impact a woman’s financial path. We want to teach women to plan and
prepare.
We want to give women the tools that will last them a lifetime and that they can share with their family members. The Economics Of Being A Woman
Financial Education and Disaster Preparedness eLearning Program will provide women with tools to plan for their immediate needs as well as to
plan for the future.
We acknowledge that women have unique financial challenges and we see education as a way to equalize the playing field for women. They can
learn smarter ways to do more with less. These inequities are compounded by the fact that many large corporations are ending DEI initiatives to
appease their shareholders.
As a small business owners, we have won many international awards for our innovative approaches to doing business and supporting our
stakeholders which include the women in our community. “If women succeed in doing better, we succeed as a community in doing better”! The
financial education and preparedness skills that women will learn in our program are directly transferable to other aspects of their lives. They will be
able to utilize these vital skills and concepts in their home, extended family, career, business, or to contribute as a community leaders.
7) Provide detailed timeline for project implementation (monthly or quarterly).*
Financial Education and Disaster Preparedness eLearning Program Timeline
Activity Start End
Attend HRC Public Hearing 5pm 10/2/24 10/2/24
City Council Final Funding Decisions 11/30/24 11/30/24
Contracts Routed 12/31/24 12/31/24
Funds Disbursed 1/1/25 1/31/25
Program Development, and Dissemination for eLearning Modules & Workbook Ongoing 2/28/25
Technology and Personnel to Host eLearning Modules & Workbook, Website Integration & Hosting, and Client Participation Tracking Ongoing
12/31/25
Personnel to Identify Collaborative Partners Who Would Be Best Suited and Would Most Benefit From Our Program, Roll-Out, and Modify as Needed
12/31/24 4/1/25
Program Oversight Year 1 12/31/24 12/31/25
Sustainability Plan 7/1/25 12/31/25
Midyear Reports Due 7/1/15 7/31/25
End of Year Reports Due 1/1/26 1/31/26
8) List any partnerships/collaborations that are supporting this project/program and their roles *
We support a number of nonprofits, businesses, and service organizations in the San Luis Obispo area and will ask for their help in disseminating
information about the availability of our Economics Of Being A Woman’s Financial Education and Disaster Preparedness eLearning Program. These
organizations include the Gala Pride & Diversity Center, Area Agency on Aging, Meals That Connect, PathPoint, Central Coast Coalition for Inclusive
Schools, Diversity Coalition San Luis Obispo County, Laguna Middle School, San Luis Coastal Unified School District, Cuesta College, Cal Poly, Latino
Outreach Council, Los Osos Cares, People Helping People, CAPSLO, Planned Parenthood, Restorative Partners, Jewish Community Federation of SLO,
NAACP, Salinan Tribe of Monterey & SLO Counties, Northern Chumash Tribal Council, YAK TITʸU TITʸU YAK TIŁHINI (YTT) NORTHERN CHUMASH TRIBE
OF SAN LUIS OBISPO COUNTY AND REGION, Lumina Alliance, Spokes, TMHA, Achievement House, United Way, The Community Foundation of SLO
County, Women Lawyers Association of SLO, Central Coast Women’s Council or Realtors, American Association of University Women, Soroptimist,
State Farm, The Tire Store, Charles Schwab, House Of Bread, and more.
9) Describe your plan for sustainability beyond the City’s one-year award funding *
Over the years, we have received financial support from local businesses, individuals, and government. The funds that we receive from paid
programming will allow us to be self-sustaining past the first year. If we receive additional grant funds, we can use these to translate our the
Economics Of Being A Woman’s Financial Education and Disaster Preparedness eLearning Program into different languages, beginning with Spanish.
In order to provide achieve sustainability beyond the first year, everyone will pay something to utilize the Economics Of Being A Woman’s Financial
Education and Disaster Preparedness eLearning Program. We believe that people place more value on something when they pay for it. We want
women to have some “skin in the game”. We will have a sliding-scale based on a person’s ability to pay. We have always had a scholarship program
and no one has ever been turned away because of the inability to pay.
10) Describe the plan for promoting this project within the City of San Luis Obispo *
We will collaborate with local nonprofits so that they can share the availability of our program with their members and clients. We will also
collaborate with the business community so that they can share this information with their customers. We have excellent relationships with media
including print, TV, radio, and social media. We will create a press release announcing this program and as a way to reach more participants and to
reach out for matching funds for sustainability.
The Economics of Being a Woman program is fiscally sponsored by Ecologistics, a nonprofit 501(c)(3) based in Los Osos, California. Ecologistics, Inc.
will also collaborate with us on this effort. Ecologistics sponsors 52 community organizations and will disseminate information about the availability
of this program to their community leaders and members. The DEl-focused organizations based in the San Luis Obispo area include: Asian American
& Pacific Islanders of San Luis Obispo, At Her Table, Central Coast Coalition for Inclusive Schools, Central Coast Coalition for Undocumented Student
Success, Community Roots Project, Everybody Reads SLO, Floracycle, Improv for Good, Mujeres d e Acción, Our Roots Our Routes, Seed to Belly, and
SLO County Food System Coalition. Ecologistics is also a member of the Climate Justice Alliance, which brings attention to marginalized communities
facing the ravages of climate change disproportionately.
We support a number of nonprofits, businesses, and service organizations in the San Luis Obispo area and will ask for their help in disseminating
information about the availability of our Economics Of Being A Woman’s Financial Education and Disaster Preparedness eLearning Program. These
organizations include the Gala Pride & Diversity Center, Area Agency on Aging, Meals That Connect, PathPoint, Central Coast Coalition for Inclusive
Schools, Diversity Coalition San Luis Obispo County, Laguna Middle School, San Luis Coastal Unified School District, Cuesta College, Cal Poly, Latino
Outreach Council, Los Osos Cares, People Helping People, CAPSLO, Planned Parenthood, Restorative Partners, Jewish Community Federation of SLO,
NAACP, Salinan Tribe of Monterey & SLO Counties, Northern Chumash Tribal Council, YAK TITʸU TITʸU YAK TIŁHINI (YTT) NORTHERN CHUMASH TRIBE
OF SAN LUIS OBISPO COUNTY AND REGION, Lumina Alliance, Spokes, TMHA, Achievement House, United Way, The Community Foundation of SLO
County, Women Lawyers Association of SLO, Central Coast Women’s Council or Realtors, American Association of University Women, Soroptimist,
State Farm, The Tire Store, Charles Schwab, House Of Bread, and more. Some of them have already written a Letters of Support which are included
with this submission.
11) Est. Number of people served through this project/program *
Our initial estimate is 50 people. We would rather under promise and over deliver than over promise and under deliver.
12) Est. Number of SLO City Residents served through this project/program *
Our initial estimate is 25 people. Again, we would rather under promise and over deliver than over promise and under deliver.
13) In the table below include a minimum of four (4) metrics or performance outcomes that relate to
the implementation/success of the project. Examples include: # of SLO City residents served, # of
referrals provided to individuals seeking social services, # of trainings completed, # of cultural
event attendees reported a 10% increase in knowledge and application of DEI practices, etc.
Example: # of cultural event attendees reported a 10% increase in DEI knowledge and application
Metric #Indicators of Success / Measurable Outcomes
1 Number of individuals served
2 Number of service hours provided
3 Number of nonprofits that we collaborated with
4 Number of businesses or collaborative partners that we worked with
DEI statement *
that includes Applicants’ understanding and application of DEI, Affirming language that creates access and a sense of belonging in our community
apart from grant, and Explain how this project will advance DEI in the City of SLO.
081524_EBW DEI statement.pdf 57.97KB
Human Relations Commission letter.pdf 1.91MB
Letter of Support for EOBAW.pdf 277.91KB
Letr_support Econ of Woman_08.19.2024.pdf 584.2KB
082324 Economics Of Being A Woman DEI proposal to submit med res.pdf 5.75MB
Detailed budget *
Including how the total requested amount of grant would be spent.
082024 DEI Economics of Being a Woman budget FINAL.png 115.33KB
Organizational chart.*
082024 DEI grant EBW org chart.pdf 22.47KB
Federal Tax-Exempt Status *
Articles of Incorporation.pdf 747.07KB
Restated articles.pdf 720.78KB
DEI Statement
The Economics Of Being A Woman is committed to promoting diversity, equity, and
inclusion (DEI) in our programs. We do not discriminate against individuals or groups
based on age, creed, color, cultural background, employment status, ethnicity, gender
identity and expression, height, marital status, military obligations, national origin,
parental status, physical or mental ability, pregnancy, race, religion, sex, sexual
orientation, socio-economic status, veteran status, or weight.
PO Box 6004 Los Osos, CA 93412 EconomicsofBeingaWoman.com
Financial Education Programs designed to help people financially empower
themselves since 1976
Economics of Being a Woman program is fiscally sponsored by Ecologistics, a nonprofit 501(c)(3)
ECONOMICS OF BEING A WOMAN ORGANIZATIONAL CHAR
Andrea Wasko Meaghan Gilbert
Contractor Contractor VolunteerVolunteer Volunteer
Dear HRC Committee Members,
Thank you for your service to our community and for the opportunity to submit a
proposal for the City of San Luis Obispo’s DEI High-Impact Grant.
My team and I want to do what we can to help women in our community. The photos
illustrate some of the local devastation that we have seen and ways that we, as
Community Emergency Response Team (CERT) volunteers, help with disaster
recovery.
We want to work with you to focus on doing what we can to support women as they
deal with gender pay inequities. Minority women struggle even more in our community.
Please see the proposal for the Financial Education and Disaster Preparedness
eLearning Program.
Page of 1 7
Why are we focusing on preparedness?
Natural disasters including severe storms, wildfires, floods, cyclones, tornadoes,
hurricanes, and droughts are occurring more frequently and with greater intensity. As
members of the Estero Bay Community Emergency Response Team (CERT) for
Cayucos, Morro Bay, and Los Osos and as founding members of the Neighborhood
Emergency Awareness Team (NEAT) for Cabrillo Estates in Los Osos, we have seen
that the majority of people are unprepared for disasters. When the floods rushed
through San Luis Obispo County in January 2023, we were in Australia. Luckily, we
conducted emergency preparedness training with our petsitter prior to leaving for our
vacation since she was staying at our home with our three rescue cats. She had
enough food, water, emergency supplies, and cash to be fully self-sustaining for 30
days. She also had enough to share with our neighbors so that they could stay home
and not put a strain on the roads and limited resources during the disaster clean-up.
One of our friends was one block away from the evacuation zone of the Lizzie fire.
She admitted that she was totally unprepared for a disaster.
Why are we asking for support?
Economics of Being a Woman's Mission is to improve the lives of women through
financial education. Since 1976, we have accomplished our goal of financially
educating women through collaboration.
Since 1976, the Economics of Being a Woman team has been experts in our field. We
have the ability to identify needs and efficiently develop innovative solutions to
problems. We focus on our core competencies and work with the best collaborative
partners whose values are in alignment with ours.
Why the Economics of Being a Woman is an excellent collaborative partner?
Andrea Wasko and Meaghan Gilbert have a proven track record of success and
preparedness. They would rather have it and not need it, than need it and not have it.
For over 48 years, the Economics of Being a Woman financial education programs that
were started by Libbie Agran, have stressed the importance of financial preparedness
and security in women’s lives. Since 1976, we have been improving the lives of
women through financial education. We teach women how to plan so that they can
avert many of the financial disasters in their lives. We have been doing this one
woman at a time through face-to-face seminars. To date, over 35,000 people have
financially empowered themselves through one of the Economics of Being a Woman
seminars and presentations. The clientele for our in-person seminars has been middle
to high net worth women. However, our current capacity is limited due to offering our
financial education programs in-person only and the overhead costs of providing these
types of seminars makes the cost of the seminar unapproachable for the average
woman. We have always had a scholarship program that has allowed nonprofit leaders
and women in need to attend.
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One of the blessings of the pandemic is that it has allowed many women to become
more comfortable with technology including online communication and learning.
Access to eLearning tools that are user-friendly have made it possible for people to fit
education into their busy lives from the comfort of their homes. Our personal financial
education combined with our emergency preparedness training and service in the
community has been a winning combination for us. We would like to share this
knowledge with others so that they can be aware of life events that might be disastrous
to their financial future. Our hope is that this education will also minimize the burden
on the limited resources available in our communities.
OUR TEAM
Andrea C. Wasko, MBA
Andrea was born in Pennsylvania and has over 35 years of leadership, consulting and
innovation experience and has held executive positions in Finance, Business
Development, Operations, Marketing, Manufacturing and Sales for a variety of
companies including Eli Lilly and Guidant (Boston Scientific and Abbott Labs).
She funded her undergraduate education through grants, loans and working full-time
while going to college full-time. She received her MBA from Golden Gate University
and a BS degree from Youngstown State University. Due to her successful life
planning, she was able to retire from the medical industry in her 30s. She enjoys
educating others, giving back, hiking, traveling, and the three cats that rescued her.
Andrea Wasko is a strategic leader with extensive experience in drug and alcohol
recovery, mental health recovery, homelessness prevention and solutions, affordable
housing, solving social justice issues, and more.
Andrea was the Executive Director of the largest Bay Area provider of Alcohol and
other Drugs (AOD) treatment services. She was responsible for all activities for this
$7M recovery organization and directed 100 employees in 18 different locations to
provide detox, residential treatment, transitional housing, and supportive independent
living to women, men, mothers with children, and pregnant women. During her
employment there, all of the funding sources were renewed annually and several new
contracts were awarded based on her leadership and the organization’s history of
excellence in providing effective treatment services. Andrea was also the Chairperson
of the Alcohol and Drug Contractors Association and assisted other organizations with
managing their organizations and grants.
Andrea was an Invited Member of the California Mental Health Services Act (MHSA)
Prop 63 Strategy Team. She helped determine how the MHSA funds would be
allocated and focused on the relationship between substance abuse and mental health
and the need for comprehensive treatment that addressed the co-occurring disorders
simultaneously.
Page of 3 7
Andrea participated in the ”Think and Action Tank" Institute for Social Renewal at the
Delancey Street Foundation. This program was geared toward solving justice issues
including drugs, crime, homelessness, poverty, illiteracy, self-destructive values,
attitudes, and behaviors that affect individuals and society. They focused on Job
Development, Economics Self-Sufficiency, Drug-Free Living, Social Responsibility, and
Social Entrepreneurship.
Andrea is an Invited Community Member of the Cal Poly Wellness Team. She is also a
Guest Lecturer at Cuesta College focusing on entrepreneurship.
! "Woman of the Year" was awarded to Andrea for her generous contributions to the
success of over 100 for-profits and nonprofits. This award was recognized by US
Congress, California State Legislature, National Association of Commissions for
Women, National Commission for Women, Association of California Commissions for
Women, California Commission on the Status of Women and Girls, and the
Commission on the Status of Women for SLO County. Her name is displayed on the
Women’s Wall of Fame in the San Luis Obispo County Building
! Andrea was selected for the Who’s Who in America Award for her Lifetime
Achievements as an Innovative Strategic Entrepreneur - Who's Who in America
profiles the leaders of American society -- women and men who are influencing our
nation's development.
Meaghan Gilbert
Meaghan was born in Hong Kong and spent many years in New Product Development
with companies including Apple Computer, Cisco Systems and several others. At
Apple, she worked with Steve Jobs and was one of the original 100 Macintosh team
members.
She has over 40 years of strong leadership and new product introduction experience.
Her greatest strengths are in the areas of Finance, New Product Development,
Program Management, Business Development, Manufacturing and Engineering.
Meaghan worked full-time (swing and graveyard shifts) to pay for her undergraduate
education. Due to her successful life planning, she was able to retire from corporate
life at an early age and now provides education to people, for-profits, and
nonprofits. She enjoys mentoring others to achieve success in their personal lives as
well as in business ventures. Meaghan enjoys volunteering in the community, hiking,
traveling and cooking.
Page of 4 7
Andrea and Meaghan Key Projects & Core Competencies
Andrea Wasko and Meaghan Gilbert have a history of initiating innovative solutions
and positioning organizations for growth and sustainability. They were selected to
assist in the ~$1B collaborative multi-family affordable rental housing community in the
Bay Area. Some of their other consulting clients include: InnVision the Way Home
(Silicon Valley’s leading provider of housing and services for homeless families and
individuals including veterans), National Council on Alcoholism and Drug Dependence
(NCADD), Cal Poly, Mission Community Services Corporation, SLO County Child
Abuse Prevention Council, Sunny Acres, Land Conservancy of SLO, SLO Botanical
Gardens, Latinas Contra Cancer, Estrella Family Services, and more. Andrea and
Meaghan lead the Strategic Planning Session and developed the sustainability plan
and messaging for the Land Conservancy of SLO. Both Andrea & Meaghan are Guest
Lecturers and Guest Panelists for Cal Poly, UC Davis, and San Luis Coastal Unified
School District. They create programs and systems that lead to lasting change.
Thank You Letter From A Middle School Student Who Attended One Of Our Financial
Education Presentations
Page of 5 7
Thank You Letter From A
Middle School Teacher
Regarding Our Financial
Education Presentations
Andrea Wasko and Meaghan Gilbert
were the first small business owners in
San Luis Obispo County to receive the
SBA Small Business Persons of the Year
Award.
Page of 6 7
Our newest Team Member is a woman who has her doctorate in education. She has
two decades of experience in presentation and multimedia design, information design
and technical communication, classroom training, eLearning, and blended learning.
She will provide the technical knowledge to convert our financial preparedness
program into an engaging eLearning platform.
What do we need?
The need for financial education for women today is even greater today! We are asking
for funds to develop and disseminate a Financial and Disaster Preparedness
eLearning Program that includes interactive online learning exercises for people along
with an online fillable and printable companion workbook of exercises that focus on the
actionable preparedness steps outlined in the online presentation.
Do you share this concern about our community being unprepared for the next
disaster? If so, please consider supporting this vital education program. We would like
to give community members the preparedness training that will last them a lifetime and
that they can share with their family members!
Thank you for your consideration!
Respectfully submitted,
Andrea Wasko
Andrea C. Wasko, MBA
EconomicsofBeingaWoman.com
|Facebook|Instagram|LinkedIn|
Financial Education Programs designed to help women financially empower
themselves since 1976!
Programs Available for Women, Men, Students, Youth, Seniors, Families, Businesses and
Nonprofits.
Page of 7 7
1060 Palm Street | San Luis Obispo, CA 93401 | 805.541.4252 www.galacc.org
August 16, 2024
HUMAN RELATIONS COMMISSION
CITY OF SAN LUIS OBISPO
Subject: LeBer of Support for the Economics Of Being A Woman’s Financial EducaPon and
Disaster Preparedness eLearning Program
Dear Human RelaPons Commission:
As the Director of Programming for The Gala Pride & Diversity Center, I am wriPng to express my
support for the Economics Of Being A Woman’s Financial and Disaster Preparedness eLearning program
proposal for the 2024-25 DEI High-Impact grant program.
On several occasions, Andrea Wasko and Meaghan Gilbert from the Economics Of Being A Woman have
provided financial educaPon to our community members. They have done this pro-bono because they
saw a need in the LGBTQIA+ community. In our recent work with the Upli_ REACH Economic Grant
evaluaPng the economic needs of our local LGBTQ+ community, educaPon around financial literacy was
idenPfied as a key barrier to financial stability. We believe the work of the Economics Of Being A
Woman to be aligned with our mission and are eager to support their efforts to bring this vital
educaPon to our marginalized community members.
There is a great need for Financial and Disaster Preparedness our community! The Gala Pride &
Diversity Center is willing to disseminate informaPon about the Economics Of Being A Woman
eLearning Program to its members and partner organizaPons. We are also willing to allow this
organizaPon to uPlize The Gala Pride & Diversity Center as a meePng space at no cost if they need it.
I urge your consideraPon of their applicaPon.
Sincerely,
Serrin Ruggles
Director of Programming
They/Them/Theirs
DEI High Impact Grant
24-25 Application
Part 1 Basic Information
1) Organization Name *
The Gala Pride & Diversity Center
2) 501(c)(3) - employer identification number *
77-0372544
3) Fiscal Agent *
The Gala Pride & Diversity Center
4) Project/Program Name *
Complex LGBTQ+ Mental Health Support
5) Requested Amount *
$20,000.00
6) Name of Person Completing Application *
Serrin Ruggles
7) Name of Person for Grant Communication for Grant Cycle (if different from above)
8) Organization Mailing Address *
Street Address
1060 Palm St.
Address Line 2
City
San Luis Obispo
State/Province/Region
CA
Postal/Zip Code
93401
Country
United States
9) Phone *
805-541-4252
10) E-mail
sruggles@galacc.org
Part 2 Organizational Information
1) Purpose/Mission Statement *
The Gala Pride & Diversity Center supports and empowers people of all sexual orientations, gender identities and expressions to strengthen and
unite our Central Coast community.
El Centro de Orgullo y Diversidad (Gala) apoya y empodera a la gente de todas las orientaciónes sexuales, identidades de género, y expresiones de
género, para fortalecer y unir nuestra comunidad de la Costa Central.
2) Briefly describe your organization’s purpose, vision, primary activities, and operating structures *
The Gala Pride & Diversity Center (GPDC) supports and empowers people of all sexual orientations, gender identities and expressions to strengthen
and unite our Central Coast community. To this end, we provide support and social groups, youth services, special events, in-house affirming therapy
services, community informational sessions, and connecting those in need with affirming services. We also provide regular community newsletters,
cultural competency training, meet with community stakeholders to enact policy changes, and work with state run organizations to help them meet
state and federal anti-discrimination requirements. Our community service center work is informed by community members who attend listening
sessions, information sessions, or reach out to us directly, and there are no membership fees or requirements for receiving services. We have a
volunteer board of directors, who work with our Executive Director to guide the organization forward. We also have two volunteer youth directors, as
well as volunteer run committees such as our Pride and governance committee, another key way we engage our community in the development and
delivery of our work. All of our work is framed by the DEI statement developed through collaboration with QueerProfs and BIPOC stakeholders in our
community, which is posted on our website. The day-to-day work is overseen by the Directors of Programming and Operations and carried out by
our general staff members.
3) Name of Executive Director *
Dusty Colyer-Worth
4) Number of paid staff (full or part-time)*
3
5) Number of volunteers *
520
6) Name of Board President or Chair *
Julia Thompson
7) Describe the community(ies) your organization supports *
The Gala Pride & Diversity Center is an LGBTQ+ resource center based in the city of San Luis Obispo offering a wide variety of support and advocacy
services in San Luis Obispo County and Region. The majority of those receiving direct services are either organizations seeking to improve DEI efforts
or LGBTQ+ individuals and families based in San Luis Obispo County. However, we collaborate with other local nonprofits to advocate for LGBTQ+,
BIPOC, immigrant, disabled, and incarcerated communities, and to ensure that those communities are well represented in all of our training and
social programming. Intersectional considerations for these and other marginalized communities are woven into all training sessions and services
that we provide.
8) Approximate Annual Budget *
$400,000.00
9) Major Sources of Funding *
Individual donors, company sponsorships, fundraising events, training services, endowments, and grants like these.
Part 3 Project/Program Information
1) Please provide an executive summary of proposed project/program (200 words max)*
Lack of access to LGBTQ+ affirming mental health support remains a serious issue in our community. While we have been steadily expanding our
mental health support services since beginning to offer in-house therapy in 2020, the demand and urgency of need for these services continues to
grow. We mean to take a multi-level approach to our supportive programming by continuing support for our growing in-houser individual therapy
program, and increasing our number of therapist-led support groups, peer workshops focused on building healthy processing tools, and providing
opportunities for social connection for our most isolated community members. These programs will be offered at low to no cost for participants, and
support our ability to offer these programs on an ongoing basis.
2) Total project cost *
$52,800.00
3) Requested Amount *
$20,000.00
4) Please provide a detailed description of proposed project/program (not to exceed 1,000 words)*
Our goal is to provide a multi-tiered system of mental health support; this means providing high-level support through reduced cost individual
therapy, broader support to build healthy processing routines, and systemic support for building long-term support networks through opportunities
for social connection.
High-level mental health support will be provided by our in-house LGBTQ+ affirming therapy program. We currently have one Licensed Marriage and
Family Therapist (LMFT) and two Associate Marriage and Family Therapists (AMFT) providing therapy both virtually and from our office. Each has an
area of expertise in LGBTQ+ mental health, and our LMFT has a particular focus on LGBTQ+ youth and families. We provide the office space free-of-
charge to our therapists, helping to offset the overall cost to patients seeking services. Many patients also find that coming to a known, trusted
LGBTQ+ service center takes a lot of guesswork out of finding an affirming therapist, and makes the experience of coming to a therapist office more
comfortable overall. We hope to add at least one more therapist to our roster and expand the number of days we can offer in-person sessions at our
Center.
We have tremendous opportunity in providing broader mental health support with therapist-led support groups and peer workshops focused on
building healthy coping skills. Our therapists want to add two new monthly therapist-led support groups to our roster; one for families of LGBTQ+
youth, and one for young LGBTQ+ adults in the transitional ages of 18-24. There has been a growing demand for support services for both of these
populations, where families often need ongoing support, and young adults often struggle with the transition to independence, especially where
LGBTQ+ young adults are more likely to experience familial or social rejection at this age.
We also want to revisit writers and artist therapeutic workshops we’ve hosted in previous years. The Writing for Queer Empowerment Workshop
funded by the 2023 City of SLO DEI High Impact Grant, and the one-year Art Therapy Group donated by a local artist in 2021 were both extremely
popular, and we’ve had growing demand for the events to return as a quarterly program. Participants of both programs reported walking away with
better processing skills, increased sense of community, and energized for the future. We want to bring both of these events back and begin hosting
them on a quarterly basis.
Finally, we also want to provide systemic mental health support with programming that builds and enforces community bonds, helping people to
build support networks and fight feelings of isolation. Our focus in this grant will be for our older adults and our youth, the two populations at the
greatest risk for feelings of isolation. Unfortunately, we had to put our Senior Social on hiatus this past year when our facilitators had to step down
for personal reasons. We need to restart this program, and the best way we know to do that with our seniors is to come together with a meal. We
propose a bi-monthly social designed to bring our LGBTQ+ seniors together, build community while fighting isolation, and identify new ongoing
leadership for this vital social group.
For our youth, we want to host another Summer Sports Day! While state protections ensure that our kids get to participate in sports and PE in a way
that corresponds with their gender identity, many of our youth still experience peer bullying, or ultimately feel simply allowed to participate rather
than an integral or celebrated member of a team. Hosting an LGBTQ+ youth sports day has helped to bolster kids’ confidence and sense of
community acceptance by providing a space where they have full confidence that the peers, parents, and support staff present are all deeply
affirming and cheering them on.
All of these programs together build a robust network of mental health support for LGBTQ+ people in SLO County, with a particular focus on young
people and older adults who are most at-risk. Providing individual therapy can only take us so far; GPDC is in a unique position to combat systemic
feelings of isolation and rejection among LGBTQ+ people and support the development of the coping skills and community connection necessary for
long-term prevention, recovery, and stability. By taking this multi-tier approach, we’re building the resources to meet a spectrum of complex needs
around mental health support and suicide prevention.
5) Describe the community/population the project/program will support *
The Gala Pride & Diversity Center serves as a vital resource organization for LGBTQ+ people in San Luis Obispo County and region. This program
aims to increase access to multi-tier mental health support for LGBTQ+ people in SLO County, with a particular focus on youth, families, seniors, and
young adults. These focus groups were identified based on continual community conversation and the number of requests we’ve received for these
specific programs.
GPDC has served nearly 19,000 people in 2024 so far through special events. Our programming is designed to meet the needs of a diverse range of
people, with inclusive programming that welcomes allies and everyone under the LGBTQIA2S+ umbrella, as well as specialized programs that center
specific experiences such as those of BIPOC and gender diverse people. 30% of our program was specific to our transgender population in 2022, but
due to our inclusive programming, closer to 40% of our served populace was transgender, nonbinary, or gender nonconforming (TGNC).
6) Describe the equity gaps and community needs this project/program will address in the City and community of San Luis Obispo.*
In 2019, the Q Cares Mental Health Needs Assessment Survey found that the top three barriers to mental health care for LGBTQ+ people were not
knowing how to find an LGBTQ+ friendly provider, not being able to afford services, and not being able to find a provider they were comfortable with
who was also LGBTQ+ friendly. About half of LGBTQ+ respondents reported having very few people they could talk to about being LGBTQ+. Less than
half of trans and nonbinary participants felt safe discussing their gender identity with their mental health care provider.
Since then, while affirming mental health services have grown, so has the urgency and demand for those services. According to the California
Healthy Kids Survey, in 2015, 6.1% of our county’s students identified as LGB, and 1.0% identified as transgender. In 2023, 12.4% of our students
identified as LGB, and 3.1% identified as transgender. That same survey tells us that our transgender students are especially at risk, with risk factors
like bullying, harassment, and suicidality growing each year. These trends are reflected in our adult populations as well, and we continuously hear
reports of challenges accessing affirming support services and feelings of isolation and community rejection.
This is why we feel a multi-tiered approach is so vital; we can intervene in crisis cases with individual therapy, while building the foundation for long-
term stability and support by building healthy coping skills and social networks.
7) Provide detailed timeline for project implementation (monthly or quarterly).*
Q1 January-March:
* host one Art as Processing, and one Writing for Queer Empowerment workshop
* Senior Social begins meeting every other month
* Therapist-led LGBTQ+ Families and Young Adult groups begin meeting monthly
Q2 April-June:
* Host Pride-themed Art as Processing and Writing for Queer Empowerment workshops
Q3 July-September:
* host one Art as Processing, and one Writing for Queer Empowerment workshop
* host Q Youth Sports Day
* Onboard additional Associate Therapist
Q4 October-December:
* host one Art as Processing, and one Writing for Queer Empowerment workshop
8) List any partnerships/collaborations that are supporting this project/program and their roles *
The Gala Pride & Diversity Center has longstanding partnerships with many of our local service organizations. Programming supported by this grant
would likely see us partnering with the SLO Museum of Art, Cuesta College Harold J Miossi Art Gallery, History Museum of SLO County, Latino
Outreach Council, RACE Matters SLO, and Cal Poly Pride Center. Our partner organizations help us reach new audiences and talent, identify and
address equity needs, and bring our programming to established venues. Some of the programs funded by this grant may also be supported by
grants from the Growing Together Foundation, Absolut Ally initiative, and other grants we’re pursuing this year.
9) Describe your plan for sustainability beyond the City’s one-year award funding *
We will continue to support the in-house individual therapy program with grants, sponsorship, and specific fundraising campaigns as we have since
2020, which allows us to pass on the savings to the patient and reduce their final cost for care. The restart of the Senior Social is designed to jump-
start the program and gain enough momentum to keep it going in future years as a low-cost, community-led program. The quarterly art and writers
workshops have the potential to get picked up by sponsors to support ongoing events. The therapist-led support groups are also likely to get picked
up by sponsors or supported by other grants and specific fundraising opportunities. This first year of funding helps us to get these programs started
so they’re easier to maintain in the future.
10) Describe the plan for promoting this project within the City of San Luis Obispo *
GPDC has a direct line to our established LGBTQ+ community through our social media, weekly bulletin, monthly newsletter, and our home office
where people gather for affinity groups, where we promote our programming directly to our primary audience. We build on this network by working
with partner organizations like RACE Matters SLO, Diversity Coalition SLO, the Latino Outreach Council, and many more local groups to collaborate
and cross-promote events to reach an even larger audience. We will acknowledge the support of the City of San Luis Obispo through the DEI High
Impact Grant in our advertisements.
11) Est. Number of people served through this project/program *
300
12) Est. Number of SLO City Residents served through this project/program *
280
13) In the table below include a minimum of four (4) metrics or performance outcomes that relate to
the implementation/success of the project. Examples include: # of SLO City residents served, # of
referrals provided to individuals seeking social services, # of trainings completed, # of cultural
event attendees reported a 10% increase in knowledge and application of DEI practices, etc.
Example: # of cultural event attendees reported a 10% increase in DEI knowledge and application
Metric #Indicators of Success / Measurable Outcomes
300 Attendees across all events associated with this program
2 New monthly therapist-led support groups
1 New associate therapist onboarded with our therapy program
2 New quarterly recurring events focused on building community and coping skills
1 New monthly Senior Social
1 Youth Sports Day
DEI statement *
that includes Applicants’ understanding and application of DEI, Affirming language that creates access and a sense of belonging in our community
apart from grant, and Explain how this project will advance DEI in the City of SLO.
GPDC DEI Statement January 2022.pdf 70.85KB
Detailed budget *
Including how the total requested amount of grant would be spent.
24-25 SLO City DEI 1 Yr Grant Budget - Sheet1.pdf 53.93KB
Organizational chart.*
GPDC 2023 Organizational Chart (1).pdf 25.48KB
Federal Tax-Exempt Status *
501-c-3 (1).pdf 60.72KB
DIVERSITY, EQUITY AND INCLUSION STATEMENT OF
The Gala Pride and Diversity Center (GPDC)
In working with and for lesbian, gay, bisexual, transgender, non-binary, queer, Indigenous
identities, and similarly identified (LGBTQ+) communities in San Luis Obispo County, The Gala
Pride and Diversity Center (GPDC) acknowledges that white supremacy and settler-colonialism
are enduring systems of hierarchy, division, and exploitation. These systems create significant
inequities in our communities, but they do not operate in isolation. Oppression is mutually
constructed based on categories including sexual orientation, gender identity, gender
expression, race, ethnicity, Indigeneity, social class, disability, religion, and immigration status.
Just as all forms of inequality are interconnected, so are all forms of justice. Working for racial
justice, Indigenous sovereignty, economic justice, and all forms of social justice are part of the
core mission of the Gala Pride and Diversity Center.
The Gala Pride and Diversity Center is located on the unceded land of the yak tityu tityu yak
tiłhini – Northern Chumash Tribe of San Luis Obispo County and Region. We are aware that this
land was taken from Indigenous peoples violently - without agreement, consideration, or
compensation. We are committed to including local Indigenous history in our training and we
set the intention of relationship with and support of local Indigenous peoples. Additionally, we
acknowledge our responsibility to protect the natural environment.
To effectively support all people within the LGBTQ+ community, the Gala Pride and Diversity
Center commits to proactively working in solidarity against white supremacy, settler-colonialism,
xenophobia, ableism, capitalist exploitation, religious bigotry, and all forms of cis-
heteropatriarchy.
The following Organizational Policy details (1) current organizational priorities and practices in
transformative work of dismantling oppression and (2) a transparent structure for ensuring
community-responsive policies that will grow over time.
Organizational Practices
● Celebrate diverse cultures and heritage in solidarity with trusted community leaders.
o Seek out cultural celebrations in the community to find appropriate ways to
include and support LGBTQ+ community members.
o Be consistent and inclusive of all Black, Indigenous, and People of Color
(BIPOC) groups to demonstrate commitment and build trust.
● Prioritize BIPOC experts, communities, and needs in the majority of programs.
● Offer interpretation/translation and multiple formats of engagement in all programs.
o Create relationships with multiple vendors who can provide Spanish-language
interpretation, Indigenous-language interpretation, live captioning, and American
Sign Language (ASL) interpretation.
o Feature the capacity, including equipment and staffing, to allow for hybrid
participation (virtual/face-to-face) in programs, as well as synchronous and
asynchronous engagement per public meeting protocols and guidance.
▪ Follow all relevant guidelines and procedures for safe gatherings.
▪ Document, record, and publicize all public programs (not including
discussion groups, private community spaces, etc.).
▪ Maintain and grow community spaces in-person and online.
● “Nothing about us without us”: Center the voices of affected community members in
programs, panel discussions, and sponsored events.
o Build meaningful relationships with BIPOC community leaders, including
LGBTQ+ allies (see also, Leadership section).
o Support leadership development among multiply marginalized communities to
increase capacity for self-determination and participation in collaborative efforts.
o Value BIPOC expertise through paid opportunities to lead programs and consult
on a range of topics, including but not limited to race and racism.
o Create a speaker’s bureau of relevant experts to participate in panels and
events.
● Publicize appropriate collaborations and diversity work to help raise the visibility of
partner organizations and demonstrate positive inclusion.
● Work against the lasting impact of bias and exclusion that have been experienced within
LGBTQ+ spaces.
Communications
● Commit to reaching diverse community members in public communications.
o Translate website, newsletter communications, and social media content into
Spanish.
o Include image descriptions in all social media captioning.
o Work with BIPOC community leaders and collaborate with community networks
to ensure that all sectors of the County and Region are aware of opportunities
and programs.
● “Stand in the gap”: Create inclusive communication by meeting people where they
already are.
o Work with allied organizations to identify gaps in services and resources for
shared constituencies.
Growth
● Counter the isolation that disparately affects BIPOC and lower-income communities by
expanding efforts into more places throughout the County.
o Partner with existing community leaders and allies in a collaborative manner.
o Close equity gaps by holding space to serve North County.
o Rotate the location of in-person events (when safe and appropriate).
● Develop organizational capacity for diversity, equity, and inclusion work.
o Provide ongoing professional development support for staff members and
volunteer leaders to increase and refresh their fluency in anti-racist, decolonial,
and other anti-oppressive practices.
o Include work toward diversity, equity, and inclusion goals in all performance
evaluations and consideration for promotions and raises.
o Incorporate diversity, equity, and inclusion into development goals.
▪ Commit a portion of general operating funds to these projects.
▪ Prioritize grants and donors with dedicated support for equity and social
change work.
Leadership
● Build pathways for leadership and representation among BIPOC and other historically
underrepresented groups.
o Publicize Board meetings and opportunities for community members to observe
meetings and get involved.
o Create a training program that orients potential Board members from historically
underrepresented groups to learn more about the organization and how to get
involved.
o Welcome young board members, including minors (with no voting capacity).
● Hire and cultivate internal leaders with the expertise to advance diversity, equity, and
inclusion.
o Recruit staff members, volunteers, and organizational leaders from historically
underserved groups, including LGBTQ+ allies.
o Prioritize hiring individuals with experience leading efforts with historically
underserved groups.
o Establish bi/multilingual fluency as a preferred qualification for all job postings.
o Include specific items in descriptions of job duties to advance diversity, equity,
and inclusion throughout organizational processes.
▪ For example: Participate in strategic partnerships with coalitions led by
affected groups.
o Include lived experience and relevant professional background equivalent to
formal credentials in job qualifications for staff and contract positions.
o Advertise job postings to reach a wide range of eligible candidates (see also,
Communications section).
o Practice transparency with salaries and job postings for potential candidates,
speakers and consultants.
● Engage in ongoing evaluation and strategic planning with a lens for diversity, equity, and
inclusion.
o Address progress toward diversity, equity, and inclusion goals in the
organization’s Annual Report.
o Create regular space in Board meetings to address diversity, equity, and
inclusion issues as a group.
Accessibility
● Ensure physical access to programs and events for people with disabilities.
o Ensure availability of ramps, guard rails, assistive equipment, technological
resources, and all reasonable accommodations including, but not limited to,
those required under the Americans with Disabilities Act.
o Utilize the principle of universal design to create accessible spaces that minimize
the need for accommodation.
o Apply these requirements to outside spaces rented for public programs and
events.
● Create free and sliding scale participation options for a majority of public events.
● and events.
o Provide bus vouchers, parking reimbursement, and gas cards for attending
events.
o When possible, select locations that are easily accessible by public
transportation.
o When possible and appropriate, provide transportation directly to community
members in need.
● Create access for families and communities by creating programs that are open to multi-
generational groups.
o Create family-oriented events and community programs inclusive of allies to
encourage participation by entire families.
o Assess potential for child-care services or create opportunities for guests to self-
organize child care.
Advocacy
● Take an active role in working against injustice in the San Luis Obispo County and
Region, including racism, white supremacy, settler-colonialism, xenophobia, and
exploitative capitalism.
o Sign on to relevant letters of support and campaigns against systems of
oppression.
o Participate in meetings and coalitions with key partners.
o Fund collaborative efforts to address local equity gaps.
● Sponsor regular research and evaluation to provide evidence of the existence and
experience of diverse LGBTQ+ peoples.
● Elevate BIPOC and historically underrepresented voices when providing input and
training to relevant institutions like City and County Governments, Dignity Health, Sierra
Vista, and Community Health Centers.
● Ensure that all vendors at events, including Pride and other public programs,
acknowledge and affirm the Gala Pride and Diversity Center’s policies on Diversity,
Equity and Inclusion.
● Work toward economic justice by supporting local producers to counter corporate Pride
(i.e., rainbow-washing).
● Continue to sponsor, collaborate with, and promote LGBTQ+ owned and LGBTQ+
friendly businesses, along with BIPOC-owned and BIPOC-friendly businesses.
Methodology, Accountability and Living Policy
This document was created through a collaborative process between The GPDC Board, staff,
community constituents, and QueerProfs. The organization recognized the need for a statement
to strategically organize policy for diversity, equity, and inclusion within GPDC. The first round of
development included reviewing organizational strengths, weaknesses, opportunities, and
threats, and reflecting on findings within the QCares study and other relevant research.
QueerProfs synthesized this feedback in conversation with the staff and Board to identify the
context that guides current diversity, equity, and inclusion work at the GPDC. These priorities
helped inspire a Black, Indigenous, and People of Color (BIPOC) Listening Session, which was
held on August 17, 2021. This session included community members and representatives of
local BIPOC organizations. The conversation allowed participants to share experiences and
provide direct feedback on organizational policies and programs. In addition to the discussion
over Zoom video conference and chat, participants and community members were invited to
share written feedback through an anonymous form.
The policies identified here were created by systematically coding the content of these
conversations. Data used were the audio recording and transcript of this Listening Session,
along with feedback submitted by Zoom chat and through the standalone Google Form.
QueerProfs coded this data by extracting relevant themes from each of the responses. When
possible, codes were used reflecting the exact language shared by participants. These codes
identified specific experiences as well as direct recommendations for the GPDC. Themes that
appeared multiple times were noted for importance and relevance, as well as complexity. When
BIPOC and non-BIPOC voices converged on a single theme, the content of BIPOC
perspectives was centered to inform effective policy recommendations. Themes were then
grouped according to the actionable steps available to the organization in the areas presented
above: programs, communications, growth, leadership, accessibility, and advocacy.
This document will be made available to the public, including the GPDC supporters and
constituents (see also, Communications section). Individuals can provide feedback by writing a
Comment in Google docs or contacting the QueerProfs at queerprofs@gmail.com. This is a
living document, which is meant to be updated continuously. For example, the goals set out in
this document should be accomplished and expanded to address new ambitions and address
emergent problems.
Further practices for this Living Policy are:
● Host regular listening sessions (at least once per quarter) to bring a wide range of
BIPOC voices into the process of evaluating progress and setting new goals.
o Staff and leaders will be responsible for providing indicators of effort and
progress concerning the goals included in this document.
o These listening sessions will include opportunities to provide direct feedback on
this living policy document.
o Additional listening sessions would be helpful to center the specific needs of
transgender individuals, bisexuals, people with disabilities, religious minorities,
women, and immigrants.
● Completed goals will be removed and logged in a separate section celebrating
accomplishments.
● The current effective document and past versions will be available to the public on The
Gala Pride and Diversity Center’s website at www.galacc.org along with instructions on
providing feedback or suggestions.
Note: A significant portion of funding for all of the expenses listed below comes from
sponsorships (especially during Pride season), as well as monthly donations from our
constituents, and other grants. We do not have any grants secured for 2024 or 2025
yet, but are pursuing grants from diverse sources that would further support these
events. Any income from events (including fundraisers not supported by this grant) also
helps to support our low to no cost community events outlined here. Values in the
"Other Funding Amount" column are projections based on our expectations for that
funding in the coming years. We anticipate an increase in sponsorships and regular
donations in the next two years as our leadership activates a capital campaign to set
our organization up for long term growth and success.
Budget Item 2025 Expense
2025 Grant
Budget
Requested
2025 Other
Funding
Amount
Personnel Expenses
Two new monthly therapist-led
support groups $4,800 $3,700 $1,100
Facilitators for quarterly writer's
workshop $2,400 $1,800 $600
Facilitators for quarterly art therapy
workshop $2,400 $1,800 $600
Administrative programming support $26,000 $6,000 $20,000
Total Personnel Expenses $35,600 $13,300 $22,300
Operating Expenses
Rental offset for in-house therapy $14,400 $4,800 $9,600
Bi-monthly LGBTQ+ Senior Social $1,800 $900 $900
Q Youth Sports Day $1,000 $1,000 $0
Total Operating Expenses $17,200 $6,700 $10,500
Total Expenses $52,800 $20,000 $32,800
Executive Director
Dusty Colyer-Worth
Board President
Julia Thompson
Director of Programming
Serrin Ruggles
Director of Operations
J Bird
Volunteers
Volunteer Board of DirectorsStaff
Executive Board
Treasurer - Val Jones
Member at Large - Alyssa Atkinson
General Board Members
Aja Milne, Willow Kawamoto,
Kimberli Andridge, Fr. Ian Delinger,
Daniel Gomez, Allyson Bolotin,
Eliška Martinez, Tim Malone
INTERNAL REVENUE SERVICE DEPARTMENT OF THE TREASURY
DISTRICT DIRECTOR
P. O. BOX 2508
CINCINNATI, OH 45201 Employer Identification Number:
77-0372544
Date: DLN:
17053023713039
Contact Person:
MIKE CRONIN ID# 31094
GAY AND LESBIAN ALLIANCE OF THE Contact Telephone Number:
CENTRAL COAST (877) 829-5500
P.O. BOX 3558 Our Letter Dated:
SAN LUIS OBISPO, CA 93403-3558 May 1994
Addendum Applies:
No
Dear Applicant:
This modifies our letter of the above date in which we stated that you
would be treated as an organization that is not a private foundation until the
expiration of your advance ruling period.
Your exempt. status under section 501(a) of the Internal Revenue Code as an
organization described in section 501(c)(3) is still in effect. Based on the
information you submitted, we have determined that you are not a private
foundation within the meaning of section 509(a) of the Code because you are an
organization of the type described in section 509(a)(2).
Grantors and contributors may rely on this determination unless the
Internal Revenue Service publishes notice to the contrary. However, if you
lose your section 509(a)(2) status, a grantor or contributor may not rely on
this determination if he or she was in part responsible for, or was aware of,
the act or failure to act, or the substantial or material change on the part of
the organization that resulted in your loss of such status, or if he or she
acquired knowledge that the Internal Revenue Service had given notice that you
would no longer be classified as a section .509(a)(2)organization.
If we have indicated in the heading of this letter that an addendum
applies., the addendum enclosed is an integral part of this letter.
Because this letter could help resolve any questions about your private
foundation status, please keep it in your permanent records.
If you have any questions, please contact the person whose name and
telephone number are shown above.
Sincerely yours,
Letter 1050 (DO/CG)
3
MAR 24 1999
DEI High Impact Grant
24-25 Application
Part 1 Basic Information
1) Organization Name *
Hospice of San Luis Obispo County
2) 501(c)(3) - employer identification number *
95-3195126
3) Fiscal Agent *
n/a
4) Project/Program Name *
Volunteer Training & Community Outreach
5) Requested Amount *
$20,000.00
6) Name of Person Completing Application *
Shannon McOuat, Executive Director
7) Name of Person for Grant Communication for Grant Cycle (if different from above)
8) Organization Mailing Address *
Street Address
1304 Pacific Street
Address Line 2
City
San Luis Obispo
State/Province/Region
CA
Postal/Zip Code
93401
Country
USA
9) Phone *
(805) 544-2266
10) E-mail
hospiceslo@hospiceslo.org
Part 2 Organizational Information
1) Purpose/Mission Statement *
Hospice SLO County is a non-medical volunteer hospice and community grief center. We recognize death as a natural and personal event. In this
spirit, we support the community by working with those near the end of life and the people who love them by providing in-home support, caregiver
respite, grief counseling, support groups, community response, and education. We envision a community that recognizes death as a part of life,
where dying and grieving are embraced as natural, where all have access to support services without charge, and where no one dies or is left to
grieve without comfort. We provide access to those who are dying, caregiving, or grieving, without having to meet federal Medicare requirements; we
do not charge fees or bill insurance. The services of Hospice SLO County are accessible to a much wider range of community members, due to being
offered free of charge.
2) Briefly describe your organization’s purpose, vision, primary activities, and operating structures *
Hospice SLO County is a volunteer hospice and community grief center serving San Luis Obispo County residents who are facing a life-limiting illness,
end of life, or grief. We depend 100% on community donations, fundraising events, grants, bequests, and planned gifts, and the time and talent of
five full-time staff, three part-time staff, two interns, and over 120 active volunteers. We provide free of charge services to those grieving or coping
with life-limiting illness. Our organizational model utilizes professional staff to recruit, train, and supervise qualified volunteers. Our staff members
also provide direct services to clients, caregivers, and community members. Unlike medical hospices, we do not restrict persons who have prognoses
longer than six months, wish to continue aggressive or curative approaches, or wish to continue life-sustaining treatment. We offer services in
partnership and collaboration with other health care provider agencies in the community. We offer grief and bereavement services to all members of
the community regardless of whether their loved ones received hospice services from our organization. We believe that the end of life deserves as
much respect as the beginning. Details about our main services are provided below.
• In-home Volunteers - Under the direction and facilitation of our Volunteer Services Manager, Hospice SLO County in-home volunteers offer
practical help to clients as well as respite care to relieve family caregivers. Typically, our volunteers help by providing companionship and
socialization to clients through reading, singing, actively listening, making crafts, gardening, taking clients out to lunch (as they are able), running
errands, helping with light housekeeping and simple meal preparation, transporting clients to appointments, providing scribe services, offering life
review and reminiscence, arranging pet therapy visits, providing “normalcy” to those with life-limiting illness and dementia, and holding space for
anticipatory grief expression. Our in-home volunteers help to keep home caregivers mentally healthy as they care for a loved one with dementia or
other life-limiting diagnosis. Our volunteers provide social connection to families caring for a dying loved one and can help them to cultivate
resilience throughout the anticipatory grief process. Our volunteers support family members of all ages, from youth to seniors, and are a stabilizing
source of support for the whole family. Our professional staff and volunteers are comprehensively informed about a variety of community resources
and can make referrals to other services or community agencies when appropriate.
• Care Management - We offer comprehensive Care Management to ease caregivers’ burden of finding appropriate resources and developing
informed care plans for their loved ones. Our dedicated Care Manager meets with families to develop personalized care plans that align with clients’
end of life trajectory, and coordinates referrals to other agencies that help those in our community. Our Care Manager specializes in supporting
caregivers whose loved ones have been diagnosed with Alzheimer’s or other forms of dementia. Our Care Manager and other core staff also provide
education and tutorials on completing advance care directives, facilitate monthly Death Café virtual discussions, host guest speakers, and provide
education at community events.
• Grief Counseling - Our grief counseling team provides individualized and family therapy sessions, plus facilitated support groups and community
grief response. Our organization approaches grief as a normal response to dying and death and views each person’s grief as requiring a variety of
support options to be made available. A major goal of our grief counseling services is to achieve a significant reduction in clients’ self-reported
symptoms because of their engagement with our counseling care. Symptoms of grief include—but are not limited to—feelings of disconnectedness
or numbness, sadness and yearning, fatigue and decreased sleep, mood swings and tearfulness, waves of anger or other strong emotions, guilt or
denial, difficulty handling the functions of daily life, neglecting self-care or other responsibilities, loss of appetite, and other symptoms. Our grief
counseling program supports those who need emotional, social, and practical support after an anticipated, sudden, accidental, or traumatic death.
• Support Groups - We offer a variety of Support Groups, several of which are specific to caregivers who are anticipating the loss of a loved one,
grieving from a loss, or experiencing compassion fatigue. Support groups are facilitated primarily by our staff, and by some volunteer facilitators.
Ample support is provided in our general grief support group, as well as in our targeted support groups for family caregivers, compassion fatigue,
spouse/partner loss, suicide bereavement, LGBTQ, and pet loss. Our support group offerings continue to expand to both virtual and in-person
formats, so that they can accommodate the needs and preferences of a wider variety of community members who need support.
• Community Grief Response - Our Community Grief Response Team, comprised of our grief counselors and trained volunteers, provides timely
counseling support, consultation, and education about grief and coping with loss, including anticipating a loss and coping with the shock of a sudden
death. Community Grief Response services are provided to businesses, schools, churches, community agencies, and other groups. Our trained
counselors work with both children and adults and consult with groups and agencies on the approach that feels most helpful to them.
• Auxiliary Support Services - We offer a variety of auxiliary support options for clients, primary caregivers, and families including end-of-life support
volunteers to bring holistic care and vigil guidance to the dying person and their caregivers and family, Pet Peace of Mind volunteers to help
seriously ill people and their caregivers with the care of their pets, Reiki Therapy volunteers to provide gentle and relaxing energy treatments to
caregivers and their dying loved ones, and more. Our auxiliary support services are run by our Volunteer Services Manager.
3) Name of Executive Director *
Shannon McOuat
4) Number of paid staff (full or part-time)*
8 paid staff (5 full-time + 3 part-time), plus 2 part-time interns who receive stipends of $20 an hour
5) Number of volunteers *
120+ active volunteers
6) Name of Board President or Chair *
Abe Lincoln
7) Describe the community(ies) your organization supports *
We are available to support all those in need throughout SLO County, regardless of their financial situation or cultural background, and we actively
strive for inclusivity. We serve those in the low- or fixed-income brackets who may not have access to social services or the means to pay for services.
As an organization, HSLOC is unique in that we are a volunteer nonprofit, non-medical, social model hospice that serves clients experiencing grief or
coping with a life-limiting illness free of charge. By offering our services to the community without charge, we effectively eliminate the financial
barrier to accessing services for SLO County residents. During FY2023-24, HSLOC has trained 35 new hospice volunteers, placed 77 hospice
volunteers in 93 homes throughout the community (providing over 3,000 hours of respite care), supported 9 animals through our Pet Peace of Mind
program, and maintained our number of grief counseling sessions and support groups from those offered the prior fiscal year (over 2,700 hours of
grief counseling provided). We developed and provided Advanced Dementia Care Training to 20 qualified volunteers. We will continue to offer our
specialized Dementia Advocate trainings quarterly for continuing volunteers. We also continue to train volunteers in the specialty areas of end-of-life
vigil care, Pet Peace of Mind, and Reiki therapy. For the coming fiscal year, our organization aims to train at least 30 new hospice volunteers and
place volunteers in at least 100 homes in order to provide over 3,500 hours of in-home volunteer support per year.
8) Approximate Annual Budget *
$720,000.00
9) Major Sources of Funding *
Bauer Foundation grant ($18,000 for Grief Counseling), Community grants ($25,000 for Caregiver Support), Foundation grants (varying amounts for
Caregiver Support), Government grants (varying amounts from SLO County, SLO City, Arroyo Grande), Moca Foundation grant ($25,000 for Grief
Counseling), Rupe Foundation grant ($75,000 for Care Management); Individual donations and bequests; fundraising events (Walk for Healing, Light
Up a Life, Giving Tuesday, etc.).
Part 3 Project/Program Information
1) Please provide an executive summary of proposed project/program (200 words max)*
HSLOC’s Volunteer Training & Community Outreach program includes our comprehensive DEI-informed training for new in-home hospice volunteers
and outreach initiatives to spread awareness about our free-of-charge support services among marginalized, minoritized, and under-served
populations in our area. The volunteer training prepares volunteers to assist clients with their end-of-life needs, including in-home respite services
for caregivers and family. Our volunteer trainings explore personal attitudes towards death and dying, current medical and non-medical approaches
to end-of-life care, communication skills, grief and bereavement, and practical and emotional support needs of clients and families, including
sensitive attention to family dynamics. All aspects of our training are saturated with the themes of inclusivity, diversity, and equity, with an emphasis
on empathic listening and human-to-human connection. Our trainings increase the cultural competence of volunteers, preparing them to serve
community members whose backgrounds or belief systems differ from their own. Our twofold DEI initiative answers the call for greater access to
care for all members of our community who need help coping with end-of-life illness, caregiving, loss, and grief. We endeavor to reduce
socioeconomic, racial and ethnic, age, gender identity, sexual orientation, and disability disparities by increasing access to in-home volunteer hospice
care and support services.
2) Total project cost *
$243,900.00
3) Requested Amount *
$20,000.00
4) Please provide a detailed description of proposed project/program (not to exceed 1,000 words)*
HSLOC’s Volunteer Training & Community Outreach program has two main components. The first component is comprehensive DEI-informed
training for new in-home hospice volunteers so that our family of volunteers may continue to support those in our community coping with life-
limiting illness and the challenges of home caregiving. The second component is a suite of outreach initiatives to marginalized, minoritized, and
under-served populations in our area to spread awareness of and increase access to our free-of charge support services (namely in-home volunteer
support, support groups, community grief response, grief counseling, and auxiliary services such as end-of-life vigil support, Pet Peace of Mind, and
Reiki therapy). Our direct community outreach initiatives are enthusiastically led by our Executive Director and our Community Outreach
Coordinator. We also conduct outreach in the form of mailers, social media, and other media (print and radio).
The High-Impact DEI grant will sustain the comprehensive 18-hour In-Home Volunteer Training our staff conducts four times per year to prepare
volunteers to assist clients with their needs, including in-home respite services for clients’ caregivers and family. Our Volunteer Services Manager and
Care Manager—with support from our Executive Director—coordinate our quarterly new volunteer training programs and invite established
volunteers to attend refresher trainings to keep up on best practices and dementia advocacy. Our volunteer trainings explore personal attitudes
towards death and dying, the history of hospice, current medical and non-medical approaches to end-of-life care, communication skills, anticipatory
grief and bereavement, and practical and emotional support needs of clients and families, including sensitive attention to family dynamics.
The themes of inclusivity, diversity, and equity are woven throughout all aspects of the volunteer training, with an emphasis on empathic listening
and human-to-human connection. Our trainings increase the cultural competence of future and current volunteers, preparing them to be of service
to community members whose backgrounds or belief systems differ from their own. Additionally, we are actively enhancing our volunteer training
program to increase cultural humility, cross-cultural awareness, and understanding of implicit bias among our staff and volunteers. Through the
comprehensive trainings we provide, our volunteers embody the awareness, attitude, knowledge, and skills for effectively and compassionately
supporting all those facing end of life or anticipatory grief who wish to avail themselves of our services. During fiscal year 2024-25, we plan to recruit,
train, and bring onboard 35+ new volunteers and to retain 80+ current volunteers and keep them in compliance. The costs associated with our
volunteer training program account for personnel costs, onboarding costs for new volunteers, and supply costs for training materials.
Securing High-Impact DEI grant funding for outreach will directly translate to our organization being able to dedicate more staff hours towards
meaningful outreach projects that focus on increasing equity, awareness, and inclusivity. Collectively, our various outreach initiatives have the
potential to reach thousands of community members, including youth, adults, seniors, low-income families, Spanish-speakers, BIPOC, LGBTQI+,
Veterans and military-affiliated families, and people with disabilities. This translates into hundreds of new prospective client calls.
We have an annual mailing initiative to all K-12 schools in SLO County (including 14 in the City of SLO) to spread awareness to youth, families, faculty,
and administrators about the free-of-charge support services our organization offers to those anticipating or coping with the loss of a loved one. Our
staff is poised to use outreach-specific grant funds towards targeted social media initiatives to spread awareness of our free-of-charge services to
under-served demographics within our geographic area.
As our organizational capacity grows, we will offer a wider range of age-specific support services for children, adolescents, teens, and young adults.
Additionally, we are enthusiastically working to offer more Spanish speaking support services, and as such are preparing a multi-pronged outreach
initiative for the members of our community who identify as Hispanic, while simultaneously endeavoring to destigmatize the practice of seeking
counseling support for grief. We have been connecting with peer hospice organizations throughout the U.S. to glean best practices for our Hispanic
outreach program, which is one of our top priorities for the coming fiscal year.
The two-fold DEI project described herein answers the call for greater access to care for all members of our community who need help coping with
end-of-life illness, caregiving, loss, and grief. Hospice SLO County endeavors to reduce socioeconomic, racial, and ethnic, age, gender identity, sexual
orientation, and disability disparities by increasing access to in-home volunteer hospice care, grief counseling, care management, and the other
support services we offer.
As an organization, Hospice SLO County is unique in that we are a volunteer nonprofit, non-medical, social model hospice that serves clients
experiencing grief or coping with a life-limiting illness free of charge. We are available to support all those in need throughout SLO County, and we do
not discriminate on any basis. By being offered free of charge throughout SLO County, without the need for medical insurance qualification, our in-
home volunteer support services are exponentially more accessible to a much wider range of community members, many of whom are primary
caregivers to loved ones with Alzheimer ’s or other forms of dementia.
We understand that death and grief are a natural part of the human experience, regardless of anyone’s race, ethnicity, gender identity, sexual
orientation, age, ability, socioeconomic status, political affiliation, citizenship, national origin, religion, language, intellectual or physical capacity,
professional status, background, or beliefs. It is from this understanding that we empower our staff, volunteers, and affiliates to be indiscriminately
supportive of all members of our community who are facing a life-limiting illness, caring for a loved one, or experiencing grief. We also offer a variety
of support services virtually; to further increase access for those in remote areas of the county or whose caregiving situations make it challenging for
them to visit our downtown SLO location. We send our volunteers to community members’ homes, rather than requiring community members to
come to us. We bridge an important gap in local services for the dying and their caregivers and are often able to respond to requests for support
more nimbly than other agencies are, by intentional design following the original volunteer hospice model.
5) Describe the community/population the project/program will support *
The members of our community who train to become hospice volunteers with our organization greatly benefit from the DEI content woven
throughout our trainings. By training to become hospice volunteers, these warm-hearted members of our community become educated in not only
the philosophy of hospice and practical service aspects of being a volunteer, but also in the knowledge and understanding that illness, dying, death,
and grieving are experiences that affect all humans, regardless of their beliefs, backgrounds, or circumstances. Empathy, advocacy, and compassion
are at the core of HSLOC’s existence as an organization and community resource. We promote an inclusive and welcoming environment that
embraces diverse perspectives, cultures, and backgrounds. We actively cultivate diversity among our dedicated staff and growing family of hospice
volunteers, and value an educational environment that challenges all forms of bias, including both intentional and unintentional bias. HSLOC is
dedicated to a path of learning about and confronting implicit bias, privilege, and systemic oppression, and is committed to striving towards social
justice and inclusivity as an organization.
Beyond the new volunteers we train, the clients and caregivers we serve in the community will also greatly benefit from this program. The outreach
components of our program have the potential to spread awareness of free-of-charge hospice support services to populations that might not have
volunteer hospices on their radar; our outreach endeavors also aim to give access to under-served and low-income families who cannot access other
types of care and could greatly benefit from in-home volunteer support, support groups, end of life doulas, or grief counseling. We aim to support
the community equitably and impartially by working with those near the end of life and the people who love them by providing in-home support,
caregiver respite, grief counseling, support groups, community response, and education. By offering all our services free of charge and not billing
third party providers, we aim to be as inclusive as possible to all those members of the community who wish to avail themselves of our support. As a
volunteer non-medical hospice, we are able to provide support to those members of the community who may not qualify for or have the means to
access medical hospice, respite, counseling, or care services from other agencies. We believe that the end of life deserves respect, and that everyone
is worthy of access to support through life limiting illness, dying, and grief.
All our organization’s support services are available to support all those in need throughout SLO County, regardless of their financial situation or
cultural background, and we actively strive for inclusivity. Our services are available to all those throughout the entire County of San Luis Obispo. As
our organizational capacity grows, we are deftly poised to launch targeted outreach initiatives to various under-served areas of SLO County. With the
SLO City High-Impact DEI grant, we will be able to launch outreach initiatives for youth, low-income families, Spanish-speakers, and other
underserved populations.
6) Describe the equity gaps and community needs this project/program will address in the City and community of San Luis Obispo.*
HSLOC endeavors to reduce socioeconomic, racial, and ethnic, age, gender identity, sexual orientation, and disability disparities by increasing access
to in-home volunteer hospice care, grief counseling, care management, and the other support services we offer. Most recently, our Community
Outreach Coordinator has taken the initiative to liaise with key stakeholders at the Paso Robles Unified School District, Mujeres de Accion, Women of
Influence North County, Latino Outreach Council, Promotores Collabortive of SLO County, and other community organizations. This month, our
Community Outreach Coordinator spoke about HSLOC volunteer opportunities at the Promontores Collaborative monthly meeting and continues to
actively engage with the Spanish-speaking members of our community in her outreach efforts. Similar efforts are being made to continue to actively
welcome and support the LGBTIQ+ community, veterans, and other under-served populations and individuals in SLO county. Through awareness-
building, we aim to increase visibility and access to our free-of-charge services.
As an organization, Hospice SLO County is unique in that we are a volunteer nonprofit, non-medical, social model hospice that serves clients
experiencing grief or coping with a life-limiting illness free of charge. By offering our services to the community without charge, we effectively
eliminate the financial barrier to accessing services for SLO County residents. By being offered free of charge throughout SLO County, without the
need for medical insurance qualification, all our in-home caregiver support services are exponentially more accessible to a much wider range of
community members, many of whom are primary caregivers to loved ones with Alzheimer ’s or other forms of dementia. We serve those in the low-
or fixed-income brackets who may not have ready access to social services or are not able to pay for services. We also offer a variety of support
services virtually; to further increase access for those in remote areas of the county or whose caregiving situations make it challenging for them to
visit our downtown SLO location. We bridge an important gap in local services for the dying and grieving and are often able to respond to requests
for support more nimbly than other agencies are, by intentional design following the original volunteer hospice model.
Many residents of SLO City and County are currently experiencing the need for in-home hospice volunteer support for those facing or caring for a
family member with dementia or other life limiting illness. Simultaneously, they are facing economic hardships that may prevent them from
accessing much-needed support services related to health and wellness. Ongoing waves of grief, illness, and caregiver fatigue are sweeping SLO
County, including areas of our community whose residents have historically underutilized HSLOC’s support services. Dealing with dementia and life
limiting illness, loss, and grief is immensely challenging, and the recent pandemic exacerbated these challenges, especially among low-income
individuals and families. End-of-life and loss are ongoing phenomena, with the ten leading causes of death in California being heart disease, cancer,
stroke, Alzheimer’s disease, respiratory diseases, accidents, diabetes, influenza/pneumonia, hypertension, and liver disease/cirrhosis. Additional
causes of death include COVID-19, homicide, suicide, drug overdoses, and infant mortality. Our organization continues to receive copious requests
for support services from throughout the county, and many of our calls come from within the City of SLO. We are doing our best to make sure our
agency rebuilds and diversifies its capacity so that we can continue providing much-needed support to our community through and beyond our 47th
year of service.
It is easy for SLO residents to access our services: a simple phone call or email to our organization is all it takes to connect with appropriate care.
Prospective clients can also peruse our organization’s website to explore the variety of services we offer, all provided free of charge. Clients and
families who reach out to HSLOC have access not only to our full range of services (in-home volunteers, grief counseling, support groups, and
auxiliary services), but also to a wide range of community resources and referrals. Our professional staff and volunteers are comprehensively
educated about a variety of community resources, and we have a dedicated Care Manager who coordinates referrals to other agencies that help in
our community.
7) Provide detailed timeline for project implementation (monthly or quarterly).*
We will use all High-Impact DEI grant funds by the end of fiscal year 2024-25. We typically hold four (4) volunteer training programs per year, and DEI
funds will be used to partially sustain one (1) or more trainings. We will dispatch five (5) or more outreach initiatives upon receipt of funding and will
carry out all grant-funded outreach initiatives by the close of fiscal year 2024-25.
8) List any partnerships/collaborations that are supporting this project/program and their roles *
As a volunteer hospice, the very foundation of our work is collaboration with other nonprofits and community agencies and resources. Our support
services fill a niche in clients’ and caregivers’ care needs. Our community regularly expresses tremendous gratitude for the services we provide,
which satisfy a crucial area not covered by other agencies. In the greater context of our in-home volunteer program, HSLOC continues to both
formally and informally collaborate with other local organizations in SLO County including the Alzheimer’s Association, local hospitals and medical
centers, and a variety of local health care providers to collectively support the needs in the community. We regularly receive referrals from (and
make referrals to) Wilshire Health and Community Services, Central Coast Home Health and Hospice, CenterWell Home Health (formerly Kindred at
Home), Coast Caregivers Resource Center, Dignity Health Home Health and Hospice, Area Agency on Aging, and other agencies in our community.
We often work in tandem with home health and medical hospices, allowing clients to receive an additional suite of supplemental support services
from us at no cost to them. We also regularly liaise with social services agencies such as Adult Protective Services, the Department of Social Services,
Medi-Cal, CAPSLO Adult Day Center, Wisdom Adult Day Center (in Santa Maria), the Community Counseling Center, Meals that Connect, SLO
Veterans Services, and Central Coast Veterans Helping Veterans. The members of our board also provide guidance to our organization in fostering
connections throughout the community. Our in-home volunteer support services supplement and complement (but do not duplicate) other services
provided in the community. HSLOC works collaboratively in the informal community network, receiving a high volume of referrals from other
community agencies, and referring clients to other agencies when appropriate. Our organization provides an additional layer of support to other
agencies in the community and works collaboratively to provide the services in its "own lane" while referring clients to other agencies when their
services are better aligned.
9) Describe your plan for sustainability beyond the City’s one-year award funding *
If again awarded to our organization, High-Impact DEI grant funding from the City of SLO will contribute to sustaining our volunteer training program
and growing our outreach endeavors beyond the award year by feeding the momentum in our DEI-specific grant-seeking and fundraising efforts. We
will enthusiastically leverage SLO City High-Impact DEI funding to secure grants from other sources (government, foundation, community, and
private grants), plus community donations, bequests, and fundraising events to cover the remaining percentages of their salaries. To cultivate the
sustainability of our quarterly volunteer trainings and to grow our outreach endeavors, our organization will leverage High Impact DEI grant funds in
the following ways:
• By maintaining a DEI-focused grant on our list of current funding sources, we will continue to demonstrate the intentional diversification of our
development and outreach strategies to other prospective grantors who prioritize diversity, equity, inclusivity, and justice. Hospice SLO County seeks
grant funding from a variety of government sources (city, county, and federal), private foundations, community organizations, businesses, banks, and
trusts on an ongoing basis.
• By specifically showcasing themes of DEI that permeate our volunteer trainings, we will continue to communicate to other prospective funders the
importance of supporting our dedication to growing our core and supporting staff to be able to scale our programs and reach underserved
populations. This year, for example, we are actively seeking grant funding to extend our grief counseling services for youth, veterans, LGBTQIA+, and
Spanish-speakers in SLO County who have lost a loved one.
High-Impact DEI funding from SLO City serves as a bridge to additional funding that will help us grow our DEI efforts to support under-served
members of our community who are coping with end-of-life illness, the challenges of home caregiving, or loss and grief. Securing another year of
High-Impact DEI grant support for our Volunteer Training program and outreach initiatives will allow our staff to turn their sights towards funding
opportunities that will support the growth of our grief counseling program, community grief response and other community education programs,
plus community education programming (e.g., workshops, lectures, classes). Hospice SLO County will continue to actively pursue grant funding from
a variety of sources to sustain and grow our services in the coming years. Necessity for client and caregiver support within our community has
remained persistent over the years—people are always coping with illness, caregiving, death, and grief—and Hospice SLO County aims to do
everything it can to fortify our institutional capacity to respond to the ongoing demand for hospice volunteer support within our community. HSLOC
also continues to collaborate with other local organizations in SLO including the Alzheimer’s Association, the Community Counseling Center, and a
variety of local health care providers to raise funds to collectively support the needs in the community.
10) Describe the plan for promoting this project within the City of San Luis Obispo *
We recruit new participants for our quarterly Volunteer Trainings on an ongoing basis year-round, most notably through word-of-mouth from clients,
families, and continuing volunteers as they serve the community. We also recruit for our Volunteer Trainings at community outreach events and
through our community e-newsletter, social media, and intermittent print/radio/media ads as funds are available. We keep an interest list of those
who would like to attend future Volunteer Trainings. For the targeted outreach initiatives pertinent to this grant, we intend to promote our free-of-
charge services through a variety of channels, namely mailers (letters/fliers), social media initiatives, and other media outlets.
11) Est. Number of people served through this project/program *
300
12) Est. Number of SLO City Residents served through this project/program *
180
13) In the table below include a minimum of four (4) metrics or performance outcomes that relate to
the implementation/success of the project. Examples include: # of SLO City residents served, # of
referrals provided to individuals seeking social services, # of trainings completed, # of cultural
event attendees reported a 10% increase in knowledge and application of DEI practices, etc.
Example: # of cultural event attendees reported a 10% increase in DEI knowledge and application
Metric #Indicators of Success / Measurable Outcomes
1 Number of new volunteers trained – At least 35 new volunteers trained by end of FY 2024-25
2 Number of new outreach initiatives launched – At least 5 new targeted outreach initiatives launched by end of FY 2024-
25
3 Number of new client calls for in-home volunteer support – At least 100 new client inquiries for in-home volunteer
support by end of FY 2024-25
DEI statement *
that includes Applicants’ understanding and application of DEI, Affirming language that creates access and a sense of belonging in our community
apart from grant, and Explain how this project will advance DEI in the City of SLO.
1. HSLOC Statement on Inclusivity Diversity.pdf 342.29KB
Detailed budget *
Including how the total requested amount of grant would be spent.
2. HSLOC Project Budget_DEI High Impact 2024-25.pdf 55.24KB
Organizational chart.*
3. HSLOC Org Chart_Aug2024.pdf 89.72KB
Federal Tax-Exempt Status *
4. HSLOC IRS Determination Letter.pdf 42.4KB
Statement on Inclusivity, Equity, and Diversity
Hospice of San Luis Obispo County is dedicated to fostering inclusivity, equity, and diversity in all of
our efforts. These values are integral to the support services we provide to the community around
dying and grieving. We understand that death and grief are a natural part of the human
experience, regardless of anyone’s race, ethnicity, gender identity, sexual orientation,
age, ability, socioeconomic status, political affiliation, citizenship, national origin,
religion, language, intellectual or physical capacity, professional status, background, or
beliefs. It is from this understanding that we empower our staff, volunteers, and affiliates to be
indiscriminately supportive of any and all members of our community who are facing a life limiting
illness, caring for a loved one, or experiencing grief.
Empathy, advocacy, and compassion are at the core of HSLO’s existence as an organization and
community resource. We promote an inclusive and welcoming environment that embraces diverse
perspectives, cultures, and backgrounds. We actively cultivate diversity among our dedicated staff
and growing family of hospice volunteers, and value an educational environment that challenges all
forms of bias, including both intentional and unintentional bias. HSLO is dedicated to a path of
learning about and confronting implicit bias, privilege, and systemic oppression, and is committed to
striving towards social justice and inclusivity as an organization.
We aim to equitably and impartially support the community in working with those near the end of life
and the people who love them by providing in-home support, caregiver respite, grief counseling,
support groups, community response, and education. By offering all of our services free of charge
and not billing third party providers, we aim to be as inclusive as possible to all those members of the
community who wish to avail of our support. As a volunteer non-medical hospice, we are able to
provide support to those members of the community who may not qualify for or have the means to
access medical hospice, respite, counseling, or care services from other agencies. We believe that
the end of life deserves respect, and that everyone is worthy of access to support through life
limiting illness, dying, and grief.
Mission & Vision
Hospice SLO County is a non-medical Volunteer Hospice and Community Grief Center. As a
volunteer hospice, we are dedicated to providing access to all who are dying or grieving in the
community, regardless of whether a condition or situation meets federal Medicare requirements.
There are very few social model hospice agencies like Hospice SLO County that provide support to
individuals from time of diagnosis to last breaths. We are also a community grief center. Our grief
counseling services are available to anyone in SLO County coping with the death of another (including
animals) regardless of when, where or how the death occurred. We offer individual and family
counseling and various support groups along with Community Grief Response – a team who helps
businesses and organizations process the death of a co-worker or member. Anticipatory grief
counseling is also available. The services of Hospice SLO County make grief counseling exponentially
more accessible to a much wider range of community members, due to being offered free of charge.
As a volunteer hospice, we do not bill insurance or charge fees and we provide access to all who are
dying or grieving in the community, without having to meet federal Medicare requirements.
Program
Expense
DEI High-
Impact Grant
Request
Matching/Source
I. Personnel Expenses
Volunteer Services Manager
(full-time) $ 67,000.00 $ 8,000.00 Fundraising, donations,
bequests, other grants
Executive Director
(full-time) $ 85,000.00 $ - Fundraising, donations,
bequests, other grants
Care Manager
(full-time) $ 48,500.00 $ - Rupe Foundation grant fully
funded
Community Outreach Coorinator
(part-time) $ 26,000.00 $ 2,000.00 Fundraising, donations,
bequests, other grants
Volunteer Onboarding Expenses
(50 volunteers x $175 ea.) $ 8,750.00 $ 3,500.00 Fundraising, donations,
bequests, other grants
Subtotal - Personnel Expenses $ 235,250.00 $ 13,500.00
II. Operating Expenses
Volunteer Training materials $ 1,000.00 $ 750.00 Fundraising, donations,
bequests, other grants
Technology Expenses $ 1,000.00 $ 250.00 Fundraising, donations,
bequests, other grants
Marketing & Outreach Expenses $ 6,650.00 $ 5,500.00 Fundraising, donations,
bequests, other grants
Subtotal - Operating Expenses $ 8,650.00 $ 6,500.00
Total Program Expenses $ 243,900.00 $ 20,000.00
2024-25 DEI High Impact Grant, City of San Luis Obispo
Program Budget: Volunteer Training & Community Outreach
Hospice of San Luis Obispo County
Executive Director
Counseling Associates,
Trainees & Volunteers
Support Group
Facilitators
In-Home
Volunteers
Reiki / Yoga /
Sound Healing
Board of Directors
Board Committees
Executive Director
Hospice of San Luis Obispo County
Organizational Chart
In-Office
Volunteers
F/T Operations
Manager
Special Event
Volunteers
F/T Clinical
Director
P/T
Licensed Supervisors
Community Grief
Response Volunteers
F/T
Care Manager
F/T Volunteer
Services Manager
Pet Peace of Mind
End of Life
Volunteers
Outreach
Volunteers
P/T Outreach
Coordinator
DEI High Impact Grant
24-25 Application
Part 1 Basic Information
1) Organization Name *
Literacy for Life Organization
2) 501(c)(3) - employer identification number *
95-3807037
3) Fiscal Agent *
Literacy for Life
4) Project/Program Name *
Treasured Objects: Personal Heritage Stories
5) Requested Amount *
$15,000.00
6) Name of Person Completing Application *
Bernadette Bernardi
7) Name of Person for Grant Communication for Grant Cycle (if different from above)
8) Organization Mailing Address *
Street Address
P.O. Box 1023
Address Line 2
www.literacyforlifeslo.org
City
San Luis Obispo
State/Province/Region
CA
Postal/Zip Code
93406
Country
United States
9) Phone *
8055414219
10) E-mail
bernadette@literacyforlifeslo.org
Part 2 Organizational Information
1) Purpose/Mission Statement *
Literacy for Life transforms the community, empowering individuals by removing barriers to success and strengthening relationships through the
power of literacy.
2) Briefly describe your organization’s purpose, vision, primary activities, and operating structures *
Our purpose is to provide free instruction in basic English language skills to adults sixteen and older who are residents of San Luis Obispo City and
County. To accomplish our purpose, we recruit and train community members to become volunteer tutors assigned to work with one learner. Tutors
assist their learners in setting and meeting their individual literacy learning goals.
Our vision is to create a community in San Luis Obispo City and County wherein all individuals sixteen and older can read, write, and speak English
effectively. We believe literacy skills foster personal empowerment, social development, and engaged community members, and we are committed
to making this vision a reality.
Our primary activities are: 1. Recruit community members as volunteer tutors. 2. Train community members to become volunteer tutors. 3. Promote
our program throughout San Luis Obispo County so that individuals who need our free service know it and can sign up for it. 4. Assess each learner
as they begin in our program. 5. Assure that we provide a simple online process for tutors to report monthly with data that includes hours spent
preparing, tutoring, and learning and individual literacy learning goals set, in progress, and met. 6. Provide tutors and learners with books and
materials at no cost. 7. Acknowledge learner and tutor successes and address challenges. 8. Provide comfortable and safe learning environments. 9.
Respect cultural differences. 10. Welcome and try to help all who come to learn or improve their English language literacy skills.
Our operating structure encompasses a CEO who manages the organization and meets with and reports to the board of directors monthly. A
contract bookkeeper- a Tax and Accounting Services, Inc. principal operates our financials. Reconciled financial statements are provided monthly to
the CEO, who includes them in the monthly board report. A data manager/office assistant assists the CEO with everyday operations, including
recruiting and training volunteer tutors, tracking monthly tutor reports, and inputting information into our database. Volunteer center directors
manage each of our eight San Luis Obispo County centers. The directors open and close their centers, welcome and assess new learners, match
tutors with learners, ensure monthly reporting, and meet quarterly with the CEO and data manager/office assistant. We have on retainer a tech.
Specialist.
3) Name of Executive Director *
CEO-Bernadette Bernardi
4) Number of paid staff (full or part-time)*
4
5) Number of volunteers *
65
6) Name of Board President or Chair *
William Herreras
7) Describe the community(ies) your organization supports *
Adult Learner Ethnicity
In City of SLO Outside
City of SLO limits Total
Asian 11 4 18
Caucasian 5 3 8
Hispanic 6 28 34
African American 2 2 4
Other (Arab) 3 0 3
Unknown 1 - 1
Total 28 37 65
Adult Learner Age
In City of SLO Outside
City of SLO limits Total
Age 16-19 0 0 0
Age 20-29 3 2 5
Age 30-39 7 12 19
Age 40-49 5 13 18
Age 50-59 6 9 15
Age 60-69 2 0 2
Age 70 plus 3 0 3
Unknown Age 2 1 3
Total Age 28 37 65
In City of SLO Outside
City of SLO limits Total
Women 21 24 44
Men 7 13 20
Total 28 37 65
Our learners work in private house cleaning, hotel housekeeping, construction, farming, janitorial, restaurants, and retail. Education levels vary
between zero and college levels.
8) Approximate Annual Budget *
$180,000.00
9) Major Sources of Funding *
Grants, Private and Corporate Donations, Events, Cash Reserve.
Part 3 Project/Program Information
1) Please provide an executive summary of proposed project/program (200 words max)*
Literacy Life's proposed art project is designed to uplift and bring social awareness of cause issues impacting equity, communication, and stories of
underserved and underrepresented communities.
Under this collaborative initiative, each learner and tutor will be invited to select an object that holds personal significance and reflects their heritage,
culture, and family. A professional photographer will capture stills of each object, along with the learner or tutor who chose it, resulting in 130 unique
compositions at present.
Each tutor would work with their learner to write about why the learner treasures that object and how it represents their heritage, culture, and
family. Each tutor would also write about their object. The photos and the writings would be displayed much like an art exhibit.
Open to all, the exhibit serves a crucial purpose: to highlight the value of the stories from underserved and underrepresented communities. By
juxtaposing these narratives with those from our committed volunteer tutors, the exhibit encourages viewers to consider and compare these diverse
perspectives.
2) Total project cost *
$30,000.00
3) Requested Amount *
$15,000.00
4) Please provide a detailed description of proposed project/program (not to exceed 1,000 words)*
Literacy for Life would like to improve the visibility of the adults and families who participate in our program. We are developing a project that will
showcase our learners and families and tell their compelling stories to the community at large.
There are several steps for us to take toward achieving our goal.
We will introduce the idea to each of our learners and tutors. We cannot force anyone to participate, though we will try our best to show how the
project will benefit their learning and teaching.
The concept of choosing a treasured object that represents family, heritage, and culture provides an opportunity for people to reflect on their family,
heritage, and culture—who they are, where they come from, and their place in their community.
Tutors must also participate. Working on this project together will strengthen bonds and open channels of communication that might not have been
open in the day-to-day learning and teaching of English language literacy skills.
Once we establish who will participate and have their written consent, the photographer will schedule the photo ops. At this writing, we have a
professional photographer interested in this project.
Tutors will work with the learners on writing their stories. We want the stories to be written by the learners, in their voice, and not edited. This is
important because it shows exactly where the learner is in their English language writing skills. Some stories might be just a few sentences. Some
might be extensive, though grammatically incorrect.
Tutors will write their own stories, serving as templates/examples for the learners.
Photos and writing will be framed and exhibited.
Venues for exhibits will be reserved. The exact locations are TBD, but there will be at least one in San Luis Obispo, North County, South County, and
the Coast.
The exhibits will be open to the public at no cost. Times and dates TBD.
5) Describe the community/population the project/program will support *
The project will support all of San Luis Obispo County.
The exhibit will support individuals from diverse backgrounds and represent various ethnicities of our county's residents. Participants will be Asian,
Caucasian, Hispanic, and African American. Their educational backgrounds will vary from no formal education to college degrees. They will be
workers in house cleaning, hotel housekeeping, construction, farming, janitorial, landscaping, restaurants, and retail stores.
It is an opportunity for underserved populations in our county to come to the forefront. Show their faces and tell their stories through their photos
and writings. It is a way to show that they, too, have lives rich in heritage, culture, and traditions.
It will be open to the public in various places in the county at different times—a traveling art show. Community members who attend will be inspired
by shared stories and experiences, realizing that diversity enriches all open to it. Their support is crucial and the driving force behind making this
project a success and leaving a lasting impact on our community.
6) Describe the equity gaps and community needs this project/program will address in the City and community of San Luis Obispo.*
This project will address equity gaps in education, income, and opportunities for advancement in education and work. It will show that the City of
San Luis Obispo and other communities in San Luis Obispo County have diverse populations that are working hard to better their lives and the lives
of their children.
7) Provide detailed timeline for project implementation (monthly or quarterly).*
January 2025-December 31, 2025
First Quarter:
1. Introduce the Project to Learners and Tutors.
2. Procure signed permission documents to take and display photos of participants.
3. Tutors work with learners to assist with object selection.
4. Tutors choose an object for themselves.
5. Tutors begin instruction on how to write about the chosen object. Why it is treasured. How it relates to a person’s family, culture, and heritage.
Second Quarter:
1. Photographer sets up photo shoots for up to 130 individual participants.
2. Frames (size TBD) are ordered for photos and writings.
3. Other supplies for Art Show mounting are ordered.
4. Venues are reserved: one in North County, one in South County, one in the City of San Luis Obispo, and one in the HWY1 Coastal Community.
5. Marketing materials designed and ordered.
6. Print, radio, and TV marketing prepped.
7. Preliminary marketing begins.
Third Quarter:
1. Photos are ready to be framed.
2. Writings are in progress
3. Full on Marketing County-wide
Fourth Quarter:
1. Venues are readied for exhibits- two weeks per venue
2. Final Exhibit concludes in San Luis Obispo City
8) List any partnerships/collaborations that are supporting this project/program and their roles *
1. Our Learning Center Locations provide us with free use of their facilities so that our tutors and learners have safe and comfortable spaces to teach
and learn. We have eight learning centers throughout San Luis Obispo County.
2. SLO4HOME, Lumina Alliance, Adult Education Programs refer learners to our program.
3. Potential Exhibit Venues- TBD. Wineries, vacant storefronts, churches, and schools are possible partners
9) Describe your plan for sustainability beyond the City’s one-year award funding *
Treasured Objects: Personal Heritage Stories is currently a one-time project. Subsequent renditions could take place, possibly becoming a signature
event for Literacy for Life. Various new funding sources would need to be explored.
10) Describe the plan for promoting this project within the City of San Luis Obispo *
We would create posters and flyers to showcase some of the images to be seen at the exhibits. Guest appearances on community radio interviews
by Literacy for Life staff, the project photographer, tutors, and learners. Print, radio, and TV ads. Invitations to supporters and friends.
Presentations at service clubs,
11) Est. Number of people served through this project/program *
130 participants. All of San Luis Obispo County residents.
12) Est. Number of SLO City Residents served through this project/program *
50 participants. All of City of San Luis Obispo residents.
13) In the table below include a minimum of four (4) metrics or performance outcomes that relate to
the implementation/success of the project. Examples include: # of SLO City residents served, # of
referrals provided to individuals seeking social services, # of trainings completed, # of cultural
event attendees reported a 10% increase in knowledge and application of DEI practices, etc.
Example: # of cultural event attendees reported a 10% increase in DEI knowledge and application
Metric #Indicators of Success / Measurable Outcomes
-1 Number of San Luis Obispo City Residents who participate
Number of County of San Luis Obispo County Residents who participate
Number of San Luis Obispo City Residents who attend an exhibit
Number of San Luis Obispo County Residents who attend an exhibt
DEI statement *
that includes Applicants’ understanding and application of DEI, Affirming language that creates access and a sense of belonging in our community
apart from grant, and Explain how this project will advance DEI in the City of SLO.
DEI newest statement l4l.pdf 6.77KB
Detailed budget *
Including how the total requested amount of grant would be spent.
DEI High Impact BUDGET.pdf 62.7KB
Organizational chart.*
Organizational Chart August 2024.pdf 67.87KB
Federal Tax-Exempt Status *
non profit letter GIA.pdf 1.21MB
Diversity, Equity, and Inclusion drive Literacy for Life's work. Our program continues to build
on our founder's original mission to welcome all people to the community, offer all the
opportunity to learn or improve on their community's language, and help them become viable
community members.
Our program helps advance DEI in the City and County of San Luis Obispo by assisting
community members to learn how to read, write, and speak English. English language skills
provide individuals with increased opportunities for employment, housing, and health. They are
vehicles that enhance greater constructive participation by individuals in the San Luis Obispo
City and County communities.
Budget Literacy for Life
DEI High Impact Grant
January 2025-December 31, 2025
INCOME
DEI Grant $15,000
Special Event $5,000
Donations $5,000
Grants $5,000
Total Income $30,000
EXPENSE
Photographer-All Inclusive $7,500
L4L Staff $12,000
Marketing $5,000
Exhibit Materials $5,000
Mileage $500
Total Expense $30,000
Organizational Chart
August 2024
Board of Directors
Chief Executive Officer
Volunteers Data Manager Contract Bookkeeper Contract Tech Specialist
DEI High Impact Grant
24-25 Application
Part 1 Basic Information
1) Organization Name *
Lumina Alliance
2) 501(c)(3) - employer identification number *
95-3370729
3) Fiscal Agent *
N/A
4) Project/Program Name *
ReDefine Parenting Program
5) Requested Amount *
$20,000.00
6) Name of Person Completing Application *
Kaitlin Goodpaster
7) Name of Person for Grant Communication for Grant Cycle (if different from above)
8) Organization Mailing Address *
Street Address
P.O. Box 125
Address Line 2
City
San Luis Obispo
State/Province/Region
California
Postal/Zip Code
93406
Country
United States of America
9) Phone *
805-781-6400
10) E-mail
kgoodpaster@luminaalliance.org
Part 2 Organizational Information
1) Purpose/Mission Statement *
Lumina Alliance's mission is to empower those impacted by sexual and intimate partner violence through innovative advocacy, healing, and
prevention programs.
2) Briefly describe your organization’s purpose, vision, primary activities, and operating structures *
Lumina Alliance offers confidential services in English and Spanish to those impacted by sexual assault and intimate partner violence in San Luis
Obispo County. Lumina provides a 24/7 Crisis and Information Line for those seeking support after a sexual assault or intimate partner violence
experience. Our agency operates three emergency shelters (located in Paso Robles, Atascadero, and San Luis Obispo) and ten transitional housing
units for survivors escaping intimate partner violence or sexual assault. Additionally, survivors receive crisis intervention support through Lumina
Alliance’s wide scope of comprehensive support services. Staff members of our Advocacy Department accompany survivors during Sexual Assault
Response Team (SART) exams, court hearings, medical appointments, and law enforcement interviews. Advocates also provide self-sufficiency
planning, life skills training, food access, childcare, emergency financial assistance, and assists clients in establishing permanent housing. Lumina
Alliance’s Licensed, Associate, and trainee Therapists provide individual and group therapy to children, teens, and adults utilizing trauma-informed
and evidence-based modalities including Eye Movement Desensitization Reprocessing, Gestalt and Art Therapy, and Somatic Therapy for Post-
Traumatic Stress. Finally, Lumina Alliance implements violence prevention programming throughout the community in an effort to stop violence
before it begins. Our Education and Prevention Team implements strategies and communicates with the public to increase knowledge of healthy
relationship dynamics through California Healthy Youth Act compliant sex education, to mobilize community members to join the movement to end
sexual and intimate partner violence through Close to Home, and to educate parents/caregivers about speaking with their children in age-
appropriate ways about consent, boundaries, and other topics.
3) Name of Executive Director *
Jennifer Adamsq
4) Number of paid staff (full or part-time)*
57
5) Number of volunteers *
50
6) Name of Board President or Chair *
Courtney Taylor
7) Describe the community(ies) your organization supports *
Lumina Alliance supports survivors of sexual assault and intimate partner violence and their loved ones in San Luis Obispo County. Historically,
marginalized communities are at a greater risk for experiencing sexual violence. A large percentage of our clients identify with marginalized groups
and face barriers to accessing services for sexual assault and intimate partner violence. According to the 2022 US Census, SLO County ’s estimated
population is 282,013, approximately 24% of which identify as Hispanic/Latino, 4% as Asian, 2% as Black, and 67% as white. In the 2022-2023 fiscal
year, LA served 1,406 survivors and their loved ones. Clients who received services last year mirrored county demographics, though we served a
disproportionately higher number of those who identified as Hispanic or Latino. The vast majority identified as female, though approximately 15%
identified as male. Approximately 85% were English-speaking and 14% were monolingual Spanish-speaking. We also served 235 survivors with
disabilities and/or chronic illness in 2022, making up about 17-18% of total clients served that year. Additionally, Lumina Alliance served a large
population of LGBTQ+ and incarcerated survivors.
8) Approximate Annual Budget *
$5,249,239.00
9) Major Sources of Funding *
Fiscal Year 2023-24: California Governor ’s Office of Emergency Services $2,815,236; Office on Violence Against Women (multi-year funding, per year
until 2025) $377,940; County of San Luis Obispo $234,170; CalWORKs $175,000 (multi-year funding, per year until 2025); CA Department of Public
Health $219,583 (multi-year funding in the amount of $170,000 each year from 2024-2029 (for one grant)).
Part 3 Project/Program Information
1) Please provide an executive summary of proposed project/program (200 words max)*
Lumina Alliance’s prevention staff will launch our ReDefine Parenting Program at local underserved elementary schools with higher percentages of
families that are low income and primarily Spanish speaking, including C.L. Smith Elementary School and Pacheco Elementary School. The ReDefine
Parenting Program will build upon existing efforts to engage parents and caregivers of elementary-aged children in preventing violence. Our staff will
facilitate peer workshops that empower parents and caregivers with the tools to engage pre-teens in age-appropriate conversations about their
social and emotional health, covering topics such as consent, boundaries, and healthy relationships. ReDefine Parenting makes it easier for adults to
support the growth of their children by modeling healthy behaviors and engaging them in important and complex conversations, helping to foster a
community culture that is free of violence. Through our ReDefine Parenting Program, Lumina Alliance aims to facilitate 5-10 peer workshops at 2-4
elementary schools with up to 20 participating parents/caregivers each. We estimate reaching up to 80-320 parents/caregivers of youth at
economically disadvantaged schools. Our program goal is to expand prevention services to more low income and Spanish-speaking families through
the funding of operating costs, interpretation services, and food costs.
2) Total project cost *
$20,000.00
3) Requested Amount *
$20,000.00
4) Please provide a detailed description of proposed project/program (not to exceed 1,000 words)*
Lumina Alliance’s prevention team will launch our ReDefine Parenting Program into elementary schools with higher percentages of families that are
low income and primarily Spanish speaking. Lumina Alliance currently offers parenting programs in local elementary schools to assist parents and
caregivers in supporting their children to foster healthy, loving relationships throughout their lives and, as a result, preventing sexual and intimate
partner violence before it starts. The ReDefine Parenting Program supports parents and caregivers in speaking with their children in age-appropriate
ways about consent, bodily autonomy, healthy masculinities, and boundaries, among other topics.
The ReDefine Parenting Program, partially funded by a grant from the Centers for Disease Control and Prevention, is spearheaded by Dr. Christina
Kaviani, a former Lumina Alliance staff member. Dr. Kaviani oversaw the development and launch of ReDefineSLO, and is a certified parent educator
as well as a local expert in violence prevention. Existing school sites in the City of San Luis Obispo (SLO) include Sinsheimer Elementary, Bellevue
Santa Fe Elementary, and C.L. Smith Elementary. The program is rapidly growing and demand is rising. An award of $20,000 in funding will support
our presence in schools with higher percentages of students from low-income and Spanish speaking families like Pacheco Elementary and C.L. Smith
Elementary. Funding will also allow for interpretation services, food costs, and the expansion of the program to other underserved elementary
schools within the city of SLO. Program wishlists include one day hiring a Spanish-speaking facilitator.
The parent program will shift social norms related to violence prevention by increasing the number of children and adolescents who have positive,
open communication and relationships with their caregivers and by giving adults the tools to adopt, support, and amplify attitudes and messages
about healthy relationships. Lessons are LGBTQ+-affirming and teach parents about using inclusive and gender neutral language. Topics also include
heteronormative relationship stereotypes and gendered social norms that can contribute to sexual and dating violence. Parents learn how to talk to
children about consent, boundaries, and bodily autonomy, as well as how to have age-appropriate conversations about anatomy, sex, and
relationships.
Intermediate outcomes include an increase in the number of people exposed to evidence-informed approaches to violence prevention in school
settings. The program creates a space for parents to connect with each other to learn how to talk with their children about consent and boundaries.
Finally, parents can engage in community building and positively influence other parents at schools their children attend together.
Participating parents and guardians will become:
Equipped to be resources for other parents in the community
Empowered to provide other adults with the tools and skills necessary to facilitate conversations with children and teens in their care
Skilled at conducting conversations about age-appropriate consent, boundaries, and healthy relationships, and incorporating violence prevention
efforts into their community culture
Our program evaluation will focus on participants’ knowledge base; changes in attitudes, beliefs, and opinions related to speaking with children
about consent, bodily autonomy, and healthy relationships; the utility of new knowledge; and barriers to be addressed in future programming.
Parents participating in the project will act as primary data sources by taking pre- and post-surveys and attending focus groups that will inform
evaluation and improvement plans. Website metrics will be analyzed and incorporated into our evaluation plan to gauge broader community impact.
5) Describe the community/population the project/program will support *
This funding will support and expand our ReDefine Parenting Program into underserved elementary schools with higher percentages of families that
are low income and primarily Spanish speaking, including Pacheco and C.L. Smith - which is a Title I school where the majority of students qualify for
the Free Lunch program. The primary target population includes parents/caregivers, and the secondary target population includes their children.
Focusing on K-8 school-aged children and their families will increase protective factors against sexual assault and intimate partner violence by
creating a school community culture that promotes resilience and healthy communication among families. Children who have these conversations
early on and see healthy behaviors modeled in their families, trusted adults, and school communities will benefit from the following protective
factors: Connectedness to family or adults outside the family, ability to discuss problems with caregivers, and highly developed social
skills/competencies that lend themselves to empathy and health relationships in adulthood.
6) Describe the equity gaps and community needs this project/program will address in the City and community of San Luis Obispo.*
According to the Centers for Disease Control, 1 in 4 women and nearly 1 in 10 men will experience sexual assault, physical violence, or stalking in
their lifetimes. For the most part, that violence begins during teenage years. Additionally, adults who experienced strong connections as youth are 48
- 66% less likely to experience violence or have mental health issues (CDC). Promoting healthy, respectful and non-violent relationships helps protect
children from experiencing or perpetrating violence when they get older. During the 2022-2023 fiscal year, LA served 1,406 survivors and their loved
ones, 18% of whom were children and teens.
Per a 2018 Community Foundation of San Luis Obispo County community data report, approximately 20% of those living in San Luis Obispo County
who identify as Hispanic or Latino are living below the poverty line and nearly 8,000 farmworkers are employed locally, 90% of whom are immigrants
making an average of $17,500 to $25,000 annually depending on family size. Because CDC data shows that poverty is a community risk factor for
sexual violence and that oppressed identities are at an increased risk for experiencing sexual and intimate partner violence, Lumina Alliance will use
this funding to focus programming in low-income and Spanish-speaking elementary school communities. Additionally, about 30% of survivors served
by Lumina Alliance identify as Hispanic or Latino and about 17% speak Spanish or a dialect of Spanish. We have allocated $2,000 in funding for
translation and interpretation services as needed for program participants to receive culturally- and linguistically-appropriate services. As a result, we
hope our prevention efforts will reach more Spanish-speaking families. Lumina Alliance also offers no-cost drop-in childcare for clients as part of our
regularly offered services to overcome childcare barriers for parents/caregivers who are seeking services.
Our ReDefine Parenting Program will empower parents with the tools and resources needed to prevent violence. Over time, parents will learn to talk
with their children about consent and boundaries, making it a part of the community culture. Finally, underserved communities will gain awareness
about sexual assault, intimate partner violence, and the no-cost comprehensive services that Lumina Alliance provides.
7) Provide detailed timeline for project implementation (monthly or quarterly).*
Month 1: Prepare outreach materials. Outreach to local underserved community spaces including schools, libraries, and public meeting spaces.
Month 2: Solidify commitments.
Month 3: Recruit parent participants.
Month 4: Solidify locations & schedule workshops.
Month 5: Facilitate workshops at 1-2 community spaces.
Month 6: Conduct program evaluation surveys following workshop conclusion.
Month 7: Prepare outreach materials. Outreach to local underserved community spaces including schools, libraries, and public meeting spaces.
Month 8: Solidify commitments.
Month 9: Recruit parent participants.
Month 10: Solidify locations & schedule workshops.
Month 11: Facilitate workshops at 1-2 community spaces.
Month 12: Conduct program evaluation surveys following workshop conclusion.
8) List any partnerships/collaborations that are supporting this project/program and their roles *
Lumina Alliance will be collaborating with local elementary school sites in the City of San Luis Obispo that are low-income or primarily Spanish-
speaking, including C.L. Smith Elementary and Pacheco Elementary. Additionally, Lumina Alliance will be contracting with certified parent educator
Dr. Christina Kaviani.
Lumina Alliance also has established partnerships which create a network of support for those who seek healing and advocacy services. Lumina
Alliance regularly maintains memorandums of understanding (MOUs) with approximately 48 local service organizations to ensure that our clients
receive adequate services throughout the county. A few of our community partnerships include the Gala Pride & Diversity Center, Independent
Living Resource Center, Promotores Collaborative, Restorative Partners, R.A.C.E Matters SLO, Housing Authority of SLO, Community Action
Partnership, Child Welfare Services, the Department of Social Services, and Victim Witness Center. We also rely on long-established relationships to
connect survivors to outside agencies for wraparound support. Our collaborations with identity-specific organizations ensure inclusivity and
accessibility for LGBTQ+ survivors, survivors with disabilities, monolingual Spanish-speakers, and other marginalized groups. Thus, services are
tailored to unique community needs; are informed by the intersectionality of oppression, discrimination, and trauma; and proactively address
barriers to services that exist within our community. This specific project does not require any special MOUs nor collaborative activities to be carried
out.
9) Describe your plan for sustainability beyond the City’s one-year award funding *
ReDefine Parenting is the second iteration of ReDefineSLO, which launched in the summer of 2021. Beyond this award period, Lumina Alliance has
multiple funding streams and will continue to fundraise and seek grants in order to maintain approximately $5,000,000 in funding. The City’s one-
year funding will allow our prevention team to build and maintain relationships, launch programming, and establish trust at additional local
elementary schools. We receive federal, state, and foundation grants, as well as individual and business donations that will sustain our prevention
programs and additional services into the future.
10) Describe the plan for promoting this project within the City of San Luis Obispo *
Lumina Alliance will prepare materials and conduct outreach to underserved local schools. Participating parents/caregivers will be recruited through
the PTA, word of mouth, or info sessions in new schools where we don’t have preexisting personal connections. Participants are recruited and
welcomed to training sessions through school promotion of advertisements in digital newsletters and fliers, as well as information sessions. Parents
can also be referred to the program by school administration.
11) Est. Number of people served through this project/program *
80-320
12) Est. Number of SLO City Residents served through this project/program *
80-320
13) In the table below include a minimum of four (4) metrics or performance outcomes that relate to
the implementation/success of the project. Examples include: # of SLO City residents served, # of
referrals provided to individuals seeking social services, # of trainings completed, # of cultural
event attendees reported a 10% increase in knowledge and application of DEI practices, etc.
Example: # of cultural event attendees reported a 10% increase in DEI knowledge and application
Metric #Indicators of Success / Measurable Outcomes
8 peer workshops (trainings and support sessions) held
160 parent/caregiver participants
128 (or 80%) program participants reporting increased knowledge of how to speak with their children about consent, bodily
autonomy, and healthy relationships
128 (or 80%) program participants reporting that the knowledge they learned in the peer workshops is useful
DEI statement *
that includes Applicants’ understanding and application of DEI, Affirming language that creates access and a sense of belonging in our community
apart from grant, and Explain how this project will advance DEI in the City of SLO.
City of SLO 2024-25 DEI High Impact Grant - 1-Page DEI Statement - Lumina Alliance.pdf 50.13KB
Detailed budget *
Including how the total requested amount of grant would be spent.
SLO City DEI Impact Grant 2024-25 Budget - Lumina Alliance.pdf 47.94KB
Organizational chart.*
Lumina Alliance ORG Chart 8.01.2024.pdf 288.16KB
Federal Tax-Exempt Status *
Lumina Alliance 501c3 EIN & WSP SS 501c3 Combined PDF.pdf 164.49KB
Lumina Alliance DEI Statement -City of SLO 2024-25 DEI High Impact Grant
We believe:
●Diversity,equity,and inclusion (DEI)are essential to creating a safe,thriving,and
equitable community.
●All forms of violence are connected and sexual and intimate partner violence
occur within the larger context of societal inequities.
●All forms of oppression are connected.The sexism,homophobia,and
transphobia that fuel power-based violence are interwoven with racism,
xenophobia,ableism,and other types of oppression that devalue the lives of
entire groups of people.
●When we fail to recognize each other ’s full humanity –whether individually or by
painting whole groups as “other”–we contribute to dehumanization and pave the
way for violence.
●When we seek to understand those who are different from us,we create a world
where violence is neither celebrated nor tolerated.
We are committed to:
●Ending all forms of sexual and intimate partner violence.
●Ensuring our DEI efforts drive innovation in order to empower each other and
those we serve.
●Creating a culture where discrimination is not tolerated in any form.
●Dismantling inequities in our policies,programs and services.
●Advancing DEI by participating individually and as an organization in changing
the status quo.
●Pledging to stand with and advocate for all who seek racial justice,social justice,
and liberation from violence and oppression.
Advancing DEI in the City of SLO through the ReDefine Parenting Program
Lumina Alliance’s ReDefine Parenting Program addresses root causes of violence,
empowering parents and caregivers with the tools to talk to their children in age-appropriate
ways about consent,boundaries,bodily autonomy,gender norms,identity,and more.The
continuum of violence encompasses behaviors starting with bullying and harmful jokes and
escalating to acts of sexual assault and intimate partner violence.It is important to address root
causes of violence before they begin and to promote protective factors in young children,such
as community and family connectedness,resilience,and healthy communication.Marginalized
groups disproportionately experience sexual assault and intimate partner violence due to
societal power imbalances.Lumina Alliance’s prevention team aims to disrupt patterns of abuse
through education and empowerment and resocializing individuals to participate in an inclusive
community free of violence and discrimination.
Social change occurs at the micro,meso,and macro levels.ReDefine Parenting
Program participants will learn about and reflect on how sexual and intimate partner violence
begins and how to prevent it from manifesting in their lives.From there,participants’knowledge
will begin to inform their daily actions and personal interactions.Targeted prevention efforts at
the individual,family,and school levels will create a ripple of change throughout the City of San
Luis Obispo,helping to foster a safe,inclusive,and equitable community.
SLO City DEI Impact Grant 2024-25 Budget -Lumina Alliance
01/01/2025 -12/31/2025
Item DEI Impact Grant Total
Salaries and Wages
Prevention Manager:responsible
for co-facilitation of curricula and
groups
$4,456 $4,456
Prevention &Volunteer Director:
responsible for oversight of
Prevention Manager and Program
$3,914 $3,914
Total Salaries and Wages $8,370 $8,370
Fringe Benefits (20%of Salaries)$1,674 $1,674
Consultant Costs:responsible for
development of curricula and
facilitation of groups
$3,500 $3,500
Operating Costs
Supplies:office supplies necessary
for operation of program,
dissemination of program materials
and outreach materials
$200 $200
Food Costs:food necessary to
conduct in-person groups and
provide adequate sustenance for
participants
$2,500 $2,500
Translation/Interpretation:
translation or interpretation
necessary to include
Spanish-speaking participants and
conduct outreach to potential
Spanish-speaking participants
$2,000 $2,000
Total Operating Costs $4,700 $4,700
Indirect Costs (10%of Costs)$1,756 $1,756
Total Expenses $20,000 $20,000
B o ar d o f
Di r ec t o r s
B o ar d o f Di r ec t o r s
J en n i f er A d am s
Chief Executive
Officer (CEO)
(40E)
*Su s an L am o n t
Chief Program Officer
(CPO) (40E)
*J o s e
Gu i l l en
Facilities &
Operations
Director
(40E)
*L ey d i
Ri o s
Transitional
Housing
Advocate
(40)
Yes en i a
A l o n s o
Housing
Services
Director
(32)
*El i a Par t i d a
Shelter
Manager
SLO (40)
*J as m i n e
Ven t u r a
Shelter
Advocate
SLO (40)
To n y
Vi d u r r i
North
County
Shelter
Manager
(40)
*Izzy
Ran g el
North
County
Shelter
Advocate
(40)
*A n g i e
Go n zal ez
Client
Services
Director
(40E)
*A n a
Ch av ez
Client
Advocate
(30)
*Cr i s t i n a
Gu er r er o
Client
Advocate
(40)
To r i
Wi l s o n
Client
Advocate
(40)
*A d r i an a
Hi n
Client
Advocate
(30)
A l ex
Val en t i n e
Client
Advocate &
Childcare
Provider
(40)
*J at zi b e
San d o v al
Detention
Facilities
Program
Manager
SLO (40)
*Fat i m a
Cer v an t es
Bilingual
Client &
Justice
System
Relations
Advocate (40)
Deb b y Ni c k l as
Chief Philanthropy
Officer (short term)
(30E)
Cl em en t i n e
El l i s
Communications
& Outreach
Director (40E)
K ar en B o r g es
Chief Development &
Communications
Officer (CDCO) (40E)
Cal l i e Ten n o c k
Prevention &
Volunteer
Director (40E)
Mal y n n
San c h ez
Prevention
Programs
Manager
(40)
Cam er o n
St o r l i e
Prevention
Education
Coordinator
(40)
No ah Iv es
Prevention
Education
Coordinator
(adult) (40)
VA CA NT
Volunteer &
Training
Manager
Cr i s i s L i n e
Vo l u n t eer s &
In t er n s
Heat h er
Mu l l i n
Development
Director
(40E)
VA CA NT
Development
Administrative
Manager
K ai t l i n
Go o d p as t er
Grants
Administrator
(40)R
Si en a
Par s o n s
Grants
Coordinator
(20)R
K r i s t i n a Fo r r es t er
Chief Financial Officer
(CFO) (40E)
Er i n Wh i t e
Accounting
Manager
(40)
Mar i s a
Ren s h aw
Bookkeeper
I (15)
Pen el o p e
Sc h w ar t z
Bookkeeper
I (40)
VA CA NT
Budget
Analyst
Sam Go t t l i eb
Chief People &
Culture Officer
(CPCO) (40E)
B r y an
Cu s t er
IT Director
(36E)
Mo n i c a
K l ei n
Database
Administrator
(24)R
Th o m as
K es s l er
IT
Coordinator
(24)
*J es s i c a Pi n a
Operations &
Administrative
Manager
(40)
Ch r i s t i an
Hen r y
People &
Culture
Coordinator
(20)
A m b er
Ho l l ar m an ,
L MFT
Clinical
Director (30E)
Ter y n
L i t t l e
L CSW
Associate
Clinical
Director
(40E)
*A l l en
Ram i r ez
L MFT
Therapist
(40)
Cas s i d y
Ur b an y
Trainee
Therapist
(15)
K i an ah
Co r ey
Trainee
Therapist
(20)
Od y s s ey
Ni x o n
Trainee
Therapist
(15)
*J o an n a
Po s ad a
L MFT
Associate
Clinical
Director
(32E)
A ar o n
B ar o
A MFT
Therapist
(40)
Su s an
Fu t r el l
Trainee
Therapist
(20)
Tat i an a
Zar m at i
Trainee
Therapist
(20)
Mel i s s a
Mas t er s
A MFT
Therapist
(36)
Th er es a
Mo r t i l l a
L MFT
Clinical
Supervisor
(9)
J o r d y n
K r u s e
A MFT
Therapist
(30)
Ch r i s t y
Ham m er
A MFT
Therapist
(40)
*El l i e
Mad r i g al
Therapy
Department
Coordinator
(30)
DEI High Impact Grant
24-25 Application
Part 1 Basic Information
1) Organization Name *
Mission Headstrong & Veterans’ Affairs
2) 501(c)(3) - employer identification number *
92-0727218
3) Fiscal Agent *
NA
4) Project/Program Name *
Veterans’ Fitness, Autism Fitness Phase 2, & Aging Adult Fitness
5) Requested Amount *
$40,000.00
6) Name of Person Completing Application *
Robert McLaughlin
7) Name of Person for Grant Communication for Grant Cycle (if different from above)
8) Organization Mailing Address *
Street Address
1237 Archer Street
Address Line 2
City
San Luis Obispo
State/Province/Region
CA
Postal/Zip Code
93401
Country
USA
9) Phone *
805-242-3433
10) E-mail
robertjmclaughlin35@gmail.com
Part 2 Organizational Information
1) Purpose/Mission Statement *
Mission Headstrong strives to decrease equity gaps that exist in the health and fitness community by making these services and their accompanying
health benefits accessible to all. It also strives to elevate the fitness industry by certifying coaches/trainers to serve special populations, thereby
broadening their involvement with the community.
County of San Luis Obispo Veterans Services: To connect veterans, their dependents and survivors to federal, state, and local veteran benefits and
services.
2) Briefly describe your organization’s purpose, vision, primary activities, and operating structures *
Mission Headstrong is being built with the sole purpose of benefiting underrepresented and underserved people through culturally competent
coaches. We aim to decrease the ways certain populations continually experience marginalization in our city and we hope to pave the way in the
fitness community for community and connection. We also hope to lead by example in serving special populations, using our experience to educate
the community and other fitness/wellness providers about the equity gaps in our industry, thereby encouraging them to join us in the pursuit of
providing fitness and its accompanying health benefits to all. Currently, we hold weekly community classes at all our locations (SLO, Nipomo, &
Atascadero) for free aiming to provide a space for low income folks. These classes each have 15-50 participants each week at each location. We also
have a free weekly women's class at the SLO location after the gym is closed to provide a safe space for women after several incidents that
happened in our community that made many women feel uncomfortable. We are a small team of volunteers hoping to expand our non-profit.
3) Name of Executive Director *
Robert McLaughlin
4) Number of paid staff (full or part-time)*
0
5) Number of volunteers *
8
6) Name of Board President or Chair *
Shannon Larrebee
7) Describe the community(ies) your organization supports *
Mission Headstrong aims to support individuals and groups who desire to prioritize health and wellness, but experience barriers to accessing
preventative health and fitness services. Currently, mission Headstrong has been working towards expanding our offerings to support various
populations. First, Mission Headstrong offers a weekly class to support women who have experienced unsafe fitness environments and do not feel
comfortable in typical gym settings. We also are serving the autism community, though we hope to expand our services for this population, through
this grant. We also are accessible once a week for low income individuals through our community class. Our hope in the next year is to provide
specialized services geared towards veterans and for the aging population.
8) Approximate Annual Budget *
$0.00
9) Major Sources of Funding *
Outside of receiving the DEI SLO business grant, the annual budget is zero. Our hope has been to raise donations through fundraisers and through
individual monthly donors, but due to being a volunteer based organization, there have been delays in our website and donation portal. Additionally,
due to the 2023 flood that impacted the part of the city Headstrong is located, our reserves and finances that were for Mission Headstrong were
used to recover from the flood (that our gym was under about 2 feet of water). We are prioritizing this for the sustainability of the non-profit.
Part 3 Project/Program Information
1) Please provide an executive summary of proposed project/program (200 words max)*
Veterans Fitness - With a partnership with Veterans Affairs, Mission Headstrong will create a welcoming place for veterans who are seeking an
understanding place to focus on health and fitness. This will be done in three ways: 1) Veterans Community Classes; 2) Veterans Coaching; and 3)
Veterans Health & Fitness Education Seminars.
Autism Fitness Phase 2 - Mission Headstrong will begin phase 2 of the Autism Fitness Program (that received seed money through the SLO DEI
Business Grant. This phase will cover 2 opportunities through a weekly group class and through 1-1 specialized coaching. Mission Headstrong
intends to partner with organizations such as Jack’s Helping Hand, Autism Connect, Developmental Speciality Partners and others to market and
collaborate.
Older Adult Fitness - Mission Headstrong will create an inclusive environment for the aging community through weekly group fitness classes.
Mission Headstrong intends to partner with Independent Living Resource, Senior Nutrition Program, and other community based organizations to
market and collaborate.
* All programs will be open to all people and will not discriminate based on ability, veterans status, or age.
2) Total project cost *
$40,000.00
3) Requested Amount *
$40,000.00
4) Please provide a detailed description of proposed project/program (not to exceed 1,000 words)*
Veterans’ Fitness- Mission Headstrong will provide specialized services for veterans residing primarily in the City of San Luis Obispo. The program
managers will be Robert, executive director and veteran, and Matthew Melendrez, new COO and Philanthropy Director, to ensure services are
culturally and clinically appropriate. There will be 3 programs veterans can access depending on their specific needs. Mission Headstrong will partner
with various clinicians, coaches, and subject matter experts for the seminars for different parts of the programs. Mission Headstrong will collaborate
with the VA for referrals, outreach, and promotion for all the programs. The three programs are The Veterans’ Community Class and Peer Support
Group, Veterans’ Coaching and Mentorship, and Veterans’ Health and Fitness Educational Seminars.
Veterans’ Community Class and Peer Support Group - free weekly class where the gym will accommodate the needs of those experiencing PTSD
(lowering music, communication when weights will be dropped, quieter time of day) for a workout that will be followed by a peer support group. The
program will run for 45 weeks of the 2025 year and can have up to 30 participants per session. This program will cost $4,500 for the year ($100 per
community class) and has the potential to include 1,350 participants for the 2025 year.
Veterans’ Coaching and Mentorship- free 1-1 fitness coaching geared towards Veterans’ experiencing injury from combat. Mission Headstrong will
provide a coach who has experience addressing injuries and will work 1-1 with veterans needing injuries addressed and/or any veteran who will
benefit from ongoing health and fitness coaching and mentorship. This program will cost $11,250 for the year ($75 per coaching session) and has the
potential to assist 15-20 clients who will receive 7-10 coaching sessions).
Veterans’ Health & Fitness Educational Classes- 2 hour seminars open to all veterans, free of charge. Topics will include practical tools for coping with
PTSD, the importance of movement in breaking out of the fight or flight response, adaptive fitness, mental and physical toll of injuries, and
recognizing the signs of suicide ideation and how to access local resources. Facilitators have appropriate training and credentials to facilitate these
seminars. Personal stories from veterans will be included in seminars. This program will cost $4,250 and it will be for 5 seminars each having up to
50 attendees ($850 per seminar for speaker, honorarium for veteran, food and beverages, and administrative support) and has the potential of
reaching 250 individuals.
Autism Fitness Phase 2 - Mission Headstrong was a recipient of the SLO DEI Business Grant that provided seed money to launch this nonprofit. The
grant was specific for the Autism Fitness program that brought robust evidence based training for all coaches at Headstrong. Now with coaches
ready to provide the services they learned about (and provided videos practicing), we are hoping to launch phase 2! Mission Headstrong will partner
with local agencies to promote the program and to receive referrals. In addition to the coaches having specialized training, Matthew Melendrez will
also provide guidance to ensure all programming is culturally and clinically appropriate. The two aspects of the program are:
Autism Fitness Coaching- free 1-1 specialized coaching from coaches who have obtained The Autism Fitness Certification. Mission Headstrong will
collaborate with various local agencies to promote this coaching services and to receive referrals. This program will cost $7,500 for the year ($75 per
coaching session) and has the potential to assist 10-15 clients who will receive 5-10 coaching sessions).
Autism Yoga Community Class- free weekly yoga class for those in the autism community by a certified yoga instructor who has experience with
fitness, youth, and with the neurodivergent community. The program will run for 45 weeks of the 2025 year and can have up to 15 participants per
session. This program will cost $4,500 for the year ($100 per community class) and has the potential to include 675 participants for the 2025 year.
Aging Adults Fitness Program- This program is aimed at providing a safe and inclusive space for aging adults who struggle to find a fitness center
they are welcomed in. This weekly class will be free and will be adaptive to all abilities.
It will be a weekly community class for the aging adult community coached by experienced coaches who have worked with this population. The
program will run for 45 weeks of the 2025 year and can have up to 30 participants per session. This program will cost $4,500 for the year ($100 per
community class) and has the potential to include 1,350 participants for the 2025 year.
5) Describe the community/population the project/program will support *
Veterans’, the Autism Community, and the aging community.
6) Describe the equity gaps and community needs this project/program will address in the City and community of San Luis Obispo.*
Veterans- With a handful of veterans at Headstrong Fitness, there is a common experience of loneliness and isolation when returning from
deployment, retiring, or discharge. There is a lack of understanding of how to be inclusive in the “happiest city in America” for veterans enduring a
variety of mental health issues. This program will provide mind and body services for veterans in a physical place that will accommodate their needs
and continually learn how to make this population feel like they belong.
The Autism Community- though there are many organizations in the city and county addressing the needs of the autistic community, there is an
agreed upon notion by many populations that the culture of SLO is ableist. There is a lack of stores, restaurants, fitness centers, parks, and
businesses that know how to accommodate beyond basic ADA requirements. This program will address some of these equity gaps by offering
services (by coaches who have received proper training) for the autism community.
The Aging Population- community health needs tend to focus on addressing the current needs of this population but there are some gaps in
preventative efforts. Additionally, there can be agism that takes place in a city that houses many college students and that creates an environment
that is not always welcoming to the aging population. This program will be a preventative health effort that will focus on a population that needs
more resources.
7) Provide detailed timeline for project implementation (monthly or quarterly).*
Veterans’ Fitness Program - Community classes will begin the 2nd week of January and run for all of 2025 (minus a few weeks for break and holiday).
The coaching will begin in February of 2025. The educational seminars will be March-July once a month.
Autism Fitness Program - Community classes will begin the 3rd week of January and run for all of 2025 (minus a few weeks for break and holiday).
The coaching will begin in February of 2025.
The Aging Adult Program- Community classes will begin the 4th week of January and run for all of 2025 (minus a few weeks for break and holiday).
8) List any partnerships/collaborations that are supporting this project/program and their roles *
Veterans’ Affairs- this application is a joint application and involves monthly meetings to check on progress and the current referrals needing a
coach.
Jack’s Helping Hand - Mission Headstrong will utilize Jack’s Helping Hand for outreach efforts.
Developmental Speciality Partners (DSP) - Mission Headstrong will receive referrals from DSP (Autism Therapy center) and will promote the classes at
their therapy center
Autism Fitness- Mission Headstrong will continue to utilize the expertise of Eric Chessen for support and guidance.
9) Describe your plan for sustainability beyond the City’s one-year award funding *
This fall, Mission Headstrong is launching a fundraising initiative through Headstrong Fitness through 3 avenues: 1) during all the events hosted at
Headstrong (i.e. SLO County Games), Mission Headstrong will introduce the non-profit and the programs for a major donation request; 2) all
members at Headstrong Fit will be invited to make monthly donations; 3) Mission Headstrong team will utilize networks for major and monthly
donations. Mission Headstrong aims to have $5,000 of monthly donations by the end of 2025. Additionally, Mission Headstrong will identify other
grant opportunities.
10) Describe the plan for promoting this project within the City of San Luis Obispo *
Mission Headstrong will collaborate with Veterans’ Affairs on all programs related to Veterans’. We will also collaborate with Jack’s Helping Hand,
Developmental Specialty Partners (DSP Health), and Autism Fitness for autism programming. Mission Headstrong will also reach out to local Senior
Centers for our aging adults programming. Mission Headstrong will promote all services through each of our 3 locations through our email database
for all members, through flyers posted at each location, and through word of mouth through other fitness classes.
11) Est. Number of people served through this project/program *
3,660 (this will be purely based on number of people attending and number of coaches sessions. This does not differentiate if clients repeat
services).
12) Est. Number of SLO City Residents served through this project/program *
2,745
13) In the table below include a minimum of four (4) metrics or performance outcomes that relate to
the implementation/success of the project. Examples include: # of SLO City residents served, # of
referrals provided to individuals seeking social services, # of trainings completed, # of cultural
event attendees reported a 10% increase in knowledge and application of DEI practices, etc.
Example: # of cultural event attendees reported a 10% increase in DEI knowledge and application
Metric #Indicators of Success / Measurable Outcomes
1 Number of participants attending veterans community classes
2 Number of participants receiving veterans coaching (also list number of repeated clients)
3 Number of participants attending each educational seminar
4 Number of participants attending autism fitness community class
5 Number of participants receiving autism fitness coaching (also list number of repeated clients)
6 Number of participants attending aging adult community classes
DEI statement *
that includes Applicants’ understanding and application of DEI, Affirming language that creates access and a sense of belonging in our community
apart from grant, and Explain how this project will advance DEI in the City of SLO.
DEI Mission Headstrong (1).pdf 43.09KB
Detailed budget *
Including how the total requested amount of grant would be spent.
Mission Headstrong Budget - Sheet1.pdf 52.78KB
Organizational chart.*
Mission Headstrong.pdf 38.37KB
Mission Headstrong.png 129.83KB
Federal Tax-Exempt Status *
FinalLetter_92-0727218_MISSIONHEADSTRONG_10182022_00.pdf 118.71KB
Diversity,Equity,and Inclusion Statement
At Mission Headstong,we are committed to fostering an environment where everyone feels
welcomed,valued,and empowered.We believe that a diverse,equitable,and inclusive
community is the foundation of a thriving fitness environment.
Diversity:
We celebrate the rich diversity of our members,staff,and partners.Our center is a place where
people of all ages,abilities,races,ethnicities,genders,sexual orientations,religions,and
backgrounds can come together to pursue their health and wellness goals.We recognize and
respect the unique experiences and perspectives that each individual brings to our community.
Equity:
We are dedicated to creating a fair and just environment where all members have access to the
resources and opportunities they need to achieve their fitness goals.We strive to eliminate
barriers to participation and ensure that our services,programs,and facilities are accessible to
everyone.Our policies and practices are designed to support and uplift those who have
historically been marginalized or underserved in the fitness industry.
Inclusion:
Inclusion is at the heart of everything we do.We actively work to create a culture of belonging,
where every individual feels seen,heard,and respected.Our programs and initiatives are
designed to engage and support the diverse needs of our community,and we are committed to
continuous learning and improvement in this area.We encourage open dialogue,feedback,and
collaboration to ensure that our fitness center is a place where everyone can thrive.
Our Commitment:
At Mission Headstrong,we understand that our work in diversity,equity,and inclusion is ongoing
and a part of a great landscape.Mission Headstrong supports the City’s efforts in advancing
diversity,equity,and inclusion and aims to contribute to a welcoming city for all.We are
dedicated to continuously assessing and improving our practices to better serve our community.
We pledge to provide ongoing education and training for our staff,actively seek out diverse
perspectives,and hold ourselves accountable to our values.This grant will help us achieve that
and will prioritize populations that are often overlooked in equity efforts.Mission Headstrong is
proud to be an agency in this community and we are committed to ensuring all people feel
welcomed.
Project/Program Total Amount Notes
Veterans' Fitness $4,500 $100 per class; 45 classes
Veterans' Coaching & Mentorship $11,250
$75 per coaching session; 15-20 clients who
will receive 7-10 sessions
Veterans' Health & Fitness Educational Classes $4,250
$850 per seminar; $300 for speaker
($150/hour), $300 for honorarium for
veteran, $100 for food/beverages, $150 for
event space
Total Cost for Veteran Programming $20,000
Autism Fitness Coaching $7,500
$75 per coaching session; 10-15 clients who
will recieve 5-10 coaching sessions
Autism Yoga Community Class $4,500 $100 per class; 45 classes
Total Cost for Autism Programming $12,000
Aging Adults Fitness Program $4,500 $100 per class; 45 classes
Total Cost for Aging Adults Programming $4,500
Contracts/Payment $1,000
Marketing/Outreach $500
Website/Social Media $500
Clinican/Specialist Support $1,500
Total Cost for Administrative Support $3,500
Grand Total Requested $40,000
Mission Headstrong
Making Health and Fitness Accessible to All.
Robert Harper
secretary/ executive director
Robby McLaughlin
Chief Executive Officer
Alexa Heter Matthew Melendrez
Chief Financial Officer COO/Director of Philanthropy
missionheadstrong.org
Alex Gaon
Dedicated Coach
Tom O’Brien
Dedicated Coach
Judy Vasquez
Dedicated Coach
Shannon Larrabee
Board Member
Carly Smith
Board Member
Letter 947 (Rev. 2-2020)
Catalog Number 35152P
Department of the Treasury
Internal Revenue Service
Tax Exempt and Government Entities
P.O. Box 2508
Cincinnati, OH 45201
MISSION HEADSTRONG
C/O ROBERT MCLAUGHLIN
1666 VERDE CANYON
ARROYO GRANDE, CA 93420
Date:
10/31/2022
Employer ID number:
92-0727218
Person to contact:
Name: Customer Service
ID number: 31954
Telephone: (877) 829-5500
Accounting period ending:
December 31
Public charity status:
509(a)(2)
Form 990 / 990-EZ / 990-N required:
Yes
Effective date of exemption:
October 18, 2022
Contribution deductibility:
Yes
Addendum applies:
No
DLN:
26053693001512
Dear Applicant:
We're pleased to tell you we determined you're exempt from federal income tax under Internal Revenue Code
(IRC) Section 501(c)(3). Donors can deduct contributions they make to you under IRC Section 170. You're also
qualified to receive tax deductible bequests, devises, transfers or gifts under Section 2055, 2106, or 2522. This
letter could help resolve questions on your exempt status. Please keep it for your records.
Organizations exempt under IRC Section 501(c)(3) are further classified as either public charities or private
foundations. We determined you're a public charity under the IRC Section listed at the top of this letter.
If we indicated at the top of this letter that you're required to file Form 990/990-EZ/990-N, our records show
you're required to file an annual information return (Form 990 or Form 990-EZ) or electronic notice (Form
990-N, the e-Postcard). If you don't file a required return or notice for three consecutive years, your exempt
status will be automatically revoked.
If we indicated at the top of this letter that an addendum applies, the enclosed addendum is an integral part of
this letter.
For important information about your responsibilities as a tax-exempt organization, go to www.irs.gov/charities.
Enter "4221-PC" in the search bar to view Publication 4221-PC, Compliance Guide for 501(c)(3) Public
Charities, which describes your recordkeeping, reporting, and disclosure requirements.
Sincerely,
Stephen A. Martin
Director, Exempt Organizations
Rulings and Agreements
DEI High Impact Grant
24-25 Application
Part 1 Basic Information
1) Organization Name *
Monarch Hills Education
2) 501(c)(3) - employer identification number *
87-4259372
3) Fiscal Agent *
Monarch Hills Education
4) Project/Program Name *
DEI Growth Program for Monarch Hills
5) Requested Amount *
$20,000.00
6) Name of Person Completing Application *
Monarch Hills Grant Committee
7) Name of Person for Grant Communication for Grant Cycle (if different from above)
8) Organization Mailing Address *
Street Address
PO Box 1136
Address Line 2
City
Boulder Creek
State/Province/Region
California
Postal/Zip Code
95006
Country
United States
9) Phone *
(307) 699-0180
10) E-mail
monarchhillseducators@gmail.com
Part 2 Organizational Information
1) Purpose/Mission Statement *
Monarch Hills is an enrichment program that allows homeschooled children to learn through hands-on exploration in a community with their peers
and teachers and through engagement with the environment. We are committed to creating a learning environment that values creativity,
imagination, and critical thinking, and that inspires students to develop a lifelong love of learning. We aim to cultivate in our students a deep sense
of social responsibility and respect for the natural world, and to instill in them the confidence and skills they need to thrive in an ever-changing
world. In all we do, we are guided by the belief that every child deserves an education that nurtures their full potential.
2) Briefly describe your organization’s purpose, vision, primary activities, and operating structures *
Purpose
Monarch Hills is a nature-based homeschool enrichment program for children grades TK through 6th. The program is a sub tenant of CityFarm SLO
and currently has 30 families, and 45 students enrolled for the 2024-2025 program year. In summer 2024, we had 77 students attend summer
camps. The purpose of the program is to serve local families by giving them experiences that they normally would not have access to.
Vision
Monarch hills, envisions a future in which our students are creative and critical thinkers, with a deep appreciation for the natural world, and the
interconnectedness of all things. We aspire to be a model for sustainable and socially responsible education, and to create a community of learners
who are committed to making a positive difference in the world. We strive to empower students with knowledge, skills and confidence they need to
become responsible, compassionate, and engaged members of their communities. Our vision is to be a beacon of light for education that is
grounded in compassion, social responsibility and a deep reverence for life.
Primary Activities
Monarch Hills offers multiple day enrichment options, including one to five-days per week.
-Academics offered throughout the day, all children will regularly:
-Work in writing journals, supported by an educator, and at their own developmental level
-Practice sketching a variety of natural materials found on the farm
-Participate in cooking activities that involve measurement, counting and fractions
-Participate in running our farm stand, involving money math
-Participate in book clubs, sharing chapter books that grasp their attention and imagination
-Explore and learn practical skills:
-Exploration with real tools and materials including learning to operate garden, woodworking and cooking tools
-Gardening and caring for the farmland along with daily food preparation
-Social Emotional development:
-We believe that one of our most important responsibilities is to support children through the mastery of living and collaborating in
community with others.
-We believe that problem solving mastery takes consistent and plentiful practice. For social and emotional growth to be intentional, the
children must be offered ample open-ended and child-led play, under the supervision of a facilitator ready and willing to offer support
Operating Structures
Monarch Hills is an approved tax exempt 501(c)(3) operating under a Board of Directors. Day-to-day activities are led by two educators. We are an
approved vendor of Heartland Charter School which subsidizes homeschool families with funds for enrichment.
3) Name of Executive Director *
Hali Anaya and Erin Stehli - Co Program Directors
4) Number of paid staff (full or part-time)*
Monarch Hills currently employs two full-time educators and one part-time educator.
5) Number of volunteers *
Currently serving 30 families, all of which volunteer time to support the programming operations along with 5 volunteers on our Board of Directors.
Monarch Hills also has student interns through Cal Poly San Luis Obispo and Cuesta College.
6) Name of Board President or Chair *
Cat Placencia
7) Describe the community(ies) your organization supports *
Monarch Hills’ approach is designed to be a nurturing environment for students. Supporting each child to see themselves as capable learners, to
recognize their own strengths and contributions to the group, and feel safe in asking for help and support is the key to creating an environment
where each student can thrive. Our program supports homeschooled families:
-Working families with diverse socioeconomic backgrounds who want their children to have access to an inclusive alternative to public
education.
-A safe space for all students, including historically marginalized populations such as racial and ethnic minorities, LGBTQIA+, Limited English
Learner Students, and students with neurodiversity.
8) Approximate Annual Budget *
$181,000.00
9) Major Sources of Funding *
Currently, our funding comes from monthly participation costs with the majority of our families enrolled in Heartland Charter School. For those
families Heartland pays tuition for up to two enrichment days per week. In an effort to keep the program accessible to all participants who desire to
attend, keeping the cost of tuition low with supplementation of funding coming from donations and grants.
Part 3 Project/Program Information
1) Please provide an executive summary of proposed project/program (200 words max)*
Monarch Hills is an educational program that supports a variety of homeschooled learners from Tk-6 in SLO County. The DEI grant would allow us
the opportunity to provide tuition assistance, which would increase access for families with a lower socio-economic status. In addition, this grant will
support us in expanding our regenerative gardening and farming, which is particularly important for families struggling with food insecurity. Finally,
the grant would assist in increasing accessibility, particularly for our Spanish-speaking population.
Monarch Hills is requesting $20,000, which includes:
-$15,000 for tuition assistance for youth in economically disadvantaged households. Here, all children can thrive, particularly those that hold
underrepresented identities including racial and ethnic minorities, LGBTQIA+ and neurodiverse learners, etc.
-$3,800 for Regenerative Gardening and Farming for youth and families experiencing food insecurity.
-$1,200 for Spanish-speaking inclusive outreach. Monarch Hills is committed to creating an inclusive and welcoming space for all youth and their
families, while paying particular attention to Limited English Learner Students.
Monarch Hills recognizes the long history of discrimination and inequality within the educational system, and through the descriptions of the project
above we would be more of the solution in helping to break down those barriers.
2) Total project cost *
$87,000.00
3) Requested Amount *
$20,000.00
4) Please provide a detailed description of proposed project/program (not to exceed 1,000 words)*
The DEI Grant will help us achieve our goal by allowing Monarch Hills to have a broader reach, therefore creating access and breaking down barriers
to underserved and underrepresented members of the SLO community. The grant will allow Monarch Hills to offer more to homeschooled families
and serving the diverse learning needs of our community by:
-Implementing a Tuition Assistance Program: providing financial assistance for children who would otherwise not have access to the program
-Inclusive Outreach & Engagement Campaign: investing in inclusive outreach to attract even more diverse students to the program
-Regenerative Gardening & Farming Program: helping enhance the regenerative gardening and farming aspects of the program.
Implementing a Tuition Assistance Program
First, providing financial assistance would support low-income families for whom a Monarch Hills program currently is out of reach. Homeschooled
families of San Luis Obispo County with low-socioeconomic status and those who hold marginalized identities will benefit from tuition assistance.
These families and children deserve to have equitable access to Monarch Hills. San Luis Obispo County has a large discrepancy between income and
cost of living. Recent research notes that the cost of living in the county is 32% above the national average, and average wages are 15% below the
national average[1]. Though this is just a statistic, the lived experience of these numbers is echoed throughout our community. A current Monarch
Hills family member states, “We want the best educational programming for our child, like any parent. Our current income on one salary makes it
nearly impossible to survive when the cost of living is so high in San Luis Obispo County. We are hopeful to make it work, but having access to a
tuition assistance program allows us to remain in this [program] and community where our son is thriving. We want nothing more than that!” As this
family states, they are unsure about long-term enrollment in the program due to the continued increase in cost of living and tuition. Through tuition
assistance, we can not only increase enrollment, but can retain current families that are struggling or need another parent to enter the workforce.
Beginning with tuition support for day camps in Summer 2025, Monarch Hills will expand its enrollment to create a more economically diverse
community. We propose to institute a sliding scale tuition framework using annual income guidelines established by the CA Department of Housing
& Community Development. In 2022, annual low-income guidelines for a SLO County family of four ranged from $16,400 (acutely low income) to
$87,500 (low income). For example, a child from a family with acutely low income would receive more financial assistance to attend than someone
with median income and would be directly in correlation to need.
Monarch Hills providing financial assistance would allow program expansion in several ways:
-Low-income children currently attending could increase the enrichment hours they are receiving.
-Financial assistance for low-income/need based families.
-New low-income/need based families would gain access to Monarch Hills innovative programming.
Regenerative Gardening & Farming Program
Next, we would like to provide greater access to regenerative gardening and whole food exposure to the students at Monarch Hills.“It is important to
recognize that income often provides access to resources that promote good health—like good schools, health care, healthy food, and safe
neighborhoods. Conversely, having a higher income can also help individuals avoid health hazards like air pollution and subpar housing conditions.
As a result, low-income groups in the U.S. are more vulnerable to a variety of health issues compared to their higher-income counterparts.
Throughout this assessment, we found this to be true in SLO County as well, with low-income groups more likely to rate their health more poorly.”-
SLO Health Counts. Our goal is to grow, harvest, and prepare meals daily. Currently we provide daily snack for the students and would like to expand
to include lunch. San Luis Obispo county schools provide free lunch to students, and Monarch Hills would like to make it equitable for all students
attending this program. Studies show that children are more likely to try and eat fruits and vegetables they have grown and harvested. We strive to
open minds and palates of our program children through food, creating lifelong healthy habits of nutrition and land-food-human
interconnectedness.
Inclusive Outreach & Engagement Campaign
Finally, to continue creating accessibility for students and families within the program, we would like to create Spanish-language applications,
enrollment paperwork, and update our website to include a Spanish-language section. According to SLO Health Counts, 12.5% of SLO County
residents speak Spanish at home. “Having a limited English proficiency in the U.S. can be a barrier” to accessing health and educational services.
Providing these resources to a more diverse group of families will help provide access to the program at Monarch Hills.
5) Describe the community/population the project/program will support *
Monarch Hills aims to support the larger community of San Luis Obispo County, particularly children and families that have been less successful in
the current educational system. This may include historically marginalized populations including racial/ethnic minorities, Limited English Learner
Students, LGBTQIA+ families, and neurodiverse learners (including, but not limited to ADD/ADHD, autism spectrum, sensory processing and
developmental delays). Monarch Hills aims to support these children and families by creating an educational experience that is individualized and
strengths-based where children can feel capable and valuable.
With financial support, Monarch Hills can help low-income parents wanting their children to have this support and experience. In addition to the
families directly served by Monarch Hills, our community will be able to support a more diverse population from which all children will directly
benefit. When children learn alongside and have real life examples of diversity, they become confident and feel safe with differences they encounter
in life.
6) Describe the equity gaps and community needs this project/program will address in the City and community of San Luis Obispo.*
Monarch Hills aims to reduce the education and health equity gaps that exist within the greater San Luis Obispo community. Monarch Hills provides
our area with a diverse educational program that fills gaps both in equity and opportunity. Firstly, there are few options for affordable alternative
educational programming in SLO County unless you have the privilege to pay tuition. By offering financial assistance, we reduce the educational
equity gap and increase access for all families. This intervention will be most likely to benefit historically marginalized populations. Next, we will
reduce the health equity gap by increasing access to regenerative gardening and farming and increasing access to whole, nourishing foods. This is
particularly important for families of low socio-economic status that may not have financial resources or struggle with food insecurity. Finally,
through more inclusive outreach and marketing efforts, we will be able to reach more racially and ethnically diverse families, particularly Spanish-
speaking families.
7) Provide detailed timeline for project implementation (monthly or quarterly).*
January 2025: Update the website with accessible language. Accept scholarship applications from current families who may be low-income, and may
want to increase the number of days their child(ren) attend. Begin implementing sliding scale financial assistance protocol ready to give as available.
February - May 2025: Build out farm land areas according to plan (dependent on most immediate need).
February – May 2025: Recruit new families to visit Monarch Hills, using social media, our website, and community events, including more intentional
DEI outreach. Apply for more grants in support of the program project goals.
May 2025: Annual open house for current and prospective families.
August – December 2025: Continue sliding scale financial assistance protocol ready to give as available.
8) List any partnerships/collaborations that are supporting this project/program and their roles *
-Monarch Hills is an approved vendor for Heartland Charter School, which subsidizes up to two days/week of tuition for Heartland students.
-City Farm SLO leases land to Monarch Hills Education.
-Monarch Hills has an intern partnership with CalPoly & Cuesta College. The internship programs assist college students with hands-on learning in
their field of choice including education, marketing, construction and more.
9) Describe your plan for sustainability beyond the City’s one-year award funding *
The Monarch Hills Education Board of Directors is committed to a diverse community and will actively fundraise to increase enrollment to include
children from different backgrounds, needs, and socioeconomic statuses while growing the program in a fiduciarily responsible and sustainable way.
This can be achieved in several ways, including:
-Continued support from Heartland Charter School
-Increased numbers of paying families
-Donations and grants
-Student-led fundraisers including community dinners, selling artwork, and running a farm stand
10) Describe the plan for promoting this project within the City of San Luis Obispo *
Monarch Hills holds yearly booths in community events such as City Farm SLO’s annual sheep shearing event.
With this grant, we would be able to continue doing these events, and build on our marketing and exposure, utilizing a DEI lens such that students
and families see that they have a place at Monarch Hills:
-Pride events, Dia de los Muertos celebrations, Earth Day Fair, Juneteenth, etc.
-Having greater access to culturally-inclusive meals
-No dress codes-students can freely express themselves fully and feel safe in their community
-Monarch Hills would like to start a DEI Committee with parents, educators, and Board members to continue our work of inclusivity to current
families, as well as how to market to families using a DEI lens.
11) Est. Number of people served through this project/program *
While we are exponentially excited to be providing families and children with a lifelong and interconnected learning that will go forth for generations.
Starting with the original 25 families and touching lives with each new enrollment. Each year approximately 60-100 families will be served through
the program and its offerings. We are also proud to provide a small level of steady employment for our staff with two full-time educators and one
part-time educator. With the growth we are expecting to increase that number as well.
12) Est. Number of SLO City Residents served through this project/program *
We recognize the long term impact of having this program thrive and serve the diverse needs for SLO City and area youth is immeasurable. Directly,
we estimate approximately 35-50 SLO City resident families per year will be served through the opportunities and experiences presented within this
program. With the DEI grant, we hope to reach over 1,000 people through outreach efforts like tabling at SLO City community events.
13) In the table below include a minimum of four (4) metrics or performance outcomes that relate to
the implementation/success of the project. Examples include: # of SLO City residents served, # of
referrals provided to individuals seeking social services, # of trainings completed, # of cultural
event attendees reported a 10% increase in knowledge and application of DEI practices, etc.
Example: # of cultural event attendees reported a 10% increase in DEI knowledge and application
Metric #Indicators of Success / Measurable Outcomes
1 Financial Assistance to increase days/week for five low-income/need based children in January-May 2025 (5 tuition
subsidies, maximum of two additional days/week for five months = $11,250)
2 Develop, approve, and publish a sliding-scale/need based financial assistance framework for the 2025-2026 program
year. (Created, approved by BOD, and ready to use by July 1, 2025).
3 Increase in the nourishing meals provided by the program, including snack and lunch, and a higher yield of produce
produced by the program, to also sell at the farm stand.
4 Increase in enrollment of students from historically marginalized groups, such as neurodiversity, LGBTQIA+, Limited
English Learners, etc. by 10%.
DEI statement *
that includes Applicants’ understanding and application of DEI, Affirming language that creates access and a sense of belonging in our community
apart from grant, and Explain how this project will advance DEI in the City of SLO.
1. Monarch Hills DEI Statement.pdf 53.84KB
Detailed budget *
Including how the total requested amount of grant would be spent.
2. Monarch Hills Detailed Budget.pdf 95.7KB
Organizational chart.*
3. Monarch Hills Organizational Chart .png 12.76KB
Federal Tax-Exempt Status *
4. Monarch Hills Federal Tax-Exempt Status.pdf 1.08MB
Diversity,Equity,and Inclusion
Statement
Monarch Hills Education is a homeschool enrichment program that is rooted in the
philosophy that children will thrive when given the chance to develop in their own unique
way.Our mission is to provide a safe space for all homeschoolers that celebrates and
embraces children of differing races,gender identities,abilities and neurotypes.We are
committed to creating an environment that values creativity,imagination,and critical
thinking,and that inspires students to develop a lifelong love of learning.
Our program holds both learning through play and social emotional development as top
priorities.One of our most important responsibilities is to support children through the
mastery of living and collaborating in a diverse community.We recognize the
abundance of differing needs that each child has as an individual,and we strive to build
a community that is flexible to the needs of each child.This approach is designed to be
a nurturing environment for a group with a diverse set of neurotypes.Supporting each
child to see themselves as capable learners,to recognize their own strengths and
contributions to the group,and feel safe in asking for and offering help and support is
the key to creating an environment where each child can thrive.We aim to cultivate in
our participants a deep sense of social responsibility and a respect for the natural world,
and to instill in them the confidence and skills they need to thrive in an ever-changing
world.Making space for children to work in community alongside their peers in a fully
inclusive and supportive environment allows for rich conversation about the differences
and unique points of view each person brings to the group.
Income
Program Income Membership Income 150,779.00$
Registration & Materials 16,998.00$
Existing Fundraising/Grants/Donations 13,760.00$
Total New DEI Grant Funds $ 20,000.00
Operating Expenses
Farm Lease 2,000.00$
Equipment Purchase 4,500.00$
Animal Care 500.00$
Repair/Maintenance 900.00$
Administrative Accountant 2,825.00$
1,500.00$
3,264.00$
1,000.00$
2,500.00$
Salary & Wages 114,200.00$
$ 2,500.00
$ 2,500.00
21,292.00$
Program Expenses 2,000.00$
800.00$
1,000.00$
300.00$
600.00$
Worker's Comp
GL/BOD Insurance
License/Legal
BrightWheel
Educators
Gardening Program
DEI Outreach
Payroll Taxes
Meals / Water
Summer Camp
Program Supplies
Office Supplies
Marketing
Student Tuition Assistance $ 15,000.00
Total Operating Expenses $ 179,181.00
Net Ending Balance 22,356.00$
Total Income $ 201,537.00
Monarch Hills Education
Budget July 2024 - June 2025
Red ink indicates where DEI Grant funds
would be applied
DEI High Impact Grant
24-25 Application
Part 1 Basic Information
1) Organization Name *
National Alliance on Mental Illness San Luis Obispo County
2) 501(c)(3) - employer identification number *
770099671
3) Fiscal Agent *
Not applicable
4) Project/Program Name *
Mental Health Resource Outreach Campaign
5) Requested Amount *
$11,364.00
6) Name of Person Completing Application *
Tina Clark
7) Name of Person for Grant Communication for Grant Cycle (if different from above)
8) Organization Mailing Address *
Street Address
PO Box 3158
Address Line 2
City
San Luis Obispo
State/Province/Region
CA
Postal/Zip Code
93403
Country
United States
9) Phone *
(805)305-0246
10) E-mail
tinaclark.nami.sloco@gmail.com
Part 2 Organizational Information
1) Purpose/Mission Statement *
NAMI San Luis Obispo County is an affiliate of the Nation’s largest grassroots mental health organization dedicated to building better lives for the
millions of Americans affected by mental illness.
2) Briefly describe your organization’s purpose, vision, primary activities, and operating structures *
Purpose: NAMI SLO County is made up of a group of volunteers and trained individuals who have been impacted by mental illness. We exist to
advocate for, educate, and support individuals and their loved ones that are seeking recovery and trying to navigate the mental health system.
Unlike other mental health related organizations in the area, we do not provide services. We work to get rid of the stigma associated with mental
illness and promote and improve available resources.
Vision: It is our hope that in the future, mental illness will no longer thwart a person’s fulfillment of his or her potential and that stigma will no longer
keep people from getting the help they need in the form of early diagnoses, interventions, targeted medications, and services. Ultimately, we
envision a day when prevention or a cure is found.
Primary Activities: NAMI SLO County focuses on providing education, support, resources and advocacy to individuals impacted by mental health
conditions and their family members, friends, and caregivers. We hold monthly education meetings in downtown SLO, with program speakers on
relevant topics; monthly family support groups (online and in person); and two types of 8-week courses held at least twice per year in the City of SLO.
We produce a monthly newsletter and present at the Crisis Intervention Trainings put on by the County Sheriff ’s Department of which the City of SLO
PD is a major participant.
Operating Structure: NAMI SLO County is an affiliate, Board-driven nonprofit servicing the entirety of San Luis Obispo County. We are an
independent 501(c)(3) with an affiliate agreement with the National Alliance on Mental Illness. We have a nine-member volunteer, working board
with a single, newly created part-time staff position. All of our education, outreach, and advocacy activities; such meetings, monthly newsletters,
support groups and classes; are open to everyone and are currently all run by volunteers. Membership to our organization includes membership in
NAMI National and the NAMI California State affiliate. Our Alliance includes more than 700 NAMI State Organizations and affiliates who work in the
community to raise awareness and provide support and education to those in need.
3) Name of Executive Director *
Tina Clark
4) Number of paid staff (full or part-time)*
.5
5) Number of volunteers *
20
6) Name of Board President or Chair *
Brian Atwell
7) Describe the community(ies) your organization supports *
NAMI SLO County supports a wide range of communities as mental health conditions can affect persons of any age, gender, race, religion, income,
education, and home; and we embrace diverse backgrounds, cultures and perspectives.
We welcome all who are trying to understand or live with the mental illness of a relative, a friend, or themselves, including families and caregivers.
We recognize the unique mental health challenges faced by youth and young adults, the LGBTQ + community, veterans and active military members,
unhoused individuals, individuals involved in the criminal justice system, faith communities, non-English speaking persons, first responders, and
healthcare and service providers.
8) Approximate Annual Budget *
$51,000.00
9) Major Sources of Funding *
Donations
Fundraisers
Part 3 Project/Program Information
1) Please provide an executive summary of proposed project/program (200 words max)*
Mental health conditions can impact anyone regardless of age, gender, race, ethnicity, income, etc., yet services and support programs in our area
remain in short supply. Though many are located within the City of SLO, they are often difficult and frustrating for residents and visitors to navigate.
Systemic factors deepen this challenge, including health insurance status and privacy laws; housing status; addiction treatment needs; and for many
suffering from severe psychosis, the symptom of anosognosia - lack of awareness of the disease impacting them.
The project encompasses a four-prong approach to increase knowledge about and improve access to mental health resources. First, is to create a bi-
lingual mental health resource guide that address the above systematic factors. The second is to promote the guide and the education and support
programs offered by NAMI SLO County by networking with a targeted list of City of SLO based organizations and institutions representing diverse
communities. The third is to lift the stigma and spread the word directly to the populace by community event tabling. The final prong is to provide in
person support to one of the most visible and yet neglected groups that face high levels of mental health challenges – unhoused individuals.
2) Total project cost *
$11,714.00
3) Requested Amount *
$11,364.00
4) Please provide a detailed description of proposed project/program (not to exceed 1,000 words)*
The National Alliance on Mental Illness cites that one in five members of the population suffer from some sort of mental health condition. These
conditions can impact anyone regardless of demographics such as age, gender, race, ethnicity, income, religion, etc.
SLO County has a known shortage of local mental health resources. Though most of these resources are located in the City of SLO, residents and
visitors face many systemic barriers in accessing them, often in unexpected and surprising ways. For instance, a teen with health insurance coverage
attending Laguna Middle School may find it more difficult to locate and obtain mental health services than a classmate with no coverage. An
unhoused resident encamped along the Bob Jones Trail might not qualify for housing assistance because of mental health and addiction treatment
needs, but can’t get this needed treatment because of their housing situation. For a Cal Poly student suffering from unexpected and severe
psychosis, health privacy laws can prevent family support and assistance, particularly if they are experiencing, the symptom of anosognosia - lack of
awareness of the disease impacting them.
NAMI SLO County has put together a four-prong approach to increase knowledge of and access to mental resources to City of SLO residents. As the
City of SLO serves as the headquarters for many County-provided mental health services and countywide organizations representing particularly
vulnerable populations, it is anticipated this program’s positive impacts will have a spillover effect beyond City boundaries.
• Mental Health Resources Guide – English and Spanish
The City of SLO houses the bulk of mental health resources available in the region, yet there is a lack of a concise, centralized guide on what these
services are and how City residents and visitors can access them. NAMI SLO County will use DEI High Impact funds to create a bi-lingual guide
(English and Spanish versions) that will list out mental health resources with different navigations strategies for different types of situations. An
electronic version of the guide will be available on NAMI SLO County’s website and promoted through social media channels and the outreach
strategies detailed in this proposal. A small amount of hard copy documents will be produced for individuals without online access and to be used
as a demonstration tool/sample during in person meetings, presentations, and event tabling activities. The number of hard copy guides distributed
and electronic guide downloads will be tracked.
• Targeted Organization Networking and Outreach
Though mental health conditions can strike anyone, there are some populations that are more vulnerable, such as but not limited to youth, senior,
veteran, LGBTQ+, and unhoused populations. NAMI SLO County will join the City of SLO Chamber of Commerce and use their resources to help
develop a list of 24 targeted organizations that represent a broad spectrum of the community including these vulnerable populations. The list is
expected to include nonprofit organizations; medical, educational, and religious institutions; and private businesses that service these specific
populations and others impacted by mental health conditions.
NAMI SLO County will schedule and hold meetings with the leadership of each organization to share information about its educational resources,
including the new Mental Health Resources guide and NAMI’s monthly education programs held in the City of SLO, support group meetings, and 8-
week course offerings. NAMI SLO County will also offer to present and follow-up with general membership or employee presentations.
Outcomes will be measured through number of organizations outreached, follow up presentations made and attendees, and monitoring of
attendance increases of City of SLO residents at NAMI SLO County meetings, support groups, and classes, along with surveying of how attendees
heard about the meeting.
• Community Event Tabling
The general populace of the City of SLO will be targeted through tabling at community events. Specifically, NAMI SLO County will have a table at nine
downtown SLO Farmers’ Markets and two permitted special events held within the City of SLO.
NAMI SLO County would acquire new display materials, create and produce a Spanish version of its cornerstone brochure and communication
postcard, and create and produce refrigerator magnet giveaways that list mental health resources phone numbers and website addresses.
Outcomes will be measured by number of events tabled, number of handouts and promo items given away, and an estimate of positive community
member engagements at each event.
• Unhoused Individuals Support Group
Many of the City’s unhoused individuals are particularly vulnerable to mental health conditions and face systematic challenges in obtaining needed
treatment. Several suffer from severe psychosis and the symptom of anosognosia and most all wrestle with trauma resulting from the undue
hardships of being unsheltered. Also, often overlooked is the tremendous stress experienced by folks when the opportunity arises to transition back
into housing.
Systematic barriers that often prevent these individuals from receiving needed mental health services include privacy laws that prevent or limit
family member support, lack of addiction treatment services, transportation barriers, and limited or no computer and phone access. Even if an
unhoused individuals were to know about a specific service or support program, for instance a NAMI Peer-to-Peer class, without computer access
and reliable transportation, they couldn’t access them.
DEI high impact funds would be used to set up an ongoing mental health related support group at an existing homeless shelter located within the
City of SLO. In addition to providing coping strategies and mental health resource information and navigating tips by a trained facilitator at an easily
accessible and trusted location, NAMI SLO County will work to have service representatives from County Behavioral Health and other agencies and
organizations attend specific meetings to increase direct access to services and support. This would eliminate many of the barriers faced by
unhoused people, such as being asked to leave a phone message, but not having any means to receive a return phone call.
Twelve meetings would be held throughout the grant term. They would include refreshments and day use bus passes would also be distributed to
assist folks with transportation challenges in getting to service providers. Outcomes will be measured by participation and feedback.
5) Describe the community/population the project/program will support *
The proposed project supports a broad range of the population, as mental health conditions can affect persons regardless of demographics, but it
also targets specific populations known to be more vulnerable to mental health challenges and impacts. Specific populations that will be targeted
include youth and young adults, LGBTQ + community, veterans and active military members, caregivers unhoused individuals, individuals involved in
the criminal justice system, and faith communities. The proposed program also contains specific elements targeting Spanish-speaking individuals
and unhoused folks.
6) Describe the equity gaps and community needs this project/program will address in the City and community of San Luis Obispo.*
There is a large need for increased education of mental health resources available to City of SLO residents and visitors. The stigma surrounding
mental health conditions makes it difficult for individuals experiencing mental health challenges and their loved ones to discover and navigate local
mental health resources. This can prove even more challenging for non-English speaking individuals and unhoused individuals. Non-English-
speakers, such as those that only speak Spanish, face an additional language barrier when trying to research mental health related programs and
resources and most outreach materials are not bi-lingual. Unhoused individuals face unique challenges in accessing online services (lack of
computer access) and in person services because of limited or no phone access and transportation.
7) Provide detailed timeline for project implementation (monthly or quarterly).*
January – March
o Resource Guide development, production, and electronic distribution
o Target organization network list development
o Targeted organization meeting scheduling and meeting kick off
o Community booth display materials production and procurement
o NAMI Brochure and communication postcard Spanish translation and production
o Resource phone number magnet production
o Community Booth event scheduling
o Program metrics baseline data gathered for ongoing NAMI meetings, support groups, and classes
o Unhoused Individuals Support Group logistics and planning and initial meeting(s)
o Bus Pass Procurement
o First quarter grant reporting metrics tabulated
April – June
o SLO Chamber of Commerce Expo Participation
o Organization meetings and follow up presentations
o Event tabling
o Unhoused support group meetings
o Grant measurement data compilation
o Second quarter grant reporting metrics tabulated
July- September
o Completion and submittal of mid-year grant report (July)
o Organization meetings and follow up presentations
o Event tabling
o Unhoused support group meetings
o Grant measurement data compilation
October - December
o Organization meetings and follow up presentations
o Event tabling
o Unhoused support group meetings
o Grant measurement data compilation
o Fourth quarter grant reporting metrics tabulated
Post Grant Term
o Completion and submittal of final grant report
o Return of any upsent funds
8) List any partnerships/collaborations that are supporting this project/program and their roles *
CAPSLO 40 Prado Homeless Center – informal outreach made with initial positive reply to serve as location to host Unhoused Support Group
meetings. Formal inquiry and response pending grant award outcome.
Transitions Mental Health Association (T-MHA) - through a Memorandum of Understanding T-MHA conducts two NAMI Signature Peer to Peer 8-
week courses per year as well as promotes other NAMI SLO County courses, programs, and activities.
9) Describe your plan for sustainability beyond the City’s one-year award funding *
NAMI SLO County plans to annually update the Resource Guide and announce the updated version availability through our newsletter, social media,
and ongoing networking. Small numbers of hard copies will continue to be produced for access and demonstration purposes.
Networking with community organizations and institutions will continue to occur, with new outcome goals and outreach targets established each
year. NAMI SLO County also plans to continue community event tabling with the new display materials created through the DEI high impact grant
funds.
It is hoped that the Unhoused Support Group meetings will become a permanent fixture at a homeless center located within the City of San Luis
Obispo, with support from both NAMI SLO County and other partners established through the organization networking implemented as part of this
grant program.
10) Describe the plan for promoting this project within the City of San Luis Obispo *
NAMI SLO County will immediately issue a press release to news and media outlets upon notification of award of grant funds. Announcements will
also be made in our organization newsletter and at organization meetings and classes. The project will be promoted within the City of SLO through
the targeted organization networking and presentation and community event tabling outlined in this proposal. Additionally, NAMI SLO County will
attend and participate in City of SLO Chamber of Commerce events and activities, including having a table at the May Expo.
11) Est. Number of people served through this project/program *
45,000
12) Est. Number of SLO City Residents served through this project/program *
15,000
13) In the table below include a minimum of four (4) metrics or performance outcomes that relate to
the implementation/success of the project. Examples include: # of SLO City residents served, # of
referrals provided to individuals seeking social services, # of trainings completed, # of cultural
event attendees reported a 10% increase in knowledge and application of DEI practices, etc.
Example: # of cultural event attendees reported a 10% increase in DEI knowledge and application
Metric #Indicators of Success / Measurable Outcomes
1 Listing of organizations and their size (membership or employees), that were met with and provided education and
outreach resources.
2 # of follow-up presentations conducted and estimated # of attendees, brochures (by language), postcards, and magnets
distributed.
3 # of community events tabled and estimated # of community member engagements, brochures (by language),
postcards, and magnets distributed for each one.
4 # of Resource Guide “website hits/downloads”.
5 # of Unhoused Support Group meetings held along with attendance figures.
6 Increases in # of attendees of NAMI monthly meetings, ongoing support groups, and 8-week courses, along with # of
known City of SLO resident attendees.
7 Survey results of how attendees of NAMI monthly meetings, ongoing support groups, and 8-week courses heard about
the activity.
DEI statement *
that includes Applicants’ understanding and application of DEI, Affirming language that creates access and a sense of belonging in our community
apart from grant, and Explain how this project will advance DEI in the City of SLO.
DEI Statement.pdf 110.65KB
Detailed budget *
Including how the total requested amount of grant would be spent.
DEI Grant Budget - Final.pdf 455.64KB
Organizational chart.*
Organization Chart.pdf 49.2KB
Federal Tax-Exempt Status *
NAMI SLOCO 501c3 (2).pdf 943.2KB
NAMI San Luis Obispo County
PO BOX 3158
San Luis Obispo, CA 93403
www.namislo.org
STATEMENT OF DIVERISTY, EQUITY, & INCLUSION
At both the local and national level of NAMI, we believe a diverse, inclusive, and equitable alliance is one
where all employees, volunteers, and members — regardless of gender, race, gender identity, ethnicity,
national origin, age, sexual orientation, education, disability, veteran status, or other dimension of
diversity — feel valued and respected.
NAMI SLO County has had a Board of Directors adopted “Diversity, Inclusion, and Nondiscrimination”
policy in place and posted on the main page of our website (https://www.namislo.org/) since April,
2018. This policy supports our mission to provide advocacy, education, support and public awareness so
that all individuals and families affected by mental illness can build better lives.
As part of our application of this policy, NAMI SLO County ’s 2024/2025 Action Plan has set a measurable
goal to network with community organizations with a stake a mental illness, with the ultimate goal of
developing education programs that target specific populations - those more vulnerable to social and
systematic exclusion due to reasons of health, sexual orientation, religion, culture, ethnicity, gender,
physical or mental disability, among others.
This project advances DEI in the City of SLO by specifically coordinating with City of SLO based
organizations that represent and support vulnerable populations groups. Sharing clearly identified local
mental health resources and meaningful recommendations on how to navigate the system ultimately
reduces barriers to all individuals and their family members needing mental health related support and
services.
Cost Cateogory Description
DEI High
Impact
Funds In-kind
Volunteer
Hours
Mental Health Resources Guide
Research and development Exec Dir - $30/hr @40hrs 1,200$ 24
Production - design, trans, printing PDFs, 100 sets Eng/50 sets Span- 8 color sides 750$
Grant Admin - Reporting Exec Dir - $30/hr @ 2hrs 60$
Targetted Organization Outreach
SLO Chamber of Commerce Membership and Expo Table 714$ 8
Scheduling, Meetings, Presentations Exec Dir - $30/hr, 24 org @ 4hrs each 2,880$ 36
Outreach Materials & Supplies English NAMI Brochure and postcards 100$
Grant Admin - Reporting Exec Dir - $30/hr @ 2hrs 60$
Community Event Tabling
Scheduling/Staffing Coord Exec Dir - $30/hr @ 8hrs 240$
Event Tabling Registration Fees Farmers' Market (9) + Special Events (2)815$
Booth Staffing Volunteers @11 events, set up & breakdown 66
Volunteer Supplies T-shirts, snacks, etc.150$
Outreach Materials - English NAMI Brochures, communication postcards 250$
Outreach Materials - Spanish Trans & printing 500 brochures/1,000 postcards 700$
Resource Magnet Giveaways Design & production for 1,000 450$
Display Materials Fabric screens, posterboards 750$ 24
Grant Admin - Reporting Exec Dir - $30/hr @ 2hrs 60$
Unhoused Inviduals Support Group
Planning and logistics Exec Dir - $30/hr @ 15hrs 450$ 24
Facilitator Fee $100 per 2-hour session @ 12 sessions 1,200$
Refreshments $20/session @ 12 sessions 240$
Bus Passes (day use)$3.25 each (day use), 15/session@12 sessions 585$
Grant Admin - Reporting Exec Dir - $30/hr @ 2hrs 60$
TOTALS 11,364$ 350$ 182
TOTAL PROJECT COST 11,714$
Mental Health Resource Outreach Campaign
Proposed Budget
DEI High Impact Grant
24-25 Application
Part 1 Basic Information
1) Organization Name *
Peace Academy of the Sciences and Arts (PASA) Our Roots/Our Routes: Living Histories of Belonging and Cultural Sustainability on California’s Central
Coast (OROR)
2) 501(c)(3) - employer identification number *
PASA: 83-0651198, OROR 27-2116150
3) Fiscal Agent *
PASA- Self, OROR - Ecologistics Inc.
4) Project/Program Name *
“Mawtini: Arab American Narratives of Home and Belonging”
5) Requested Amount *
$39,441.00
6) Name of Person Completing Application *
Sandra Sarrouf
7) Name of Person for Grant Communication for Grant Cycle (if different from above)
8) Organization Mailing Address *
Street Address
2335 Redwood Ct.
Address Line 2
City
Los Osos
State/Province/Region
CA
Postal/Zip Code
93402
Country
United States
9) Phone *
805-459-2055
10) E-mail
ssarrouf29@gmail.com
Part 2 Organizational Information
1) Purpose/Mission Statement *
Our Mission
To inspire a deep understanding of self and others through a learning culture that celebrates creative innovation, enriched collaborative experiences,
and connection through core human values
The core human values of focus:
Peace and Peacemaking, Humility, Compassion, Kindness,
Seeking Knowledge and Wisdom, Generosity, Gratitude, and Love.
Our Vision
A community of lifelong learners who become competent caretakers and peace leaders for our world
Our Roots/Our Routes
Our Mission: To support and strengthen diverse Indigenous, immigrant, and ethnic communities in sharing their living (hi)stories on the Central
Coast."
Our Vision: To create a greater sense of place-based belonging, representation, and connection among all Central Coast communities.
2) Briefly describe your organization’s purpose, vision, primary activities, and operating structures *
The Peace Academy of the Sciences and Arts is committed to serving as a model of excellence, coexistence, and peace on Earth, in partnership with
our parents and the larger community of SLO County.
Through real-world applications, students are empowered to learn more about each other, embrace differences, and learn how to build on each
other's strengths in a way that inspires creative innovation. We create holistic real world experiences in an eco-friendly and robust learning
environment with the most comprehensive standards in the sciences, the humanities, and the arts. Our programs are designed for students to
strengthen individuality, seek their potential, and maximize their opportunity to learn and contribute. We are dedicated to honoring each student
and what they bring to our culture. Students are led through their journey with a grounded sense of belonging, by a highly qualified and select group
of skilled educators dedicated to each individual’s reflective experiences. Through these experiences, our students become leaders who can grasp
the complexities of humanity and attain a better understanding of the world in which we live. While building bridges of respect among each other
and the environment, students experience the richness of coexisting among people of diverse faiths, cultures, and backgrounds.
The three pillars of Compassionate Leadership, upon which we base our curriculum and conversations are:
Self-awareness: For students to understand how to reflect and become confident in their own connection with nature and humanity on a spiritual,
social, artistic, and scientific level. For students to become emotionally intelligent, to empathize, and understand their interactions with others.
Global citizenship: For students to understand people’s diverse backgrounds, including faith, without judgment, in order to understand the
complexity of humanity and to become competent world citizens.
Social Justice and Environmental Stewardship: To establish a common thread of care for the world and its people; to understand the human impact
on the planet.
Operationally, the board leader leads the discussions with board members during regular meetings with insight from the community, teachers, and
families to make decisions, collectively, and progress towards our goals. The board leader also oversees teachers in the creation of thematic,
interactive, hands-on curricula with meaningful experiences that engage students in cognitive development, global perspectives relevant to current
events and responsive to community needs.
The board leader also is responsible for marketing efforts, community and donor connections, public relations, and fundraising.
Our Roots/Our Routes is a project that aims not only to preserve the past but to illuminate the living experiences of communities which continuously
shape the cultural landscape of our region. Our primary activities include gathering oral histories through interviews audio and/or video. We also
document cultural practices through photography and video of our immigrant, ethnic, and indigenous communities on the Central Coast. Anchored
in a commitment to the self-defined needs and interests of participants, Our Roots/Our Routes highlights the stories of cultural survival, resilience,
adaptation, resourcefulness, and innovation that undergird people’s patterns of being and belonging here. It is a project that celebrates the roots
and heritage that inform people’s sense of their history as much as it illuminates the routes by which they have entered the Central Coast—how they
adapt and create their lives here, how they build community, and how they reshape the world around them in the process.
OROR hosts a living digital archive, located on our website, accessible to the public centering diverse local histories that redefine our understanding
of community and belonging. As custodians of community stories, we collaborate with program participants on their terms, to share their stories in
ways that serve them, and that ultimately contribute to a richer sense of belonging and understanding of the past, present, and future of the Central
Coast for all of us. To date we have participated in four cultural documentation projects and gathered over thirty oral history interviews. Some are
currently available on our website while others are still being transcribed, edited, and uploaded.
OROR’s operational structure consists of four main individuals who are also board members. OROR has a project director, 2 project partners and 1
project collaborators. OROR also has volunteers who helps to support interviews, community connections, and transcribing of interviews. Regular
monthly meetings are held with the project director and project partners. Collaborators and volunteers are always welcome to participate. Decisions
are made by consensus.
Each project partner and collaborator shares the individuals and communities they plan to connect with, their process and share how community
building is occurring. The project director handles all administrative duties. All donate their time, expertise, lived experience, and passion for social
justice and cultural belonging in bringing to life these stories.
3) Name of Executive Director *
PASA- Board Run, OROR- Board Run
4) Number of paid staff (full or part-time)*
PASA- 4 (part time seasonal teachers), OROR- 0 (hired interns occasionally to support editing)
5) Number of volunteers *
PASA- 5, OROR- 5
6) Name of Board President or Chair *
PASA- Noha Kolkailah, OROR- Sandra Sarrouf
7) Describe the community(ies) your organization supports *
PASA: BIPOC students or students from marginalized and underrepresented communities in our SLO city community receive 95% of our full-ride
scholarships to attend the program. Other students benefit from the learning experiences and interactions with BIPOC, marginalized, or
underrepresented students. PASA students come from throughout SLO county but the majority do reside in the City of SLO.
OROR: Historically marginalized communities with emphasis on immigrant, ethnic and indigenous people's on the Central Coast.
8) Approximate Annual Budget *
$48,500.00
9) Major Sources of Funding *
PASA: Donors and parent contributions, occasional fundraising
OROR: Donors, community contributions, fundraising
Part 3 Project/Program Information
1) Please provide an executive summary of proposed project/program (200 words max)*
This project aims to create an oral history collection of Arab American narratives focused on themes of home and belonging. This entails both
collecting recorded interviews with individual community members as well as the participation of the wider Arab American community of SLO in the
review and evaluation of the collection. We will also create spaces for all city residents to engage with and learn from the oral histories, including a
digital archive and project website, and an interactive cultural event showcasing the narratives and promoting community dialogue. Our aim is to
disrupt and reframe the harmful ways that Arabs are portrayed in the media and dominant cultural narratives. Sharing the diverse stories,
memories, and perspectives of local Arab Americans can help dismantle negative stereotypes and address systemic inequities. These include the
absence of Arab American studies in our schools, the lack of public data on Arab Americans in SLO, and the exclusion of Arabs from racial equity and
DEI conversations. By enhancing community understanding and awareness of Arab American experiences as well as city efforts to acknowledge and
support its Arab American residents, we hope to foster a greater sense of belonging and visibility for Arab Americans in SLO.
2) Total project cost *
$50,000.00
3) Requested Amount *
$40,000.00
4) Please provide a detailed description of proposed project/program (not to exceed 1,000 words)*
“Mawtini: Arab American Narratives of Home and Belonging” aims to challenge status quo narratives about Arab American experiences in San Luis
Obispo. The project contains four components centering the voices and experiences of our Arab American community while creating opportunities
for learning and connection with our entire SLO community. These are:
1) An oral history project conducted with Arab Americans who live in SLO. This entails designing an interview guide, training interviewers (within
the Arab American community), identifying narrators, conducting interviews, transcribing and indexing recordings, and uploading these into a digital
archive.
2) An internal facing community workshop in which Arab American community members will be invited to participate in the review,
interpretation, and evaluation of the oral history collection.
3) A project website that will provide public access to the oral history interviews, photographs, videos, as well as the findings of the community
workshop described above.
4) An interactive cultural event open to the public, which will include a visual installation of the collection as well as a panel discussion to support
community-building and dialogue.
Oral history refers to the process of carefully and intentionally seeking, recording, preserving, and disseminating the memories, stories, and feelings
of diverse people. It particularly amplifies the voices of marginalized communities whose experiences and contributions are not traditionally
documented in conventional archives and are usually distorted in dominant social narratives. This documentation can serve as a powerful tool to
disrupt and reframe the ways that societies perceive certain underrepresented groups within our communities. This is particularly important for
Arab Americans, who are portrayed in mainstream media and popular culture in ways that perpetuate negative stereotypes: as religious extremists,
terrorists, oil rich Bedouin, oppressed women, and people who live in a constant state of war. These caricatured representations dehumanize Arabs
and devalue Arab life for many mainstream observers; they seldom reflect the actual experiences, perspectives, or lifestyles of the millions of people
who identify as Arab, both in the Middle East and in the United States. Such dominant narratives ignore the many contributions Arab Americans
make to our society, culture, and economy, locally and nationally.
By conducting oral histories with local Arab Americans, we hope to spotlight their real lived experiences that enrich our community. While we plan
to record oral histories past the one-year grant timeline, our aim during the funding year is to collect approximately fifteen long-form interviews,
with particular focus on local Palestinians (given the urgency to counter both the dehumanizing anti-Palestinian rhetoric circulated by the media and
the lack of public understanding of Palestinian experiences). While focusing on themes of home and belonging, Arab Americans will have teh
opportunity to tell their own stories: their historic roots and the routes they took to get here, their everyday life experiences in SLO, their practices of
cultural continuity, and more. Personal narratives provide a better understanding of the rich history, culture, and diversity of Arab Americans in our
city, as well as their contributions. This can help dismantle negative stereotypes, build intercultural communities, and address systemic inequities
discussed in question 6 below.
Community oral history projects go beyond creating an archive to fill a gap in the historic record. While that is certainly one important outcome, we
also want to foster dialogue within the Arab American community both to share common experiences and challenges, and to collectively determine
more tangible steps the city can take to better serve their needs and enhance their sense of belonging. The Arab American community will have first
access to listen to the collection. They will then be invited to participate in the review, interpretation, and evaluation of the interviews in a
community workshop (e.g. at the SLO Public Library Community Room). In small groups moderated by the project leads, participants will be asked
guided questions about what they thought were the most important, relatable, and salient issues raised by the narrators. This event will be video
recorded (with participant permission) for documentation purposes.
We will use the oral history narratives and the findings of this community discussion to create public spaces for learning, reflection, and interaction
for the wider SLO community. The first of these will be a project website through which we will share the oral history interviews in an accessible and
searchable format. The website will also include photographs, documents, and images of artifacts we may collect from the narrators, as well as a
short video of the community workshop and narrative summaries of the participants’ main findings, to illustrate to the visitor what Arab Americans
themselves value most from the testimonies. This website will allow SLO residents to learn about the life stories, experiences, and perspectives of
their fellow Arab American community members, for many years to come.
We will also host an interactive cultural event open to the public. The space will include a visual and auditory installation of the oral history project,
with excerpts from the interviews printed on posters along with QR codes to allow visitors to listen to the narrators’ voices (on their phones). Objects
of affection, documents, photographs, and other items shared by the narrators will also be shared.. The short film of the community workshop will
also be looped on a screen, to allow visitors to witness how oral history can foster intra-community dialogue. Visitors will have a chance to share
their own stories of home and belonging in a recording booth, to be loaded onto the project website. To build cross-cultural engagement and
understanding, we will hold moderated community circles during the event, during which visitors can be in conversation with the narrators and
other Arab American community members to discuss intersectional experiences, common challenges, and mutual opportunities. As food and
hospitality are important to Arab American culture, the event will include traditional cuisine provided by local Arab-owned restaurants. In addition to
providing new learning opportunities for non-Arab residents of SLO, such an event will ensure that Arab Americans feel seen and valued by their
community and are integrated into the spaces of their city.
5) Describe the community/population the project/program will support *
This project aims to enhance feelings of belonging among the Arab American community of San Luis Obispo. We do not have data on precisely how
many Arab Americans live in San SLO, because since 1944 Middle Eastern Americans have been classified as “white” by the U.S. Census Bureau. In
addition to homogenizing all people of Middle Eastern descent (who are of diverse ethnic, religious, and cultural backgrounds) into one group, it also
renders Arab Americans invisible as official data on this community is very hard to come by. As Arab Americans ourselves, we as project leads are
well connected within the community in SLO and understand the specific barriers that prevent many of us from feeling totally at home in this city.
This project also aims to dismantle barriers to knowledge of the Arab/Arab American experience among the wider SLO community. All residents of
SLO will therefore be served by our project goals, as they will have access to new knowledge about one of our most invisible communities of color in
the county. This project will also create opportunities for city residents to enhance their awareness of divisive topics, like the current war on Gaza, in
ways that will foster understanding and challenge stereotypes perpetuated by the mainstream media and popular culture.
In the second phase of this project, beyond the funding scope proposed in question 4 for the first year, we would like to provide training and support
for other underrepresented communities in SLO who would like to embark on similar oral history projects. This would include training in how to
design and implement oral history projects as well as equipment and technical support. Other community-generated storytelling projects will help
build connections and establish common cause between diverse underrepresented communities in our city.
6) Describe the equity gaps and community needs this project/program will address in the City and community of San Luis Obispo.*
One systemic issue we seek to address is the lack of information, understanding, and general knowledge within our community about the histories,
experiences, and needs of our Arab American community, particularly our Palestinian community. Although Palestinians (as other Arabs) are
constantly talked about on the news, they are rarely asked to speak about their own experiences. People who consume mainstream media
narratives that cast Arabs as “outsiders” are not given the chance to see Palestinians and Arabs in their full humanity, or to hear their side of the
story. This dehumanization has had disastrous consequences here in the U.S., which has seen a significant surge in anti-Arab and Islamophobic bias
incidents and hate crimes since October 2023, the highest reported by the Council on American Islamic Relations in its 30-year history.
The absence of fair and accurate media reporting about the Middle East and the Arab people is exacerbated by the fact that Arab American studies is
not taught in K-12 schools in California nor in most state universities, even though California is home to the largest population of Arab Americans in
the country (around 373,000, though this is likely much lower than the actual number). In 2019, lobby groups successfully pressured the California
Department of Education to remove Arab American studies from the Ethnic Studies Model Curriculum, including all mention of Palestine. The few
Arab American lessons that remain deal almost entirely with post 9/11 xenophobia against Muslim Americans. This creates the false impression that
Arab Americans are relatively “new immigrants” to the United State, though they first began immigrating to this country in the late nineteenth
century. And so, as historian Sarah Gualtieri (who pushes against this narrative) puts it, Arab Americans tend to be treated as though “they are
always somehow more Middle Eastern than they are American.” California in particular, she says, “hasn’t done a very good job of recognizing the
deep roots of the Arab community here.”
This image of Arabs as “new immigrants” also implies that they have not therefore been as historically impacted by this country’s legacies of race-
based discrimination, and Arab Americans therefore tend to be excluded from conversations about race, racism, and racial equity in the U.S. This
can be attributed to the fact that since 1944 Middle Eastern Americans have been legally labeled as “white” in U.S. census data. Rather than racial
discrimination, more attention is paid to Islamophobia (discrimination against Muslims), than on anti-Arab racism, particularly in a post-9/11 context.
But, as Moustafa Bayoumi recently showed in a May 2024 article published in the Guardian, Islamophobia in the United States has always been
rooted in anti-Arab racism, and specifically anti-Palestinianism (not, as is commonly believed, the other way around), and anti-Arab and anti-
Palestinian bigotry existed in the U.S. for decades before 9/11.
This systemic exclusion of the Arab American experience in both local histories and in many DEI spaces creates a perpetual sense of invisibility and
alienation for Arab Americans. Indeed, anecdotal evidence confirms that our own Arab American community does not feel a strong sense of
belonging or inclusion in San Luis Obispo. As Arab Americans ourselves, we know that children and young people in our community often express
frustration that while their classmates from other underrepresented groups get to learn about their own history and culture in the classroom, the
only place they can learn about their Arab heritage is at home. And yet, in the San Luis Coastal Unified School District, the second largest English
Learner language after Spanish is Arabic. Students regularly experience microaggressions, prejudice, and misunderstanding by their peers, and
without proper training teachers are unequipped to address anti-Arab discrimination or Islamophobia. While Cal Poly falls outside the domain of
city management, it should be noted that this past April, Peace Academy hosted the university’s first ever training on dismantling Islamophobia and
anti-Arab racism for management level staff, deans and associate deans, and vice presidents. We learned that most people, even among the
university ’s DEI leadership, had very little knowledge about Arab American experiences or how to serve their faculty, staff, and students of Middle
Eastern descent, particularly in the extremely difficult time we are currently living through. In April of 2024 members of the Arab American
community met with SLCUSD to support and advocate for the inclusion of Arab American studies in the high school Ethnic Studies Curriculum they
are developing. While they expressed interest and enthusiasm, administrators also admitted their limited knowledge of and access to available
resources on Arab American issues. One of their main goals is fostering local connections, and a digital archive like the one we are proposing will be
monumental in getting these stories into the classroom.
In 2021, Dr. Farah Al-Nakib and her students at Cal Poly conducted a class project focused on Arab Americans in SLO county, during which
community members discussed their discomfort at expressing their Arab and/or Muslim identities in public, outside the context of the mosque or
private cultural gatherings with other Arabs/Muslims. Some mentioned that despite their families’ long histories in the area (sometimes dating back
to the 1960s), they never felt comfortable wearing traditional items like the keffiyeh (scarf) or necklaces with their Arabic names in public. Although
the city of SLO has made efforts to enhance feelings of inclusion and belonging for other underrepresented groups, Arab Americans do not feel that
they have been sufficiently drawn into citywide diversity efforts, events, or projects. As one local resident put it: “We always feel like outsiders here.”
The city of SLO does not collect data on Arab Americans in relation to healthcare needs, employment, business ownership, or other areas where
information is tracked by community. Part of this relates to the lack of census data, where people of Middle Eastern descent are (until the 2030
census) labeled as “white.” Arabs are also often conflated with Muslims, and this confuses whatever data might exist. While other regions of
California like the Bay Area and Orange Country have done a better job of tracking Arab American data despite these systemic barriers, SLO has yet
to make serious efforts in this regard. We hope that the personal testimonies provided by the oral history collection, as well as the community
analysis of these testimonies at the workshop described in question 4, will enable city officials to have a better understanding of how to support
their Arab American residents, and of what data should be tracked to do so.
Furthermore, whereas the city of SLO celebrates multiple heritage months every year, it has never acknowledged Arab American Heritage Month.
Efforts to commemorate AAHM every April are led by a handful of individuals from within the Arab American community (most of whom are among
the leads of this project), without official city support. Meanwhile, efforts by community members to meet with city officials and politicians to
discuss the hardships they have faced this past year have been met with resistance or obstruction, leading many to feel that their elected
representatives simply do not care about their Arab American residents and constituents. Such examples reveal why Arab Americans feel invisible in
and to their own communities.
And yet paradoxically, as Arabs we are also hyper-visible in certain contexts. For instance, the extreme policing of any action or public expression of
support for Gaza and the Palestinian people this past year has made the Arab American community feel more vulnerable, targeted, and
misunderstood than ever before. The outsized law enforcement presence at many Palestine-focused events held in the city since last October has
sent a negative message to the wider SLO community that Arab Americans pose a dangerous threat to the city’s safety, even though every event has
been peaceful and undisruptive. This hyper-visibility has been a challenge faced by Arab Americans for decades, who report being extra screened at
airports, removed from flights based on complaints by white passengers, surveilled by law enforcement and intelligence agencies, and so on. And
so, many Arab Americans end up wanting to remain invisible, meaning that many daily microaggressions and racial bias incidents they encounter go
unreported. This duality of being both hyper-visible from a surveillance perspective, and invisible in all the ways described in this proposal,
exemplifies why Arab Americans are perpetually treated as, and therefore feel like, “outsiders” in our communities. Our goal with this project is for
Arab Americans to feel safe sharing who they are with their community and feel accepted and valued as a permanent part of our city.
Our experience tells us that members of the SLO community are eager to break down barriers to better support Arab Americans, particularly in this
time of crisis. Over the past year, our organization SLO Pal C.A.U.S.E. has organized several educational events centering the voices, histories, and
experiences of Palestinians. These events are always very well attended; for instance, more than 300 people attended our SLO Pal Fest event held at
Trinity Hall in Edna Valley on December 9, 2023. Other smaller events like public lectures, film screenings, community conversations, and cultural
gatherings have had an average of 75 attendees each. Many people who attend tell us that they appreciate the chance to meet and learn about Arab
Americans, and that they are interested in obtaining a less biased and more accurate understanding of Arab experiences than what they hear on the
news. We realize there is a strong public desire to hear more first hand testimonies that humanize Arab Americans (particularly Palestinians) and
integrate their experiences and contributions into the story of our city. Oral history is an accessible, creative, and powerful way to meet this public
need.
7) Provide detailed timeline for project implementation (monthly or quarterly).*
January, 2025:
Design oral history interview guide
Identify and contact narrators
Train up to five interviewers (one day, five hours with lunch, in person)
Train up to five transcribers/indexers (Zoom)
Develop consent/release forms
Set up Oral History Metadata Synchronizer (OHMS) with web developer
February-April 2025:
Conduct approximately 15 interviews (one long-form interview per month per interviewer)
Transcribe/index interviews (one interview per month per transcriber)
Upload interviews into OHMS application and transfer to OHMS viewer
May 2025:
Send out invitations to Arab American community to sign up for community workshop
Share links to interviews to those who RSVP
Hold internal facing community workshop (e.g. SLO Public Library Community Room)
June-July 2025:
Summarize main findings of oral history interviews and internal facing community event (project leads)
Write out content for the project website (e.g. narrative summaries for context)
Produce short film of the event (videographer)
August-September 2025:
Begin designing project website with OHMS integration (designer/developer)
Begin designing final event installation (project leads + curator)
Begin designing project brochure (designer/developer)
Begin designing other promotional materials (designer/developer)
October 2025:
Begin promoting public event (press release + social media + community outreach)
November/December 2025:
Final event (installation + community circles + website launch)
Distribute project brochures to local cultural spaces
8) List any partnerships/collaborations that are supporting this project/program and their roles *
SLO Pal CAUSE is a multiethnic group of concerned community organizers, educators, students, and residents based in San Luis Obispo County and
the Central Coast, that has joined together to promote and support Culture, Action, Understanding, Storytelling, and Education centered on Palestine
and the Palestinian people. The four project leads for “Mawtini” (Sandra Sarrouf, Noha Kolkailah, Farah Al-Nakib, and Vicki Tamous) are founding
members of SLO Pal CAUSE. On December 9, 2023, we organized the SLO Pal Fest as our first major event centering Palestinian voices and
experiences within our community. Through our events, we have learned that many members of our wider community are interested in learning
more about the history and context of the current war on Gaza and to better understand how it affects their own lives and our community. Over the
past year, we have organized multiple well-attended educational and cultural events, some in partnership with local groups like SLO Film Fest and
SLO Diversity Coalition. SLO Pal CAUSE has an extensive mailing list of more than 350 local community members, who we invite to all events focused
on Arab American issues. SLO Pal CAUSE is also extremely well connected to the broader Arab American community in SLO and will be integral to
identifying narrators. Members of the group will also serve as interviewers.
The Oral History Lab (OHL) is a Cal Poly-funded project, led by Dr. Farah Al-Nakib, associate professor of Middle East History and one of the “Mawtini”
project leads. The OHL provides on- and off-campus community members with oral history training focused on the design, implementation, and
dissemination of community-based projects that center underrepresented communities who live on the Central Coast. Training is offered in person,
over Zoom, and/or asynchronously, and includes instruction on how to use transcription software, OHMS (an accessible oral history application), and
recording equipment. The OHL also provides communities interested in designing their own oral history projects access to audio and/or video
recording equipment, as well as technological support to create accessible digital archives and project websites. The OHL will provide many of these
services to the “Mawtini” project in kind.
9) Describe your plan for sustainability beyond the City’s one-year award funding *
The project we complete in year one will sustain beyond the one-year funding primarily through the project website described above, which will
permanently stay online. While our initial subscription will pay for three years of domain and site hosting, we will continue to fund the website
beyond that period through our various organizations’ fundraising (including Peace Academy, Our Roots/Our Routes, and SLO Pal CAUSE).
We will also design and print promotional brochures that provide general information about the project along with QR codes linking to our website.
Packs of these brochures will be distributed to local cultural spaces like the SLO Museum of Art and the SLO History Center to be distributed to their
visitors. We will also share brochures with other community organizations like R.A.C.E. Matters and the SLO Diversity Coalition to share at any events
where they distribute promotional materials. We will also distribute these brochures at all events organized by SLO Pal CAUSE, PASA and OROR.
These brochures will make sure that SLO residents who did not attend our final event and installation will still learn about the project and how to
find the collection. We will also distribute brochures to local hotels, so that tourists can also learn about the diversity of our city.
By training interviewers and transcribers during this project year and getting our technological infrastructure built, we will be able to continue
interviewing Arab American community members beyond the one-year funding period. Peace Academy, Our Roots/Our Routes, and SLO Pal CAUSE
will continue to fundraise via our existing networks and channels to continue to share the work we developed. The Oral History Lab is also
committed to continue training and providing equipment and technological support in kind beyond the one-year funding period to sustain this
project.
To take this project to the next level and to reach audiences beyond San Luis Obispo, we will also apply for a Cal Humanities “California Documentary
Project” (CDP) grant. The CDP grant supports nonfiction film, audio, and digital media productions “that explore California in all its complexity and tell
stories from every corner of the state.” The grants support projects that “have the potential to bring essential California stories to audiences
throughout the state and beyond, and that use the humanities to provide context, depth, and perspective.” According to Cal Humanities, they are
“particularly interested in supporting stories and projects from communities, regions, and individuals whose voices and perspectives have
traditionally been excluded from the broader California narrative.” More Arab Americans live in California than any other state, and yet stories of the
Arab American experience tend to be excluded from dominant state narratives. At the same time, stories about immigrant communities in California
tend to focus more on the dominant urban areas, and a Cal Humanities grant would provide greater exposure to the diversity that exists in San Luis
Obispo. We would apply for a CDP Production Grant, which is designed to “help propel projects toward completion” (with funding of up to $50,000).
We would use this funding to develop the oral history narratives and video documentation collected in the first year (of our inward-facing community
workshop and the public installation and event) into a documentary film about the Arab American community of San Luis Obispo (and our efforts to
document their experiences).
Another way we aim to sustain our overarching project goal of removing barriers to cultural awareness and understanding in San Luis Obispo is to
share what we learned in this one-year project with other underrepresented communities who might be interested in conducting their own oral
history or storytelling projects. We believe that the greatest way to enhance a sense of home and belonging for any single underrepresented
community in San Luis Obispo is to ensure that all communities feel valued and included within the broader narrative of the city. With support
provided by the Oral History Lab, we will train other community groups on how to design and implement a community-generated oral history
project, which will help build connections and establish common cause between diverse underrepresented communities in our city.
10) Describe the plan for promoting this project within the City of San Luis Obispo *
In addition to the website and brochures mentioned in number 9 above which will also serve to promote the project over the long-term, we will also
produce short promotional videos of our project using footage of our inward-facing community workshop and the final event (with
participant/attendee permission) captured by our videographer for documentation purposes. We will be able to use these videos on our social
media platforms and share them with news outlets.
We will advertise the launch of the oral history website and the final event through a press release that will go out to local newspapers and other
news outlets. We will also reach out to KCBX’s Central Coast Voices (with whom we have close connection) to be on the show to speak about the
project once the website is launched, and as a way to advertise the final event. We will also add the final event to community calendars at KCBX and
other local news outlets.
We will share information about our project on our respective organization’s social media platforms, and also share flyers to be posted by other
community groups (e.g. R.A.C.E. Matters, SLO Diversity Coalitions, Cal Poly departments like OUDI, etc). We will also create an Instagram account for
the “Mawtini” project to track our progress and share announcements. Our Instagram account will also include short “teaser” videos from our oral
history interviews and the promotional videos mentioned above, to draw people to our website.
SLO Pal CAUSE also has an email list with more than 350 subscribers (mostly residents of SLO county), with whom we will share updates about our
project and advertise the final event.
As another way of promoting the project within San Luis Obispo, we will also publicize the archive among Cal Poly faculty and students (through our
contacts at OUDI and the Kennedy Library Special Collections and Archives), and encourage them to apply for available DEI-centered research grants
(e.g. the BEACoN mentorship program, the Access, Community, and Equity program, and the Summer Undergraduate Research/Creative Activity
Program) to use the “Mawtini” oral history collection to produce scholarly or creative projects that center the Arab American voices and stories
documented in our oral history collection. Similarly, we will reach out to our contacts at the SLCUSD to integrate the oral history narratives into the
new Ethnic Studies curriculum they are developing for years 9 and 12.
Finally, we will also reach out to institutions outside of San Luis Obispo such as the Arab American Civic Council in Orange County, and the Arab
American National Museum in Dearborn, Michigan to promote our digital archive and website with their own networks.
All promotional materials will list the City of SLO who made this work possible.
11) Est. Number of people served through this project/program *
Directly- 50-60 Arab American Community Members. Indirectly- hundreds through the digital archive. Expect about 150 for final event.
12) Est. Number of SLO City Residents served through this project/program *
Directly- 150 through final event. Indirectly- hundreds that visit the digital archive and website.
13) In the table below include a minimum of four (4) metrics or performance outcomes that relate to
the implementation/success of the project. Examples include: # of SLO City residents served, # of
referrals provided to individuals seeking social services, # of trainings completed, # of cultural
event attendees reported a 10% increase in knowledge and application of DEI practices, etc.
Example: # of cultural event attendees reported a 10% increase in DEI knowledge and application
Metric #Indicators of Success / Measurable Outcomes
1 At least 15 oral history interviews conducted
2 At least 5 of people trained to conduct interviews, and 5 people trained in transcription
3 At least 50 visitors to website per month
4 At least 75% of people who take a post-event survey indicate at least a 50% increase in awareness about Arab American
experiences in our community
5 At least 30 Arab American community members participate in the inward facing workshop
6 At least 100 SLO community members attend final event
DEI statement *
that includes Applicants’ understanding and application of DEI, Affirming language that creates access and a sense of belonging in our community
apart from grant, and Explain how this project will advance DEI in the City of SLO.
Mawtini- Project DEI Statement for SLO City DEI High Impact Grant.pdf 17.38KB
Detailed budget *
Including how the total requested amount of grant would be spent.
Mawtini Budget DEI Grant.pdf 23.35KB
Mawtini Budget DEI Grant- documentation details.pdf 16.65KB
Organizational chart.*
PASA org structure.pdf 30.32KB
OROR Org Chart.pdf 34.52KB
Federal Tax-Exempt Status *
501c3 nonprofit status letter federal.pdf 2.59MB
Ecologistics Tax Exempt Letter.pdf 723.4KB
Project DEI Statement for SLO City DEI High Impact Grant
“Mawtini: Arab American Narratives of Home and Belonging” seeks to amplify and honor
the diverse voices of Arab Americans in San Luis Obispo, challenging mainstream
narratives that often misrepresent or marginalize these communities. Through this
project, we aim to create an inclusive platform that fosters mutual understanding,
celebrates cultural heritage, and addresses systemic inequities.
This project is dedicated to highlighting the lived experiences of Arab Americans,
particularly those whose stories are often overlooked or distorted in mainstream media.
By conducting oral histories, we aim to center and uplift the voices of one of the most
invisible communities in our city, providing them the space to share their stories in their
own words. We prioritize collaboration and empowerment by involving Arab American
community members in every step of the project. We believe oral histories are
narratives to be shared on the terms of the community members in ways that they find
most meaningful and supportive. From shaping the oral history interviews as both
interviewers and narrators to interpreting the findings in dialogue with one another,
community members play a vital role in determining how their stories are heard and
valued.
We are also committed to creating spaces of engagement and interaction between Arab
Americans and the broader SLO community. We aim to bridge cultural divides, foster
dialogue, build community connections, and cultivate a sense of belonging between and
for all residents of our city. By providing public access to the oral history collection and
cultural materials, we seek to educate and engage the wider SLO community in the rich
and diverse stories of Arab Americans. Our interactive cultural event will further this
mission, offering a platform for cross-cultural dialogue and community building. We
explicitly avoid using the term “exhibit,” “exhibition,” or “display” to describe our final
event, as these terms have deep colonial legacies evoking white audiences gazing at
Black and brown bodies and cultures at world fairs and imperial museums. Such spaces
disseminated colonial ideas of racial and cultural hierarchies to Western audiences by
putting cultural “others” on display without their consent or involvement. Rather than
replicating such spaces of colonial encounter in our final installation, we will create a
sense of equity and mutual inclusion through various interactive and dialogic
techniques.
This project confronts harmful stereotypes by showcasing the authentic voices of Arab
Americans, challenging narratives that dehumanize and misrepresent them. Our work
seeks to reframe public perceptions and celebrate the contributions of Arab Americans
to the cultural, economic, and social fabric of our city, and to enhance feelings of
belonging and inclusion among Arab American residents of SLO. By engaging with the
oral history narratives, non-Arab community members will recognize and appreciate the
commonalities between themselves and people who are so often cast as “outsiders” in
American society, while also understanding that the differences between their cultures
are to be valued rather than feared. Through “Mawtini,” we therefore strive to create a
more inclusive SLO by celebrating the voices of Arab Americans, challenging inequities,
and building a community where everyone feels seen, heard, and respected.
MAWTINI- Project Budget
Interview Process PASA OROR
Interviewer Stipened $100/interview $1,500.00
Reciprocity $20/ interviewee $300.00
something to show appreciation when we show
up to interview, candy, flowers, fruit etc.. This is
very traditional in our culture
Mileage In kind
Recording Equipment In kind Provided by the OHL
Transcription Software In kind Provided by the OHL
Transcriber Stipend (includes indexing)$200/interview $3,000.00
Tanscript proof reading for cultural accuracy (stipend)60 hours $1,500.00
Oral History Training PASA OROR
Facility In kind (5 hours)Provided by Cal Poly
Food $300.00 Local Arab-owned business
Trainer: Dr. Al-Nakib In kind (10 hours)Provided by the OHL
Internal Facing Event- community PASA OROR 30-40 participants plus facilitators
Facility- Ludwick Center 6 hours $300.00
Food costs $750.00
Materials/Supplies $100.00
Volunteers to set up/clean up In kind
Recording Equipment In kind OHL
Oral history narratives and community discussion
findings summary writing (stipend)30 hours $1,000.00 10 hours of donated time
External Facing Event- Cultural Event PASA OROR
Story Plates/ Foam Boards 30 $390.00
Shadow box Frames or Display boxes $250.00
A/V equipment $384.00
Headphones and dongles $100.00
Facility- SLO Library possibly $210.00
Visual and Auditory Installation- SLO Library
Food $2,000.00
Materials and Supplies $500.00
Curator for installation $1,000.00
Promotional, Oral History Archive and Website PASA OROR
OROR website maintenance for project In Kind In Kind
PASA website updates for prjoect In Kind In Kind
Banner for event $57.00
Brochures- About project with QR codes to access
narratives 250 brochures $180.00
Printing of color flyers 100 $130.00
Ads- Tribune $400.00
New Times $350.00 Digital and print
Volunteers In kind In kind
EventBrite $25.00
Social Media Contant Development In kind In kind
Photographer- Sandprints Photogrpahy- Ginger
Dinunzio Includes 25% Discount $1,500.00 $3,815.00
See breakdown worksheet 'Details'- Includes 2
events, all digital images, fine art prints for final
event, portrait shots
Videographer- Mark Santos- Brown like the Earth
Videography Includes 20% discount $2,000.00 $2,000.00
See breakdown in worksheet 'Details'. Includes 2
events and prodcuing short video for each
Graphic/Web Designer and Developer fees (for website
and all promotional materials)$2,500.00
Web hosting/Domain Name $300.00
Interview file storage $200.00
Uploading Interviews into OHMS archive $100/interview $1,500.00
4x6 fine art print of each narator- 15
Photographer will
donate
Project Management $4,000.00 $4,000.00
Supporting project admin, women of color for
their labor of love and hunderds of hours of work
in educating communities! They will be paid as
independant contractors
Admin- Fiscal Sponsor fee 6%$1,150.00 Will be paid to Ecologistics
Admin- organizational operating and infrastructure $1,000.00 $750.00
TOTALS $19,397.00 $20,044.00 $39,441.00
Mawtini- Documentation WorkPromotions and
Documentation
Photographter Sandprints Photography
Event Photography - All High Res Digital Files
* Photojournalistic story-telling images of the event & speechesInteractive Cultural Event and
Release of Oral History $3,000
Includes all digital images, retouched. Photo documentation of event in
photo journalistic style, including photos of process, participants, displays Internal Facing Event- Half
Day $1,500
Includes all digitial images. Headshots of all narrators, group photo,
photos of objects of affection and photo documentation of event
11x 14 Fine Art Prints -15 $1,425 For use in final event display4x6 group photo to give to
narrators as a thank you- 15 $975
A photo of the community members to give as a thank you for their
participation and sharing of their stories. 4x6 fine art print of each
narator- 15 In kind Photographer will donatePhotographer Non profit
Discount 25%-1725
Tax 139.5
TOTAL $5,315
Videographer
Mark Santos- Brown like the
Earth VideographyFull Day Final Event and
promotional video $2,500
Promotional 2-3 minute video to document the project, event and
community. Internal Facing Event- Short
Documentary Video $2,500
Short 3-5 minute documentary video to be used as part of Final
installation.
Non profit 20% Discount -$1,000
Total $4,000
Peace Academy of the Sciences and Arts Organizational
Structure
Our Roots/Our Routes: Living Histories of
Belonging and Cultural Sustainability on
California’s Central Coast
•Community•Transcciption
Editors
•Website /
Digital
Archivists
•Volunteers
Project
Director Project
Partner
Community
Leaders
Project
Collaborators
DEI High Impact Grant
24-25 Application
Part 1 Basic Information
1) Organization Name *
Pregnancy and Parenting Support of San Luis Obispo County
2) 501(c)(3) - employer identification number *
95-3570504
3) Fiscal Agent *
San Luis Obispo ALPHA, Inc. (PPS Legal Name)
4) Project/Program Name *
Baby Bank
5) Requested Amount *
$5,000.00
6) Name of Person Completing Application *
Cami Statler
7) Name of Person for Grant Communication for Grant Cycle (if different from above)
8) Organization Mailing Address *
Street Address
3480 South Higeuera, Suite 100
Address Line 2
City
San Luis Obispo
State/Province/Region
CA
Postal/Zip Code
93401
Country
United States
9) Phone *
805-242-3187
10) E-mail
cami@ppsslo.org
Part 2 Organizational Information
1) Purpose/Mission Statement *
Pregnancy and Parenting Support of San Luis Obispo County (PPS) provides local families with emotional support, practical assistance and
compassionate connections to community resources from pregnancy through early childhood.
2) Briefly describe your organization’s purpose, vision, primary activities, and operating structures *
PPS envisions a community where all families have the support and resources needed to provide a healthy and stable environment during
pregnancy and for their infants and growing children. We're a small, but mighty operation that is led by an Executive Director, Operations Manager,
two Bilingual Spanish Family Doulas, a dynamic Board of Directors, and a team of dedicated volunteers. PPS is known as the sweetest nonprofit on
the Central Coast, serving pregnant women and families with young children up to age five. We serve men too! Our services are free, county-wide,
and available in English and Spanish. We're an apolitical, non-religious Family Resource Center.
We provide emotional support through our Warmline and in-person appointments. Our Warmline is staffed by our two, Bilingual Spanish Family
Doulas who are both Perinatal Mental Health Certified (PMH-C). We offer our clients free psychotherapy with PMH-C Clinicians through a partnership
with Community Counseling Center that is funded by First 5. Our program has the only Bilingual Spanish PMH-C Clinicians in the County. We also
have the only male PMH-C Clinician in the County. Both are important because our program serves monolingual Spanish families as well as men and
couples.
PPS is the “Baby Bank” for San Luis Obispo County. We distribute basic needs such as maternity and baby clothes, prenatal vitamins, diapers, wipes,
formula and baby food, nursing supplies, baby equipment and car seats. PPS staff are Certified Car Seat Technicians and instruct our clients on how
to properly install car seats and safety position their children. We accept donations of gently used baby items that we sanitize and distribute to local
families in need.
Lastly, our staff are experts in their knowledge of local maternal resources and provide referrals as needed. These include thoughtful referrals to
medical and mental health providers, lactation and parenting consultants, as well as housing and basic needs assistance.
3) Name of Executive Director *
Cami Statler
4) Number of paid staff (full or part-time)*
4
5) Number of volunteers *
20
6) Name of Board President or Chair *
Lisa Fraser
7) Describe the community(ies) your organization supports *
Pregnancy and Parenting Support has been an important safety net for ALL local perinatal families since 1980, including monolingual Spanish,
economically disadvantaged, uninsured, undocumented, agriculture, food and hospitality workers, as well as families experiencing or at risk of
homelessness. 72% of our clients are Latinx and over 60% are monolingual Spanish. We serve families from San Miguel to Nipomo with 22% of our
clients residing within the City of San Luis Obispo. The majority of our families live below poverty level, but the only requirements for our services are
that you care for a child between the ages of 0-5 and you live in SLO County. This means you can be middle class and need your car seat checked or
a referral to a PMH-C Clinician for postpartum therapy or you can be economically disadvantaged and need clothing, diapers, and formula. We serve
parents, grandparents, foster parents, and providers.
8) Approximate Annual Budget *
$436,000.00
9) Major Sources of Funding *
Fundraising: $130,000
Pledge Drive: $110,000
Bucks for Babies: $15,000
Mother’s Day Cards: $5,000
SLO County:
Community Based Organization Grant: $30,000
Preventative Health Grant: $10,000
Office of Traffic Safety: $21,000
First 5 SLO County Resilient Families Grant: $62,980
United Way Emergency Food and Shelter Program Grant: $7,000
Central Coast Funds for Children: $2,000
ARPA: $20,000
Sharkey Foundation: $7,500
Joan Sargen Baby Wipe Fund $6,000
SoCalGas Partnership $34,000
Part 3 Project/Program Information
1) Please provide an executive summary of proposed project/program (200 words max)*
Pregnancy and Parenting Support is requesting funds to sponsor our Baby Bank for pregnant and early parenting families. We distribute all things
mother, baby and children for free, including clothing, diapers, wipes, formula and baby food, nursing supplies, baby equipment and car seats.
Families get to "shop" for maternity and infant essentials in our store at no cost. Our Car Seat and Safe Sleeping Programs distribute free car seats
and safe sleeping equipment. Additionally, PPS staff provide professional installation and education on car seat safety and safer sleeping practices to
mitigate infant injury or death in our community. Our Diaper Bank is a subprogram of our Baby Bank. We are the only Diaper Bank in our County
and we distribute free diapers and wipes to economically disadvantages families. 1 in 2 U.S. families struggle with diaper need and 91% of our clients
need diapers at every visit. Babies without clean diapers are exposed to more potential health risks and are less likely accepted to daycares, leaving
parents unable to attend work. Our Diaper Bank currently costs $31,000 annually to operate and that equates to us distributing a seven day supply
of diapers and wipes per child.
2) Total project cost *
$93,000.00
3) Requested Amount *
$5,000.00
4) Please provide a detailed description of proposed project/program (not to exceed 1,000 words)*
DEI funds will sponsor SLO County’s only Diaper Bank. $5,000 will support the purchasing of diapering supplies for economically disadvantaged,
perinatal families in our community. Families experiencing economic stress can have a profound impact on the physical and mental health of young
children and can affect their future life opportunities. Offering such valuable assistance to early parenting families will help treat the toxic stress of
poverty so that caregivers can nurture their infants in a safe and stable environment. The need for our services is great as demonstrated by our data
illustrating that we are helping more local families than ever. We served 524 unique families in 2023, that’s 71 more families than in 2022. Our client
visits increased by 45% in 2023 as we facilitated 1,685 visits, compared to 1,162 in 2022. We welcomed 275 new families in 2023, that's a 65%
increase from the previous year. PPS operates as the Baby Bank for SLO County where families get to “shop” for infant essentials for free. We
distributed $70,000 in infant essentials in 2023. Diapers were distributed at 91% of client appointments and formula was provided at ⅓, meaning we
provided diapers at 1,530 appointments and formula 521 times. 86% of our clients needed clothing as we fulfilled 1,443 clothing orders and we
distributed 88 Layettes to expecting parents. A Layette is essentially a “Baby Shower in a Bag” and provides pregnant families with everything they’ll
need for the baby in the first 30 days, including diapers, clothing, swaddle blankets, burp clothes, baby towels and soft toys.
5) Describe the community/population the project/program will support *
PPS serves pregnant and postpartum women, men, and families with young children up to age five. Funding would sponsor our Baby Bank and the
distribution of basic needs. The stress of poverty, hunger and homelessness adversely impacts the health of perinatal women and infant children,
affecting their future life opportunities in our community. Funding PPS will guarantee that marginalized early parenting families have equitable
access to maternal and child rearing essentials. The current cost of our diaper program is $31,000 annually to distribute a seven day supply of
diapers and wipes per child. Ultimately, we want to distribute a month supply of diapers and wipes per child, meaning a box of diapers and four
packages of wipes. To effectively to do, it would cost our agency $93,000 annually. With that said, PPS is so much more than a Diaper Bank, we're
imagining who the baby wearing the diapers will be in twenty years with our heartfelt services and wraparound support.
6) Describe the equity gaps and community needs this project/program will address in the City and community of San Luis Obispo.*
PPS is the premier community-based organization for pregnant and postpartum women, men, and families with young children in our community.
We operate as an important safety net for ALL local perinatal families, including monolingual Spanish, low income, uninsured, undocumented, farm,
food and hospitality workers, as well as families experiencing or at risk of homelessness. 72% of the families we serve are Latinx and over 60% are
monolingual Spanish. Many of the families we work with are employed in the agriculture and service industries where work is seasonal and
unpredictable. Only 30% of our families are employed full-time, the majority earning below the Federal Poverty Level. Many clients work two or more
jobs and unfortunately struggle to cover the cost of day-to-day living. Client needs are determined at intake and through on-going assessments. We
served 524 unduplicated families in 2023 and over 1,000 infants and children. Additionally, our clients visits were up over 46% in 2023, with 1,685 in-
person appointments facilitated. SLO City DEI funding would sponsor infant essentials for our economically disadvantaged families, some who are at
risk of or experiencing homelessness. Funds will sponsor hunger and malnutrition prevention through the distribution of formula and baby food;
Promote healthy hygiene and financial relief by providing diapers and clothing; Mitigate infant injury and death though our Car Seat and Safe
Sleeping Programs; Lastly our services encourage diversity, equity, and inclusion in marginalized communities with the staffing of our two Bilingual
Spanish Family Doulas. Through nurturing, supporting and educating local perinatal and early parenting families, PPS is promoting positive future
outcomes for caregivers and our youngest, most vulnerable citizens.
7) Provide detailed timeline for project implementation (monthly or quarterly).*
Our core services of emotional support, practical assistance and connections to community resources have been ongoing since 1980. Although PPS
has been the premier perinatal community-based organization for the past 44 years, we officially became the Diaper Bank for SLO County in 2022
when we received a large federal grant to establish a front and back stock of diapers. Additionally, we partnered with our landlord to purchase an
offsite pod to store our surplus. The COVID related federal funding has ended and our inventory is low. We’re looking to the City of SLO and our
community to help sustain our established, needed services. We intend to continue to serve our community of clients for another 44 years and DEI
funding will help to sponsor the immediate distribution of diapering supplies. Funding will support monthly distributions of infant essentials for
vulnerable families in our community.
8) List any partnerships/collaborations that are supporting this project/program and their roles *
PPS serves as a valuable partner and referral resource for such community agencies as San Luis Obispo County Public Health, Nurse Family
Partnership Program, Help Me Grow, DSS, CAPSLO, Center for Family Strengthening, 40 Prado and Echo Homeless Shelters, Tenet and Dignity Health,
County Behavioral Health, SLO Food Bank, Community Counseling Center, Community Health Centers, WIC, and Children’s Resource Network. PPS is
co-located with Center for Family Strengthening in San Luis Obispo, making us a true Family Resource Center. Our staff work alongside the
Promotores to ensure that the Latinx community has knowledge of and access to our services. This year we received $7,000 in federal funding
through United Way to support our Diaper and Formula Bank. Additionally, Joan Sargen sponsors our distribution of wipes with a $6,000 annual gift.
We have a strong partnership with the Public Health Nurses who provide field nursing services to our more at-risk clients. We’ve secured funding
from First 5 San Luis Obispo through June of 2026 to sponsor a collaborative with the Community Counseling Center that offers our pregnant,
perinatal and early parenting families free mental health therapy with PMH-C Clinicians. Lastly, we have an Office of Traffic Safety Grant through SLO
Public Health that sponsors our robust Car Seat Program where we distribute free car seats, provide the professional installation, and educate
families on how to position their child safely.
9) Describe your plan for sustainability beyond the City’s one-year award funding *
PPS keeps operating costs manageable with a small, but dynamic staff, active board members, and dedicated volunteers. We have a generous
network of donors and consistent funding streams through annual fundraisers and grants. Emergency Food and Shelter Program funding through
United Way SLO sponsors our purchasing of diapers and formula, our Office of Traffic Safety Grant funds our Car Seat Program, our Perinatal Mood
and Anxiety Disorder Collaborative with CCC that offers our Warmline clients free therapy is funded by First 5 through June of 2026, ARPA funding
through SLO County will continue for another year, Rita’s Rainbows gifts us baby products, and community members donate their new or gently
used baby items that we re-gift to local families in need. We are the ultimate baby recycling program, which is especially good for the environment.
Our lead fundraiser, known as the Pledge Drive, has grown over the last three years from $70,000 to $115,000 annually. Additionally, we have
expanded our Spring Fundraisers to generate more income earlier in our fiscal year. Employee moral and retention at PPS is high and our Board of
Directors are committed to supporting the mission and work of our organization into the future.
10) Describe the plan for promoting this project within the City of San Luis Obispo *
PPS will continue the promotion of our services to 40 Prado, San Luis Obispo County Public Health, Nurse Family Partnership Program, Help Me
Grow, DSS, CAPSLO, Center for Family Strengthening, Tenet and Dignity Health, County Behavioral Health, SLO Food Bank, Community Counseling
Center, Community Health Centers, WIC, and Lumina Alliance. Our established network of referring agencies allows us to serve the most vulnerable
perinatal families in our community. Additionally, we have ambition to rent billboards within the City of SLO and off Highway 101 to promote our
Diaper Bank and cultivate community support for our services.
11) Est. Number of people served through this project/program *
550 unduplicated families and over 1,000 infants and children.
12) Est. Number of SLO City Residents served through this project/program *
125 unduplicated families and over 245 infants and children
13) In the table below include a minimum of four (4) metrics or performance outcomes that relate to
the implementation/success of the project. Examples include: # of SLO City residents served, # of
referrals provided to individuals seeking social services, # of trainings completed, # of cultural
event attendees reported a 10% increase in knowledge and application of DEI practices, etc.
Example: # of cultural event attendees reported a 10% increase in DEI knowledge and application
Metric #Indicators of Success / Measurable Outcomes
125 # of unique SLO City families served with children ages 0-5
1,550 # of packages of diapers distributed
525 # of cans of formula distribute
1,700 # of office visits facilitated
25 % of clients from the City of SLO
75 % of PPS Clients are Latinx
DEI statement *
that includes Applicants’ understanding and application of DEI, Affirming language that creates access and a sense of belonging in our community
apart from grant, and Explain how this project will advance DEI in the City of SLO.
DEI Statement .pdf 97.12KB
Detailed budget *
Including how the total requested amount of grant would be spent.
SLO CIty DEI Budget 2024.pdf 618.39KB
Organizational chart.*
2024 PPS Org Chart.pdf 186.71KB
Federal Tax-Exempt Status *
SLO ALPHA 501c3 Determination Letter (copy).pdf 78.53KB
Diversity, Equity and Inclusion Statement
Pregnancy and Parenting Support is the premier community-based
organization for pregnant and postpartum women and families with young
children in San Luis Obispo County. We operate as an important safety net
for ALL local perinatal families, including monolingual Spanish, low
income, uninsured, undocumented, agricultural workers, as well as
families experiencing or at risk of homelessness. 72% of our clients are
Latinx and over 60% are monolingual Spanish. The majority of our families
are economically disadvantaged and earn below the Federal Poverty
Level. Our services encourage diversity, equity, and inclusion with the
staffing of our two Bilingual Spanish Family Doulas.
We are firmly committed to diversity, equity, and inclusion. Per our
Employee Handbook, “No person on the basis of race, creed, color,
religion, nation origin, sex, sexual orientation, physical or mental disability,
ancestry, veterans status, or age shall be denied equal opportunity to
participate in or receive benefits of any program or activity offered under
the jurisdiction of Pregnancy and Parenting Support of San Luis Obispo
County. This commitment to non-discrimination includes but is not limited
to Pregnancy and Parenting Support of San Luis Obispo County services,
employment or volunteer participation.”
Toward this end, PPS works to embed DEI into all program elements,
which include cultural competency training opportunities for staff,
adopting affirmative attitudes and using non-alienating language.
Our Baby Bank Program will advance DEI in the City of SLO as funding will
sponsor vital services for economically disadvantaged and marginalized
perinatal families in our community.
Project ExpenseItem Specific Grant Funds Use and Notes
Total Project Costs:
Opportunity to
Thrive
Proposed Project Budget: Application Year:
Organization Name:
Project Name:
This template can be used flexibly to fit your project. The "Item" field should be used to detail your
proposed budget, and can be split up into different categories or left as single items. (See example on
the last page)
EXAMPLES:
Project ExpenseItem Specific Grant Funds Use
1. Supplies $$
$$Specific Supply #1
$$Specific Supply #2
2. Renovation $$
Specific Renovation #1 $$
….
OR
Project ExpenseItem Specific Grant Funds Use
$$Supplies
$$Renovation
$$Labor Cost
$$Travel
Insurance $$
….
Opportunity
to Thrive Grant
Opportunity
to Thrive Grant
DEI High Impact Grant
24-25 Application
Part 1 Basic Information
1) Organization Name *
Peoples' Self-Help Housing Corp.
2) 501(c)(3) - employer identification number *
95-2750154
3) Fiscal Agent *
N/A
4) Project/Program Name *
Enhancing Affordable Housing Access Through Bilingual
5) Requested Amount *
$15,000.00
6) Name of Person Completing Application *
June Eastham
7) Name of Person for Grant Communication for Grant Cycle (if different from above)
8) Organization Mailing Address *
Street Address
People's Self-Help Housing
Address Line 2
1600 Kendall Road
City
San Luis Obispo
State/Province/Region
California
Postal/Zip Code
93401
Country
United States
9) Phone *
8055482345
10) E-mail
forreste@pshhc.org
Part 2 Organizational Information
1) Purpose/Mission Statement *
We build affordable homes with site-based services that offer opportunities to change lives and strengthen communities on the Central Coast of
California.
2) Briefly describe your organization’s purpose, vision, primary activities, and operating structures *
PSHH's vision is to address the affordable housing crisis and break the cycle of poverty in the region.
Primary Activities:
Affordable Housing Development: PSHH builds and maintains quality, affordable rental homes for low-income families, seniors, and individuals with
disabilities.
Supportive Housing Program (SHP): Provides free on-site case management services through clinical social workers to enhance housing stability,
improve health outcomes, and increase self-sufficiency for residents.
Educational Programs:
Camino Scholars: Offers out-of-school time educational services for K-8 students.
College Club: Provides college preparation and retention support for high school through college students.
PSHH operates across multiple departments including Property Development, Construction Management, Property Management, Supportive
Housing Program, Education, and Resource Development. We are governed by a 12-member Board of Directors composed completely of regional
Directors who are representative of the region and the communities that we serve. The board meets every other month.
3) Name of Executive Director *
Kenneth Trigueiro
4) Number of paid staff (full or part-time)*
220
5) Number of volunteers *
100
6) Name of Board President or Chair *
Shelley Higginbotham
7) Describe the community(ies) your organization supports *
PSHH supports communities in San Luis Obispo, King, Santa Barbara, and Ventura counites. Our services are designed to assist low- and moderate-
income households through sweat-equity, or self-help, home building and ownership, permanent, affordable, supportive rental housing, and
supportive services that keep residents housed and help them to break cycles of generational poverty.
8) Approximate Annual Budget *
$15,975,685.00
9) Major Sources of Funding *
Federal funding, including HUD and NeighborWorks America
State of California
Santa Barbara County
San Luis Obispo County
Regional municipalities
Private and corporate foundations
Individual and corporate donors
Earned income
Part 3 Project/Program Information
1) Please provide an executive summary of proposed project/program (200 words max)*
People's Self-Help Housing (PSHH) proposes enhancing accessibility of permanent affordable housing applications in San Luis Obispo. By creating
instructional videos in English and Spanish and improving PSHH website navigation, we aim to address language barriers, digital literacy challenges,
and complex eligibility requirements. Our goal is to simplify the application process for diverse applicants seeking affordable housing through all
providers in the City, focusing on low-income residents, Spanish speakers, those facing English-language literacy challenges, the elderly, and
residents with disabilities. This project will build affordable housing vocabulary and explain application processes, eligibility criteria, and information
on permanent, affordable housing providers.
Expected outcomes include increased successful applications and reduced applicant frustration, measurable through completed applications and
decreased support inquiries. This project aligns with the City's DEI goals by promoting inclusivity and equity in housing access, addressing systemic
barriers, and supporting the vision of a welcoming city for all.
By leveraging technology to provide clear, accessible information, we aim to create a lasting impact on the affordable housing landscape in San Luis
Obispo, ensuring residents can navigate the process with ease, contributing to a welcoming and inclusive city for all.
2) Total project cost *
$48,750.00
3) Requested Amount *
$15,000.00
4) Please provide a detailed description of proposed project/program (not to exceed 1,000 words)*
People's Self-Help Housing (PSHH) proposes to create a comprehensive video library and enhance our website to simplify the affordable housing
application process at PSHH and with other permanent, affordable housing providers in San Luis Obispo. This initiative will produce instructional
videos in English and Spanish, while improving website navigation to address language barriers, digital literacy challenges, and complex eligibility
requirements. The project directly addresses critical challenges faced by diverse applicants, aligning with the City's Diversity, Equity, and Inclusion
(DEI) goals by improving access to comprehensive, easy-to-understand information about affordable housing options.
Affordable housing programs are typically designed to serve households with varying levels of Area Median Income (AMI), including housing for
households earning up to30%, 50%, 60%, or 80% AMI. Additionally, special programs exist for populations with unique needs, such as those
experiencing homelessness, veterans experiencing or at imminent risk of homelessness, USDA farmworker households, the elderly, and individuals
living with disabilities. This diversity of programs, while beneficial, often leads to confusion among applicants due to varying eligibility criteria,
application processes, and entry routes. Various income levels and demographics can require different routes of entry, which frequently causes
confusion and results in wasted time and energy for those seeking permanent, affordable housing.
Our project tackles several systemic barriers:
1. Language barriers: Those with English-language literacy challenges often misunderstand complex housing terminology, leading to
abandonment of the application process and missed opportunities. We will provide resources in English and Spanish, in simple, easy to understand
language, while explaining the critical terminology used in the affordable housing application process.
2. Digital literacy gaps: Lack of user-friendly interfaces in existing tools disadvantages elderly and disabled applicants. Our enhanced website will
feature intuitive navigation and mobile responsiveness. Videos will be clearly labelled in their respective English or Spanish language.
3. Eligibility confusion: Complex, varied requirements across housing programs deter applicants or create confusion and abandonment of home-
seeking among affordable housing providers. Our videos will clarify eligibility criteria and documentation needs for different AMI levels and special
programs.
4. Information accessibility: Limited comprehensive information hinders informed decision-making. We'll offer in-depth content on all local
income-contingent housing options, including those for specific demographics.
5. Program diversity complexity: The variety of programs available, while beneficial, can be overwhelming. Our resources will provide applicants
with the language necessary to easily locate entry to their most appropriate programs based on their specific circumstances, saving time and energy
in the application process.
The challenges addressed by the project not only create frustration for applicants but also strain the resources of housing providers and support
staff. By addressing these issues head-on, our project aims to create a more inclusive, efficient, and user-friendly application process for all San Luis
Obispo residents seeking permanent, affordable housing.
The video library will cover:
• Types of affordable housing programs available within the City, including those for various AMI levels and special populations
• Detailed application processes for different program types, including step-by-step walkthroughs for completing rental applications online to
PSHH properties
• Eligibility criteria and required documentation for each program category, with further explanations and concrete examples for key terms,
qualifications, and documentation
• Profiles of local housing providers and their specific offerings
• Guidance on navigating between different program types and determining the best fit
• Information on forecasting future rent in affordable housing
Website enhancements include:
• Redesigned user interface with clear pathways for different applicant types via improved search functionality to match applicants with suitable
programs
• Bilingual interface to serve both English and Spanish speakers
• Access to tools to help applicants determine their AMI level for program eligibility
Implementation leverages in-house expertise and external partnerships. Videos will be hosted on PSHH's YouTube channel and linked from our
property-listing website page. We will collaborate with New Directions in Computing (NDIC) for website improvements.
Over the 12-month grant period, we'll produce an average one video set, in two languages, every two months, covering different aspects of the
affordable housing landscape. Staff training will ensure effective resource utilization and consistent support for applicants across all program types.
Expected outcomes:
• Increased successful applications across various program types
• Reduced staff time on repetitive inquiries about eligibility and program differences to better support more complicated applicant eligibility
situations
• Enhanced accessibility for non-English speakers and those with limited digital literacy
• Streamlined application process leading to faster housing placements in the City of San Luis Obispo
• Improved matching of applicants to appropriate programs, reducing misdirected applications
• Increased applicant confidence in process completion due to detailed walkthroughs and explanations
This project embodies the City's commitment to inclusivity and equity. By providing equal access to comprehensive, bilingual information about the
full spectrum of affordable housing options, we are addressing systemic barriers faced by underserved communities. Our use of innovative
technology demonstrates a forward-thinking approach to community engagement and support.
Partnerships with local organizations, housing authorities, and community groups will establish credibility and extend our reach. These
collaborations, combined with a bicultural staff on the video production team, ensure our resources are culturally sensitive and tailored to diverse
population needs.
This project will open doors to stable, affordable housing for a diverse range of San Luis Obispo residents, regardless of their income level or special
circumstances. This project represents a significant step forward in enhancing equity in the affordable housing application process. By leveraging
technology and focusing on accessibility we are opening doors to stable, affordable housing for a diverse range of San Luis Obispo residents.
5) Describe the community/population the project/program will support *
This project supports low-income households in the City of San Luis Obispo seeking affordable housing, including those at risk of homelessness and
essential workers in low-wage jobs. Based on PSHH's resident demographics in San Luis Obispo County, we expect to serve: 63% Extremely Low
Income (≤30% AMI), 32% Very Low Income (31-50% AMI), and 10% Low Income (51-60% AMI). For a family of three, this includes households earning
up to $68,760 annually.
Based on PSHH resident population in the County of SLO, we anticipate serving an ethnically and racially diverse community:
• 52% Hispanic
• 31% Non-Hispanic Caucasian
• 2% African American
• 2% Asian
• 2% Native American
• 2% Pacific Islander
• 9% multiracial individuals.
Also based on PSHH resident population in the County of SLO, we expect the following rates of program resource usage:
• 51% Hispanic
• 21% Homeless
• 18% Seniors
• 10% Living with a disability
• 5% Farmworker households
• 5% Veterans
The project's urgency is underscored by U.S. Census Bureau’s 2022 data showing 3 in 10 City residents live in poverty. By improving access to
comprehensive, easy-to-understand information about affordable housing options, we aim to make a significant impact on these community
members' lives and to bring the City closer to its 2023-24 Major City Goals related to Housing, Diversity, Equity and Inclusion, and Economic
Resiliency.
6) Describe the equity gaps and community needs this project/program will address in the City and community of San Luis Obispo.*
Gap 1: The complexity of affordable housing eligibility requirements
With varied income limits and calculations across different housing programs, many applicants find themselves confused about their eligibility
status. This confusion extends to the types of documentation required to prove eligibility, and how changes in income or family size might affect
their application and long-term residency. Such complexity can deter potential applicants or lead to unintentional disqualification due to
misunderstanding or well-qualified applicants giving up on the process.
Gap 2: Digital literacy
Home-seekers with limited digital literacy find themselves at a disadvantage. The lack of user-friendly interfaces in existing digital application tools
further exacerbates this problem, creating an unintended barrier for those who need affordable housing the most.
Gap 3: Language Literacy
Language literacy presents a significant equity gap in the affordable housing application process, and specialized language within the sector means
that many people who do not consider themselves to have language literacy challenges are affected. This shortage of easily-understood information
severely impedes one's ability to navigate the intricate terminology and complex requirements inherent in housing applications. Even when
materials are available in multiple languages, as are all of PSHH's forms and printed materials, explanatory information is not centralized as is
proposed in this project. As a result, these vulnerable populations are disproportionately excluded from accessing affordable housing options,
perpetuating cycles of housing insecurity and socioeconomic disadvantage.
The high volume of daily inquiries our organization receives is a clear indicator of widespread confusion about the application process. These
repetitive questions consume valuable staff time and resources, leading to long wait times for applicants seeking clarification or assistance, and can
leave applicants with frustration and a lack of usable information, especially when communicating with more than one housing provider. The sheer
volume of inquiries can sometimes result in inconsistent information being provided, further muddying the waters for potential applicants. One
particularly common inquiry concerns forecasting future rent in affordable housing, which our project will specifically address.
In July 2024, a senior citizen who identified himself as a U.S. veteran visited the PSHH office. He was visibly distressed and deeply concerned about
his housing situation, explaining that he was facing imminent risk of experiencing homelessness. While PSHH's ongoing successful efforts to open
units for veterans at risk of or experiencing homelessness at each of our new properties in the City of San Luis Obispo, he expressed profound
frustration with the challenges he had encountered in accessing the affordable housing process. While units set-aside in perpetuity for the Veterans
Affairs Supportive Housing (VASH) program, serving veterans who are homeless or at imminent risk of homelessness, these units among the only
ones PSHH units to remain empty for months at a time. His lack of understanding about how to access this housing by getting in contact with the
local VASH office underscores the sort of outreach and service gaps that this project will address, providing access to city residents facing similar
circumstances and emotional hardships in their search for stable, affordable housing.
By addressing these issues through our video library and website enhancements and providing easy access to the library on the most common and
easy-to-navigate video hosting platform, we aim to create a more inclusive, accessible, and efficient affordable housing application process for all
San Luis Obispo residents.
7) Provide detailed timeline for project implementation (monthly or quarterly).*
Our project implementation will unfold over a carefully planned 12-month period, designed to efficiently create and deliver accessible housing
resources while allowing for continuous improvement based on community feedback.
12-month project implementation timeline:
Quarter 1:
• Start video production (English, Spanish)
• Conduct needs assessment
• Begin website redesign planning
Quarter 2:
• Continue video production
• Implement initial website enhancements
• Integrate videos into website
Quarter 3:
• Ongoing video production
• User testing and content reviews
• Refine user interface
Quarter 4:
• Complete final videos
• Finalize website
• Launch marketing and staff training
• Monitor engagement
Throughout: Produce roughly one video set, in both languages, every two months.
This timeline ensures a steady rollout of resources while maintaining flexibility to adapt to user needs and technological changes. By the end of the
grant period, we aim to have a comprehensive, user-friendly video library and website that significantly improves access to affordable housing
information for all San Luis Obispo residents, by helping residents understand the language of affordable housing, how those concepts affect their
eligibility, and how to locate permanent, affordable housing for which they are eligible.
8) List any partnerships/collaborations that are supporting this project/program and their roles *
Our project relies on strong internal and external partnerships to ensure its success and reach.
Internal collaborations include:
• Compliance Department: Ensure accuracy of housing qualification and application information
• Property Management: Provide insights on applicant challenges and housing qualifications
• Public Affairs: Oversee communication strategy and video production, utilizing a team with bicultural competencies
• IT Department: Coordinate website enhancements
• DEI Advisor: Ensure inclusivity and accessibility of program components
External partnerships:
• New Directions in Computing (NDIC): Web development contractor
• Community organizations: Assist with outreach and provide feedback on outreach effectiveness
• City of San Luis Obispo: Potential to embed videos on their Affordable Housing webpage
• Local media outlets: Promote resources and raise awareness
• Senior centers: Assist in outreach to elderly home-seekers
• Disability advocacy groups: Ensure accessibility for people with various disabilities
• City-serving ethnically- and Latinx-focused organizations and clubs
• Other permanent affordable housing providers, to provide outreach and access to the video library
These diverse partnerships will help create comprehensive, accessible resources to improve the affordable housing application process for all San
Luis Obispo residents.
9) Describe your plan for sustainability beyond the City’s one-year award funding *
PSHH is committed to ensuring the long-term sustainability of this video resource project beyond the initial one-year funding period. Our
comprehensive sustainability plan includes:
• Regional expansion: Adapting content for use in other PSHH service areas and exploring partnerships with neighboring cities.
• Ongoing maintenance: Tracking emerging affordable housing opportunities and providers
• Alignment with long-term goals: Using resources to support advocacy efforts and demonstrate commitment to innovative housing solutions.
• Scalability: Designing resources to remain relevant for future PSHH properties in development.
• Additional funding: Securing grants and donations for project advancement.
• Collaboration with disability advocacy groups: Further enhancing access for people with various disabilities and to enhance knowledge of
housing options for those living with disabilities.
• Integration into PSHH operations: Incorporating resource management into existing staff roles and annual budgeting.
• Internal support: PSHH and the Public Affairs department is committed to maintaining current and accurate information through this project.
• State and federal enhancement of City affordable housing via PSHH: It should be noted that PSHH is committed to developing affordable
housing in the City of San Luis Obispo, increasing the relevance of these videos. We are in the midst of a 24 month period in which PSHH is opening 4
new affordable housing properties in the City.
PSHH's commitment to the longevity of the project is demonstrated by the organization's commitment to underwrite the majority of the staff time
required during the grant period, and with considerable research and planning already having taken place. With assistance in launching this project,
PSHH is prepared to leverage our own funds to bring this project to fruition.
Through this multifaceted approach, PSHH aims to maximize the long-term impact of this project, ensuring it continues to serve the City of San Luis
Obispo community well beyond the initial funding period.
10) Describe the plan for promoting this project within the City of San Luis Obispo *
Our promotion plan for this project within the City of San Luis Obispo is designed to reach a wide range of potential beneficiaries through various
channels. The key components of our strategy include:
• San Luis Obispo Housing Authority o Local nonprofits serving low-income and minority populations
• Senior centers and disability advocacy groups to Educational institutions
• Targeted social media campaigns
• Dedicated landing page on the PSHH website
• Advertisements on municipal transit
These partnerships will help us tailor our outreach to specific demographics and ensure our resources reach those who need them most. Our
marketing strategy will utilize both digital and traditional approaches to maximize reach and accessibility.
We'll also make full use of PSHH's existing communication channels, featuring the project in our newsletter and email communications, promoting it
to current residents and applicants, and engaging our social media followers. Our connections with local government and business leaders will be
leveraged to broaden our reach and influence.
Engagement with local media will form another crucial part of our strategy. We'll issue press releases about the project launch and key milestones,
with PSHH leadership available for interviews with local news outlets.
Finally, we plan to collaborate with the City of San Luis Obispo itself, seeking promotion through city communication channels and endorsement
from city officials. We also wish to have the video library linked from the City’s affordable housing information webpage, lending additional credibility
to our project and help demonstrate its alignment with the city 's affordable housing goals.
Through this comprehensive approach, we aim to ensure that all segments of the San Luis Obispo community are aware of and able to access these
valuable new resources for navigating the affordable housing application process, furthering the city's goal of being a welcoming and inclusive place
for all residents.
Please note that the estimated number of those assisted, below, is based on the first 12 months after the launch of the video library.
11) Est. Number of people served through this project/program *
9,000
12) Est. Number of SLO City Residents served through this project/program *
4,000
13) In the table below include a minimum of four (4) metrics or performance outcomes that relate to
the implementation/success of the project. Examples include: # of SLO City residents served, # of
referrals provided to individuals seeking social services, # of trainings completed, # of cultural
event attendees reported a 10% increase in knowledge and application of DEI practices, etc.
Example: # of cultural event attendees reported a 10% increase in DEI knowledge and application
Metric #Indicators of Success / Measurable Outcomes
15 Increased applicant confidence as measured through increased rates of submitted applications to PSHH for City of SLO
properties. (Metric goal is 15% increase.)
50 Reduced applicant frustration measurable through decreased support inquiries requiring in-depth responses as
reported by PSHH staff. (Metric number is 50% decrease.)
2,500 Enhanced accessibility for Spanish speakers as measured by total views of Spanish-language videos
5,000 Increased understanding of affordable housing services in the City of San Luis Obispo, as measured by total video
viewership
DEI statement *
that includes Applicants’ understanding and application of DEI, Affirming language that creates access and a sense of belonging in our community
apart from grant, and Explain how this project will advance DEI in the City of SLO.
PSHH DEI Statement.pdf 269.27KB
Detailed budget *
Including how the total requested amount of grant would be spent.
PSHH SLO DEI HIG Project Budget.pdf 51.77KB
Organizational chart.*
Corp Org Chart May 2023.pdf 448.42KB
Federal Tax-Exempt Status *
PSHH 501c3 Tax Exemption Letter 12.21.pdf 90.48KB
DEI Statement
In 2019, People’s Self-Help Housing
formed the IDEA (Inclusion, Diversity,
Equity, and Action) Commission, a staff
led effort to ensure advancements,
promote opportunities and hear all voices
related to equity, diversity and inclusion
that affect our residents and team
members.
The IDEA Commission is a staff-led effort to ensure that equity work is a constant in
what we do. We are a diverse group of individuals from different levels and
departments within the organization, holding strong the commitment to making
racial equity, diversity, and inclusion part of our everyday lives.
IDEA Mission:To prioritize advancements in race, equity, diversity, and inclusion (REDI),
to ensure that all perspectives are present and rightfully considered, both within our
organization and beyond.
We are committed to creating an organization that represents and understands the
diversity of the populations that we serve and ensuring systems to hire, retain, and
advance the careers of our employees and the wellbeing of PSHH residents.
Through the IDEA Commission, PSHH creates educational opportunities to understand
and engage with race, equity, diversity, and inclusion; while also developing
recommendations of equitable policies and procedures to departments, executive
leadership, and the Board of Directors.
Our work towards racial equity, diversity, and inclusion is ongoing and the IDEA
Commission welcomes feedback and suggestions at any time.
Values
PSHH holds the following values as the foundation for our work to keep moving us
towards diversity, equity, and inclusion (DEI):
• The creation and provision of affordable housing is equity work in and of itself.
Thus, achieving equity is the foundation for all housing and community
development.
• We believe in the creation of strong teams by using continuous and fair
evaluations and improvement in our organization.
• Our decision-making practices are founded on DEI. PSHH will guide its
decision-making processes with our Equity Lens, a tool for long-term strategic
planning.
• Conversations and work relating to DEI can be difficult, emotional, and
uncomfortable at times, but they are critical. At this stage of our journey, we focus
on race as the most impactful and intersectional element to achieving our mission.
Equity Statemen t
PSHH is the longest-serving affordable housing provider on the Central Coast of
California, and our organization has, in alignment with its mission, the responsibility to
positively impact the lives of our residents and team members through the advancement
of race, equity, diversity, and inclusion work, which currently includes, but is not limited
to:
• Learning from and growing with our communities and team members
• Providing inclusive access to opportunities for team members
to learn and grow at all levels of the organization
• Building mindful communities that improve upon the issues of historic and
systemic racism, income inequity, and discrimination
• Developing policies and procedures that guard our residents and team
members against unequal treatment
Equity Lens
The Equity Lens is a tool that provides internal reflection and accountability in
the PSHH decision-making processes. As we continue to build opportunities and better
futures for our employees and the residents of our properties, we need to stop and ask
ourselves when and how our actions are, or are not, contributing to our mission and
values.
The following questions are meant to help guide this practice. We invite team members
at all levels of the organization to stop, reflect, evaluate, and ask:
• Are we accounting for communities most affected by inequities?
• Are all groups represented and empowered to provide input in decision-
making processes? If not, how can we get their input and ensure that this does
not happen again?
• How will the proposed policy, practice, or decision advance diversity, equity,
inclusion and belonging at PSHH? If not, how can we include one of
these areas before advancing further?
• How will the proposed policy, practice, or decision affect each burdened group
within and outside the organization?
• Is the implementation of this policy, practice, or decision harmful to any
burdened groups? If so, please reassess to minimize impact.
PSHH Board and Team Members hold themselves accountable for continuing to uphold
these actions and maintaining our mission and values to advance racial
equity, diversity and inclusion at PSHH and in the communities we serve.
Demographic Statement
As part of our commitment to transparency and accountability, we track and
publish our organization’s demographic data quarterly. Our goal is to create an
organization where everyone feels included and where racial inequities are not a barrier
to success. We are also committed to aligning our workforce with the populations that
we serve.
As of July 1, 2024, our demographic profile is as follows:
PSHH Team Members Profile:
PSHH Supervisors Profile:
PSHH Resident Profile:
Land Acknowledgement
Land acknowledgements are an Indigenous practice of territorial and tribal recognition
used, first and foremost, inside Indigenous communities. Other sectors of society have
chosen to also include and use land acknowledgments to recognize and show
appreciation for Indigenous Peoples and their lands. Our land acknowledgement was
staff created and revised by Chumash community members.
As an organization that develops land and provides affordable housing, we use this land
acknowledgement to remind ourselves and those we serve that we are guests of unceded
territories.
Land Acknowledgement Statement
With sincere gratitude, we humbly acknowledge the Indigenous Peoples and unceded
territories that our organization now occupies. We recognize the YTT Northern Chumash,
Santa Ynez Band of Chumash, Barbeño/Ventureño Band of Mission Indians, Cruzeño
Chumash, and Salinan elders, current and future generations as the protectors of these
lands.
We honor and respect the sacred connection between Indigenous Peoples and the land
that they have stewarded for generations. Our work commits us to advocate for justice
and equity on behalf of our residents by building housing opportunities for those
individuals and groups most affected by housing inequities.
This acknowledgement is an important step in our accountability, learning, and insurance
that our properties are just and equitable places to live. This is also a demonstration of
our appreciation and respect for the Indigenous Peoples, their lands, and their coastal
territories.
Expense Each Number Total
468$ 1
4,300$ 1
1,500$ 1
1,000$ 1
54.80$ 468
TOTAL
Income Amount
City of San Luis Obispo DEI High Impact Grant
TOTAL 32,914$
15,000$
17,914$ People's Self-Help Housing
25,646$
32,914$
City of San Luis Obispo
DEI High Impact Grant
Project Budget
Video prodcution software access, 1 year
NDIC, contracting website-development
Mixtec language interpretation
Outreach & Advertising
Property Management, Compliance, Public Affairs, DEI employee time,
hours
468$
4,300$
1,500$
1,000$
Executive Admin &
Events Manager
[Gabrielle Miller]
Events Coordinator
Director of Property
Management
[Jane Renahan]
Director of Compliance
[Liz Smith]
Interim Director of
Education
[Kris Reed]
Director of
Neighborhood
Development &
Resident Services
[Rick Gulino]
Director of
Technology & Office
Operations
[Davis Foley]
VP of Home Ownership
[Sheryl Flores]
Director of Construction
[Todd Broussard]
Senior Asset Manager
[Candi Roberts]
Director of Human Resources
[Nicole Ramos]
Director of
Communications &
Resource Development
[Gillian Cole-Andrews]
Associate Property Manager Director
Facilities Manager
Portfolio Managers
Senior Property Managers
Property Managers
Assistant Property Managers
Senior Maintenance Supervisors
Maintenance Supervisors
Maintenance Technicians (I, II, III)
Janitors
Compliance Specialists
Senior Education Manager
Regional Coordinators
Distance Learning Coordinator
Training Coordinator
Lead Educators
Para Educators
Substitute Educators
College Club Consultant
Clinical Supervisors
Social Workers
IT Service Manager
IT Consultant
IT Technicians
Office Manager
Administrative Assistant
Receptionist
Associate Directors of MHD
Development Administrator
Administrative Development Assistant
Project Managers
Associate Project Manager
Project Coordinators
Real Estate Acquisition Manager
Construction Supervisor
Housing Specialist
Project Manager
Senior Construction Managers
Construction Manager
Construction Coordinator
Senior Construction Superintendents
Construction Site Superintendents
Assistant Construction Site Superintendent
Controller - Construction
Assistant Project Design Coordinator
Construction Administrative Assistants
Controller, Corporate
Assistant Controller
Senior Accountant
Accountants
Assistant Accountant
Financial Analysts
Controller, Properties
Financial Analyst
Senior Property Accountants
Property Accountants
Junior Accountant
Accounting Clerk
Asset Manager
Asset Management Analyst Payroll and Benefits Administrator
Recruiter
Human Resources Assistant
Grant Manager
Communications Manager
Donor Relations Coordinator
Grants Coordinator
Communications Coordinator
Organizational Chart
Board of Directors
Director of Accounting and Finance
Real Estate
Chief Real Estate Dev. Officer
[Veronica Garcia]
Director of Multifamily Housing Development
[Katherine Aguilar]
Corporate Operations
March 2023
Chief Executive Officer & President
[Ken Trigueiro]
Services
Chief Operations Officer
[Anna Miller]
Financial Operations
Chief Financial Officer
[Griffin Moore]
[Christi Ware]
Human Resources ManagerProject Manager II's
Social Worker IIs
Marketing & Occupancy Manager
DEI Advisor
Department of the Treasury
Internal Revenue >Scrvlcc
CINCINNATI OH <'t5999-0038
In reply refer to; 0256<432597
Dec. 22, 2021 LTR 'U68C 0
95-275015'i 000000 00
00008958
BODC; TE
PEOPLES SELF-HELP HOUSING
CORPORATION
1060 KENDALL RD
SN LUIS OBISP CA 93401
038765
Employer ID number:
Form 990 required;
95-275015''*
YES
Dear Taxpayer:
We're responding to your request dated Dec. 15, 2021, about your
tax-exempt status.
We issued you a determination letter in July 1971, recognizing
you as tax-exempt under Internal Revenue Code CIRC) Section 501(c)
(03) .
We also show you're not a private foundation as defined under IRC
Section 509(a) because you're described in IRC Sections 509(a)(l) and
170(b)(1)(A)(vi).
Donors can deduct contributions they make to you as provided in IRC
Section 170. You're also qualified to receive tax deductible bequests,
legacies, devises, transfers, or gifts under IRC Sections 2055, 2106,
and 2522.
In the heading of this letter, we indicated whether you
annual information return. If you're required to file
must file one of the following by the 15th day of the
the end of your annual accounting period;
must file an
a return, you
5th month after
Form 990, Return of Organization Exempt From Income Tax
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Tax
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Organizations Not Required to File Form 990 or Form 990-EZ
Form 990-PF, Return of Private Foundation or Section ft9^7 (a) (1)
Trust Treated as Private Foundation
According to IRC Section 6033(j), if you don't file a
information return or notice for 3 consecutive years,
required annual
we'll revoke
your tax-exempt
notice.
status on the due date of the 3rd required return or
You can get IRS forms or publications you need from our website at
www.irs.gov/forms-pubs or by calling 800-TAX-FDRM (800-829-3676).
If you have questions, call 877-829-5500 between 8 a.m. and 5 p .in . ,
0256432397
Dec. 22, 2021 LTR <U68C 0
95-275015't 000000 00
00008959
PEOPLES SELF-HELP HOUSING
CORPORATION
1060 KENDALL RD
SN LUIS OBISP CA 93<^0l
local time, Monday through Friday (Alaska and Hawaii follow Pacific
time).
Thank you for your cooperation.
Sincerely yours,
1^(4 ^y^
Steve M. Brown, Operations Manager
Operations 3-CIN
DEI High Impact Grant
24-25 Application
Part 1 Basic Information
1) Organization Name *
R.A.C.E. Matters SLO
2) 501(c)(3) - employer identification number *
86-1879181
3) Fiscal Agent *
n/a
4) Project/Program Name *
Shop Talk and Black Girl Wellness
5) Requested Amount *
$20,000.00
6) Name of Person Completing Application *
Greg Ellis
7) Name of Person for Grant Communication for Grant Cycle (if different from above)
8) Organization Mailing Address *
Street Address
PO Box 5215
Address Line 2
City
San Luis Obispo
State/Province/Region
CA
Postal/Zip Code
93403
Country
USA
9) Phone *
760-382-5164
10) E-mail
grants@racemattersslo.org
Part 2 Organizational Information
1) Purpose/Mission Statement *
Create artistic, cultural, educational, and social experiences that amplify Black voices and matters of racial justice.
2) Briefly describe your organization’s purpose, vision, primary activities, and operating structures *
Purpose/Vision
R.A.C.E. Matters produces arts programming, events and media content, responds to social and racial injustice, and supports others in the
community working towards diversity, equity, inclusion, and justice. Our objective is to engage the community in matters of racial justice primarily
through arts and culture.
Primary Activities
Texture: In the Summer of 2023 R.A.C.E. Matters opened Texture, a cultural hub that serves as a workspace, event and meeting space, and salon for
textured hair. Texture has the potential to retain diversity in SLO County, while inspiring creativity and collaboration. We are working towards Texture
sustaining itself through salon station rental, retail sales, and other methods of monetization.
Shop Talk: advances health equity and well being through clinician-led discussion groups, hosted at Texture Salon.
Black Girl Wellness: aims to foster self-esteem, self-care, and well being for Black identified girls, ages 12-17, in San Luis Obispo County and on the
Central Coast.
RaiseUp SLO: is the family-focused arm of R.A.C.E. Matters and is intended to center youth of color on the Central Coast. Raise Up’s focus until
August 2024 is grounded in West African drumming experiences in collaboration with musician Tracy Morgan.
NoireSLO: Social events intended for the Black community, to be incorporated into Texture programming. https://www.racemattersslo.org/noire-slo
Stories Matter: Live Storytelling showcase in collaboration with The Reboot Storytelling Reimagined.
SLO Film Festival Short Film Program featuring BIPOC filmmakers.
Operating Structure
As a Black-women designed and led organization, R.A.C.E. Matters’ is representative of historically excluded groups in San Luis Obispo County. Our
Executive Director, Courtney Haile was born and raised in San Luis Obispo and has a masters degree in Ethnic Studies, with a focus on Black identity
development in predominantly White communities. We have a high percentage of Black women on our staff and board. Currently, our organization
has 3 part-time employees and an active board of 5, as well as two volunteer advisors in marketing and humanities.
3) Name of Executive Director *
Courtney Haile
4) Number of paid staff (full or part-time)*
3 part-time
5) Number of volunteers *
2 specialized volunteers and 10 recurring
6) Name of Board President or Chair *
Preston Allen
7) Describe the community(ies) your organization supports *
R.A.C.E. Matters aims to celebrate the diversity of SLO by regularly supporting and contracting artists, culture bearers, and scholars of color for our
events, programs, and original content. Over 30 independent art contractors, predominantly from historically excluded communities such as Black,
Indigenous, People of Color (BIPOC), queer, gender expansive, and differently abled individuals, have been engaged through our organization.
We strive to center members of these communities in our planning of social events and more intimate programs intended to foster belonging and
community building. Our educational resources (i.e. our film, Restrictions Apply) invite the community at large to learn about the importance of
representation, the history of systemic racism right here at home, and contextualization of the climate crisis and climate justice. Our programs and
community events have provided marginalized, underrepresented people space where their voices can be heard. By amplifying these voices, we
challenge systemic inequalities and foster a more inclusive and equitable society where all voices are valued and heard.
8) Approximate Annual Budget *
$295,330.00
9) Major Sources of Funding *
CFSLOC Women's Legacy Fund - $30,000
CA Coastal Commission Coastal Stories - $50,000
Liberty Hill (Environmental Leadership Fellowship) - $30,000
City of SLO - DEI High Impact Grant 2024 - $16,800
SB County - Central Coast Creative Corps - $72,500.00
Cal Humanities - $2,500.00
CA Arts Council - Impact Project Grant - $21,250.00
Texture Salon - $20,000 (Projected)
Part 3 Project/Program Information
1) Please provide an executive summary of proposed project/program (200 words max)*
R.A.C.E. Matters requests funding for two programs: Shop Talk and Black Girl Wellness. These programs address pressing needs around self-esteem,
self-care (including hair care) and mental health for Black women and girls in San Luis Obispo County and the Central Coast. Both of these programs
are based at Texture, our workspace that also functions as an event space, cultural hub, and salon in the City of San Luis Obispo
Shop Talk offers free, monthly, therapist and/or clinician-led discussion groups for adults (18+) intended to foster healing, community making, well-
being, and joy. The program includes monthly, donation-based discussion groups and small breakout groups priced on a sliding scale. Shop Talk is
based at Texture, our workspace that also functions as an event space, cultural hub, and salon in the City of San Luis Obispo.
Black Girl Wellness extends our mental wellness programming to youth: it fosters self-esteem, self-care, and well being for Black identified girls, ages
12-17, in San Luis Obispo County and on the Central Coast. The program provides quarterly, clinician-led workshops that encourage self-love, self-
expression and cultural pride in a safe, inclusive space.
2) Total project cost *
$26,000.00
3) Requested Amount *
$20,000.00
4) Please provide a detailed description of proposed project/program (not to exceed 1,000 words)*
We seek funding from the City of SLO DEI High Impact Grant for two programs that foster self-esteem, self-care, and wellbeing for black adults and
youth: Shop Talk and Black Girl Wellness. Shop Talk supports BIPOC adults 18+, while Black Girl Wellness is specifically targeting Black girls, ages 12-
17. Both programs address health equity access to Black therapists, and Black hair care professionals. Our arts and healing workshops are
facilitated by Black, Indigenous, and People of Color (BIPOC) community partners, creating intentional, culturally affirming spaces for participants to
feel safe and seen.
Shop Talk provides the following programs: (1) Monthly donation-based discussion groups centered on Black wellness and healing, facilitated by
licensed Black mental health professionals, for those 18+. The facilitators include Alexis Smith, PSY, Allison L. Parker LMFT; (2) One 6 week session
between 60- 90 minutes facilitated by a licensed therapist, Claudia Vandermolen LMFT, with max group size of 6, centered on support for Black
wellness and healing. Pricing is sliding scale, for those 18+; (3) One 6 week session at 90 minutes, centered on wellness and healing for all People of
Color, facilitated by a licensed therapist of color, Alisa Heraldo, LMFT. This session is also a sliding scale, for those 18+.
Potential topics from these programs include: colorism, dating (including but not limited to interracial dating in a predominantly white community),
racial identity in a predominantly white community, the impact of gender on racial identity in a predominantly white community, black children
maturing in a predominantly white community, religion and spirituality, the N word, trauma & DNA, breathwork & meditation, and financial stress.
The goals of Shop Talk are to (1) Create healing community building spaces specifically for Black communities but also People of Color; (2) Build
awareness around tools for mental health and healing in Black and other communities of color, including referrals for Black and other therapists of
color; (3) Build community and deep discussion and connection among Black and other BIPOC communities.
Black Girl Wellness addresses similar themes to Shop Talk but is for Black identified girls only, ages 12-17, in San Luis Obispo County and on the
Central Coast. Black Girl Wellness provides community healing spaces which support mental health and wellness amongst Black, Indigenous and
People of Color (BIPOC) communities, while also fostering community belonging and connection.
A component of our workshops includes vocational training, exposing participants to other Black women professionals, therapists, and hair people
in the community. Black women are under-represented in and in high demand for these professions. Many of these workshops include skills and
knowledge sharing specific to these professions, as well as general financial wellness and stability, catered to BIPOC women.
All Black Girl Wellness workshops will be on a sliding scale with 2 spots offered free of charge for anyone with financial barriers. Generally, our sliding
scale request is $15-$25 per session.
We have found that charging on a sliding scale helps support our programming with additional revenue while creating buy-in for participants to
follow-through and complete the programming. Of course, we will ensure that all who are interested can participate, regardless of financial means,
providing scholarships as needed.
Mental health services for Black girls are essential. The Black therapists we work with provide a safe and culturally appropriate space for exploring
and processing these complexities, offering culturally competent care that acknowledges their specific needs and perspectives. Access to mental
health support promotes resilience, empowerment, and overall well-being, combating the detrimental effects of systemic racism and social isolation
often prevalent in predominantly white communities.
5) Describe the community/population the project/program will support *
Shop Talk and Black Girl Wellness provide culturally sensitive healing spaces which support mental health and wellness amongst BIPOC
communities, while also fostering community belonging and connection.
Shop Talk supports community members who identify in the following categories: 1) Black-identified adults; 2) Black-identified youth and/or young
adults; 3) BIPOC identified adults; 4)BIPOC identified youth and/or young adults. While we’ve outlined the session categories above, we are flexible to
adjust along the way and defer to expressed community needs, such as mixed-raced or LGBTQ of color sessions, and/or if there is needed
processing of national or local racial trauma.
Black Girl Wellness aims to foster self-esteem, self-care, and wellbeing for Black identified girls, ages 12-17, in San Luis Obispo County and on the
Central Coast. In the future and with an increase in funding, we are hoping to open this program to include all genders, ages 12-17.
6) Describe the equity gaps and community needs this project/program will address in the City and community of San Luis Obispo.*
R.A.C.E. Matters addresses the need to advance diversity, equity, and inclusion through its arts-based programming that largely centers Black voices
and other historically excluded communities. According to the 2020 census, the city of San Luis Obispo is 1.5% Black, compared to 6% statewide, and
84% White, compared to 36% statewide. This demographic profile creates challenges to the building of discussions about race and inequality, which
in turn, reinforces patterns of marginalization and exclusion for local communities of color, especially Black communities. Within this context, the
need to uplift and amplify the voices of Black, Indigenous and People of Color (BIPOC), and to build and maintain spaces of affirmation and
empowerment within our local community, is critical.
Growing up as a racial minority in predominantly white environments can create challenges in identity development for Black girls. They may
struggle with a sense of belonging, cultural identity, and self-acceptance, which can contribute to psychological distress. Research indicates that a
strong racial identity is protective against the negative effects of racism on mental health. (Smith & Silva, 2011; Seaton et al., 2011).
Hair care for Black girls and women is extremely limited in White-majority communities like San Luis Obispo: SLO is 1.5% Black, compared to 6%
statewide. The unique needs of Black women’s hair texture often requires specialized products and techniques. Proper hair care not only maintains
the health and integrity of their hair but also fosters a sense of cultural identity and pride.
7) Provide detailed timeline for project implementation (monthly or quarterly).*
Shop Talk Timeline
January 2025: Planning for monthly Shop Talk meetups have started; Contracts signed with four licensed therapists, two to lead monthly meet ups
centered on Black healing, and two to lead “therapist-led support groups” of 6-8 people, centered on Black healing and healing for all communities of
color respectively,
February/March 2025: Promotion of Shop Talk monthly meet-up and small support groups; Shop Talk will also be promoted on social media, shared
with community partners, and at community events
April 2025: Preparing for 6 week-long, therapist-led support groups to launch by September.
May - November 2025: 6 week-long support groups are launched, centered on Black Healing.
December 2024 - January 2025: Begin measuring program success and impact using surveys to measure quantitative feedback, while also assessing
event attendance including recurring event attendees.
January 2026: Submit Year End Report
Black Girl Wellness Timeline
January 2025: Create/finalize contracts with therapists, other workshop facilitators, and hair stylists; develop marketing plan and graphic design.
February/March 2025: Begin marketing/promotion at Texture Salon, using Social Media, flyering to other hairdressers, Social Services, Foster,
Adoption Agencies, and other community organizations working with Ages 12-17.
April 2025: First quarterly Black Girl Wellness workshop “Self Love,” including resources for physical and emotional health, and financial wellness and
stability in womanhood. Led by a partnered therapist and includes a yoga component in collaboration with SLO Yoga Center.
July 2025: Second quarterly Black Girl Wellness workshop with a theme of Cultural Pride and Racial Identity led by a therapist and Dr. Amanda Frye; a
Collage or Vision Board activity included.
September 2025: Third quarterly Black Girl Wellness workshop, “Self Expression,” led by a partnered therapist and will include a creative writing
workshop led by Dr. Lata Murti.
November 2025: Fourth Black Girl Wellness workshop, “Community Love,” therapist-led discussion and African drumming workshop led by
musician/educator Tracy Morgan.
December 2025: Culminating celebration, includes sharing of creative writing and other expressive art pieces written by the girls; Parents and
families are invited.
January 2026: Submit Year End Report
8) List any partnerships/collaborations that are supporting this project/program and their roles *
For our small support groups centered on healing for all communities of color, R.A.C.E. Matters is partnered with Mindful Heart Counseling Center.
Under this agreement, R.A.C.E. Matters is responsible for administrative matters such as collecting payment from participants, while therapists
employed by Mindful Heart Counseling Center are responsible for issuing informed consent forms and facilitating 6 week-long, therapist-led support
groups. Confidentiality of participants is ensured throughout the process through Mindful Heart Counseling Center’s professional standards. In
addition, we will partner with Cal Poly Black Faculty and Staff Association, Cal Poly Black Student Union, and the Women of Color Network to increase
outreach and participation in Shop Talk and Black Girl Wellness.
For these two programs, we have partnered with the following professionals for clinician led discussions and cultural arts workshops:
Claudia Kindell-Vandermolen, Licensed Clinical Social Worker and Therapist
Allison L. Parker, Licensed Marriage and Family therapist
Caprisha Daniels, Licensed Cosmetologist and regular stylist at Texture
Dr. Lata Murti, Poetry and writing workshop facilitator
Tracy Morgan, musician and educator, specializing in West African Drumming
Dr. Amanda Frye, Liberal Arts at Cal Poly, professor and sociologist of race and racial identity.
9) Describe your plan for sustainability beyond the City’s one-year award funding *
Our plan for sustainability beyond the City ’s one-year award funding is to bring in revenue through Shop Talk and Black Girl Wellness, based on a
sliding scale fee (ranging from $10-40 per session). The long term goal is to help sustain our programs through Texture via salon station rental, retail
sales, and other methods of monetization. In addition, we will continue to seek donations and grant funding to help supplement all of our programs
and initiatives.
R.A.C.E. Matters' plan for sustainability is to diversify our revenue streams and actively seek support through building a robust fundraising strategy
and strategically applying for grants. We are also leveraging revenue streams through some of our programs and Texture salon to help diversify our
funding base and reduce sole reliance on grants.
10) Describe the plan for promoting this project within the City of San Luis Obispo *
Shop Talk will be promoted through R.A.C.E. Matters’ mailing list, including specific populations known to be in the centered demographics for each
Shop Talk program. Black Girl Wellness will include outreach to school counselors, social services, foster and adoption agencies, and other
community organizations working with Ages 12-17. Both programs will also be promoted on social media, shared with community partners, and at
community events. The City logo will appear on all promotional materials.
11) Est. Number of people served through this project/program *
100 people through Shop Talk and 60+ through Black Girl Wellness
12) Est. Number of SLO City Residents served through this project/program *
95+ people through Shop Talk and 55+ through Black Girl Wellness
13) In the table below include a minimum of four (4) metrics or performance outcomes that relate to
the implementation/success of the project. Examples include: # of SLO City residents served, # of
referrals provided to individuals seeking social services, # of trainings completed, # of cultural
event attendees reported a 10% increase in knowledge and application of DEI practices, etc.
Example: # of cultural event attendees reported a 10% increase in DEI knowledge and application
Metric #Indicators of Success / Measurable Outcomes
12 # of clinician-led discussion groups for Shop Talk
4 # of clinician-led, culturally affirming workshops for Black Girl Wellness
150 # of BIPOC SLO City residents served by these programs
140 # of participants who reported feeling a greater sense of belonging and inclusion in SLO after finishing the program
30 # of new participants reflecting they were referred by others in survey data
50 # of Black girls who reported more confidence and self-esteem after participating in all 4 quarterly sessions
DEI statement *
that includes Applicants’ understanding and application of DEI, Affirming language that creates access and a sense of belonging in our community
apart from grant, and Explain how this project will advance DEI in the City of SLO.
RM DEI Statement.pdf 47.3KB
Detailed budget *
Including how the total requested amount of grant would be spent.
RM Program Budget.xlsx - Projected Budget.pdf 58.52KB
Organizational chart.*
RM Organizational Chart.pdf 43.17KB
Federal Tax-Exempt Status *
RM Letter of Determination.pdf 922.64KB
DEI Statement
R.A.C.E.Matters
4/10/2024
R.A.C.E.Matters was founded in 2016 and has been a non-profit organization since 2021 –with the
mission to create artistic,cultural,educational,and social experiences that amplify Black voices and
matters of racial justice.By engaging the public through the creation of public dialogues,
Black-centered social spaces,cultural and arts events that center Black creative expressions,and
racial justice educational programming,the group has emerged as a publicly recognized local leader
in matters of race relations.The organization has led and advanced the racial justice conversation
locally since its first event –A Conversation About Race In America in 2016,as well as through its
Belonging arts and culture series and numerous other initiatives.R.A.C.E.Matters’educational
resources –including the original documentary film Restrictions Apply –invite the community at
large to unpack local systemic racism.Led by a predominantly Black Board of Directors,R.A.C.E.
Matters currently advances Diversity,Equity,and Inclusion with notable programs including:Beat
Party –an African drumming initiative that connects youth of color as well as the larger community,
Electrification for Everyone –a collaborative initiative that advances a just transition to clean energy,
and Texture salon and multi use space –a culturally affirming place that serves Black hair needs,sells
Black-owned products,and houses Shop Talk and other upcoming R.A.C.E.Matters programs.The
organization strives for equity and accessibility by creating free,donation-based,and low cost
programs whenever possible.
R.A.C.E.Matters is determined to advance Black wellness and healing,as well as wellness and healing
for all communities of color,with many of our programs based at Texture salon,a multi-use space in
San Luis Obispo.We hold monthly,donation-based,therapist-led support groups (Shop Talk and
Black Girl Wellness)centered on Black wellness and community making.In addition,we have a
smaller 6 week group centered on Black healing and healing for all communities of color respectively.
To help sustain our programs,small group sessions will be fee-based on a sliding scale with the
highest fee at the lowest range for standard group therapy costs,and the lowest fee at 75%less than
that.
Our programs will advance Diversity,Equity,and Inclusion in San Luis Obispo by promoting
health and well-being for Black community members,as well as for all communities of color,in a
safe,professionally led and culturally affirming space.While our cities,institutions,and
organizations strive towards greater representation and inclusion of Black and BIPOC community
members,we must also care and hold space for the health and well-being of those who are
representing.
R.A.C.E. Matters SLO
Shop Talk and Black Girl Wellness
2024 Program Estimated Budget
Program Expenses for Shop Talk
Description
Requested from
SLO DEI Matching Match Details Total
Honoraria for therapists/clinicians ($2,400 for monthy meet up, $4,800 for 6
week sessions)$7,200 $7,200
Facility Rental (12 monthly sessions, up to 30 weekly sessions, up to 6 special
events at half day rental of $50)$2,400 $2,000 Individual Donors $4,400
Admin costs directly related to project: Internet, QBO, Zoom, Insurance (5%
of ttl. RM costs)$200 $200
Facility cleaning fee, ($25 x 48 sessions)$1,200 $1,200
Marketing (Graphic Design, paid social media posts, printing)$420 $420
Supplies for craft-based sessions $600 $600
Subtotal $12,020 $2,000 $14,020
Program Expenses for Black Girl Wellness
Description
Requested from
SLO DEI Matching Match Details Total
Therapists (Therapist led discussion groups; $180 per therapist, 2 therapists x
4 sessions $0 $1,440 Women's Legacy Fund $1,440
Honoraria for local experts on racial identity $900 $900
Quarterly arts & self-care facilitators $900 $900
Craft supplies for art activities $400 $400
Culturally affirming goodie bags for participants (60 x $24 each bag)$1,440 $160 Women's Legacy Fund $1,600
Culminating Celebration $350 $350
Subtotal $3,990 $1,600 $5,590
Staff Time for BOTH Programs
Description
Requested from
SLO DEI Matching Match Details Total
Executive Director ($45/hour, 90 hours max)$2,050 $2,000 Women's Legacy Fund $4,050
Adminstrative Support ($30/hour, 40 hours max)$800 $400 Women's Legacy Fund $1,200
Contractor - graphic design & logistical expertise ($38/hour, 30 hours max)$1,140 $1,140
Subtotal $3,990 $2,400 $6,390
TOTAL $20,000 $6,000 $26,000
R.A.C.E.Matters Organizational Chart 2024
Board of Directors
Preston Allen,President
Julie Lynem,Vice President
Renoda Campbell -Monza,Secretary
Laura Albers,Treasurer
Dr.Alexis Smith,Member at Large
Executive Director
Courtney Haile
Program Coordinator:Nalah Loman
Logistics and Design Support:Sonia Sokolova
Specialized Volunteer Support:Stephanie Allen,Dr.Elizabeth Sine
DEI High Impact Grant
24-25 Application
Part 1 Basic Information
1) Organization Name *
Recovery Road Runners, INC
2) 501(c)(3) - employer identification number *
87-2013800
3) Fiscal Agent *
PayPal
4) Project/Program Name *
Run Strong, Grow Strong
5) Requested Amount *
$20,000.00
6) Name of Person Completing Application *
Amber Graziano
7) Name of Person for Grant Communication for Grant Cycle (if different from above)
8) Organization Mailing Address *
Street Address
3110 Duncan Rd. Unit 327
Address Line 2
City
San Luis Obispo
State/Province/Region
CA
Postal/Zip Code
93401
Country
United States
9) Phone *
8054410083
10) E-mail
amber@recoveryroadrunners.com
Part 2 Organizational Information
1) Purpose/Mission Statement *
Recovery Road Runners helps youth and adults to live healthy, active, fulfilling lives by preventing substance misuse, creating active communities,
and celebrating sobriety. We strive to strengthen families and build strong communities that protect and support healthy, substance-free living.
2) Briefly describe your organization’s purpose, vision, primary activities, and operating structures *
Our mission is to educate, empower, and inspire people to live healthy lives free from substances.
Our vision is a stronger, more educated, active, and connected community where all individuals thrive free from the effects of addiction.
At Recovery Road Runners, we are committed to fostering a culture of diversity, equity, and inclusion. We believe that the journey to recovery is
unique for each individual and that the strength of our community lies in the diversity of our experiences, backgrounds, and perspectives. We are
dedicated to creating an inclusive environment where all members feel valued, respected, and supported regardless of race, ethnicity, gender
identity, sexual orientation, age, disability, religion, or any other aspect of identity. At Recovery Road Runners, everyone belongs, and together, we
are stronger in our pursuit of sobriety and wellness.
Our primary activities are: Running Clubs, Sobriety Meetings, Team in Training Fundraising Team, Speaking Engagements at Rehab Centers,
Churches, AA Meetings, Wellness Workshops, Group Coaching, Online Community Forum, Virtual and In Person Racing, and Our Two Signature
Programs: 1- Run Sober Transformation Program and 2- Run Strong, Grow Strong.
Operating Structures: As the Founder of Recovery Road Runners, all operations are coordinated and hosted by me. I have a Board of Directors and a
handful of volunteers who support our mission.
3) Name of Executive Director *
Amber Graziano
4) Number of paid staff (full or part-time)*
1
5) Number of volunteers *
5-10
6) Name of Board President or Chair *
Amber Graziano
7) Describe the community(ies) your organization supports *
San Luis Obispo County (primary)
Nationwide (Online since 2021)
8) Approximate Annual Budget *
$75,000.00
9) Major Sources of Funding *
100% owned and operated by startup Founder, Amber Graziano
I've been seeking grants, donations, and sponsorship opportunities in an effort to grow the Nonprofit and help more people.
We have received one grant in the amount of $500 from Amica Insurance.
We have received about $5,000 in private donations so far.
We are eager for more funding to come in soon.
Part 3 Project/Program Information
1) Please provide an executive summary of proposed project/program (200 words max)*
The "Run Strong, Grow Strong" program is a 12-week program designed by Certified K-12 Teacher, Amber Graziano, in an effort to empower children
and adolescents through a unique combination of physical fitness and social-emotional-behavioral learning, with a strong emphasis on substance
use prevention. Our program serves youth in San Luis Obispo County and beyond, targeting children in grades K-12, separated into age-appropriate
groups. The program is accessible to schools, community organizations, and families, providing vital resources that promote healthy decision-making
and resilience.
2) Total project cost *
$20,000.00
3) Requested Amount *
$20,000.00
4) Please provide a detailed description of proposed project/program (not to exceed 1,000 words)*
Program Description:
"Run Strong, Grow Strong: Empowering Young Minds and Bodies" is a comprehensive 12-week program created by Amber Graziano of Recovery
Road Runners, combining physical fitness with social-emotional-behavioral learning, with a strong emphasis on substance use prevention. This
innovative program is designed to be easily accessible and implemented by teachers, coaches, and parents, offering flexibility and convenience in
various educational and community settings.
Each week, participants engage in a structured running regimen that enhances physical strength and endurance while simultaneously developing
crucial life skills such as emotional regulation, goal-setting, decision-making, and resistance to peer pressure. The program is tailored to be age-
appropriate, engaging, and impactful for children of all ages.
Amber Graziano, founder of Recovery Road Runners, will lead the way both online and in person, offering guidance and support to participants in
the San Luis Obispo, CA area. Through this program, children will not only grow stronger physically but will also build the emotional and behavioral
resilience needed to make informed, healthy choices, laying the foundation for lifelong well-being.
The program integrates a structured running regimen with weekly lessons on critical life skills such as emotional regulation, goal-setting, decision-
making, and resisting peer pressure. These lessons are delivered through engaging, interactive digital content that is easy to access and implement.
Each week, participants will complete running challenges that build physical strength and endurance while participating in activities that develop
their social and emotional skills. The program also includes virtual check-ins, community support through online forums, and opportunities for in-
person engagement, such as local running events and the SLO RRR Run Club.
The program will be implemented over 12 weeks, with the following timeline showing the early elementary level program:
Early Elementary (Grades K-2)
Week 1: Understanding Emotions
Teaching Points: Identifying basic emotions (happy, sad, angry, scared), understanding that all emotions are okay.
Week 2: Expressing Feelings Safely
Teaching Points: How to express feelings through words, art, and play, rather than physical actions.
Week 3: Building Friendships
Teaching Points: The importance of sharing, taking turns, and being kind to others.
Week 4: Understanding Rules and Routines
Teaching Points: Why rules are important, how they keep us safe, and the role of routines in our lives.
Week 5: Recognizing Safe and Unsafe Situations
Teaching Points: Identifying situations that feel safe versus those that don’t, and knowing who to ask for help.
Week 6: Problem-Solving Skills
Teaching Points: Simple problem-solving steps like identifying the problem, thinking of solutions, and choosing the best one.
Week 7: Managing Big Emotions
Teaching Points: Techniques like deep breathing, counting to ten, and using calming activities when feeling overwhelmed.
Week 8: Healthy Habits
Teaching Points: Introduction to healthy eating, sleep, and play as ways to feel good and stay strong.
Week 9: Understanding Choices and Consequences
Teaching Points: How the choices we make can have positive or negative outcomes.
Week 10: Developing Empathy
Teaching Points: Understanding how others feel, and why it’s important to be kind.
Week 11: Positive Reinforcement
Teaching Points: Celebrating good behavior and understanding the power of praise.
Week 12: Review and Celebration
Teaching Points: Review key concepts, celebrate the progress made with a fun, engaging activity.
5) Describe the community/population the project/program will support *
Nearly every one, everywhere suffers from addiction or knows someone close to them who does. San Luis Obispo is no different, as California in
general serves and sells billions of dollars in wine and alcohol every year. This has become a problem that needs to be addressed, starting in our
youth with prevention services.
With growing concerns around peer pressure, emotional regulation, and early exposure to risky behaviors, there is an urgent need for proactive,
preventive programs that address these issues head-on. "Run Strong, Grow Strong" is designed to meet this need by equipping young people with
the tools to navigate life's challenges in a healthy, positive way, reducing their risk of substance use and fostering lifelong well-being.
This program is designed for school-aged children, ages 5-18. It is sorted into the following 5 categories: Lower Elementary, Middle Elementary, and
Upper Elementary, Middle School and High School. Each age group has its own curriculum for age-appropriateness.
6) Describe the equity gaps and community needs this project/program will address in the City and community of San Luis Obispo.*
San Luis Obispo County, like many communities, faces significant challenges related to youth substance use and mental health. In the United States ,
nearly 1 in 7 (14.6%) adolescents aged 12 to 17 reported using an illicit drug in the past year, according to the 2022 National Survey on Drug Use and
Health. Among adults, approximately 19.4% reported illicit drug use in the same period, highlighting the widespread prevalence of substance use
across different age groups in the country.
7) Provide detailed timeline for project implementation (monthly or quarterly).*
This project will be ready to be released within the quarter. It will run 3 times a year here in SLO and can operate anytime in the online capacity.
8) List any partnerships/collaborations that are supporting this project/program and their roles *
Doug Fingliss, Vice President
Vinny Wood, Chair
SLO Children's Museum- Donor
Whiz Kids- Donor
SLO Sober- Sponsor
9) Describe your plan for sustainability beyond the City’s one-year award funding *
The "Run Strong, Grow Strong" program stands out from other initiatives due to its innovative combination of physical fitness and social-emotional-
behavioral learning, specifically tailored to prevent substance use among children. Unlike many programs that focus solely on education or physical
activity, "Run Strong, Grow Strong" integrates both, addressing the whole child—mind and body. This holistic approach not only builds physical
strength but also equips young participants with the critical life skills needed to make healthy choices and resist peer pressure, setting them on a
path to lifelong well-being.
Moreover, the program’s digital format ensures it is accessible, scalable, and adaptable to various settings, from classrooms to community centers to
homes. This flexibility allows the program to reach a broader audience, making a significant impact on diverse communities. Additionally, with the
leadership of Amber Graziano, a passionate advocate with a proven track record in both sobriety and fitness, the program is poised for success, with
strong potential for measurable outcomes and long-term sustainability.
By supporting "Run Strong, Grow Strong," the grantor would be investing in a program that not only addresses a critical issue but does so in a way
that is innovative, inclusive, and capable of making a lasting difference in the lives of children and their communities.
10) Describe the plan for promoting this project within the City of San Luis Obispo *
I'm a member of the SLO Chamber Of Commerce and will release Press Releases regularly. I'm very active on Social Media and will advertise the
program on Linked In, Facebook and Instagram daily. I have at least 3,500 followers currently.
11) Est. Number of people served through this project/program *
Est. in the hundreds
12) Est. Number of SLO City Residents served through this project/program *
Est. in the hundreds
13) In the table below include a minimum of four (4) metrics or performance outcomes that relate to
the implementation/success of the project. Examples include: # of SLO City residents served, # of
referrals provided to individuals seeking social services, # of trainings completed, # of cultural
event attendees reported a 10% increase in knowledge and application of DEI practices, etc.
Example: # of cultural event attendees reported a 10% increase in DEI knowledge and application
Metric #Indicators of Success / Measurable Outcomes
1 # of SLO City Residents Served
2 # of Referrals Provided to Individuals Seeking Services
3 # of Event Attendees
4 A 500% increase in knowledge of Run Strong, Grow Strong and application of program practices
DEI statement *
that includes Applicants’ understanding and application of DEI, Affirming language that creates access and a sense of belonging in our community
apart from grant, and Explain how this project will advance DEI in the City of SLO.
MISSION.pdf 125.25KB
letter of recommendation.docx (1).pdf 35.28KB
Detailed budget *
Including how the total requested amount of grant would be spent.
Proposed Budget for the _Run Strong, Grow Strong_ Program ($20,000)_.pdf 33.19KB
Organizational chart.*
Board of Directors for Recovery Road Runners_.pdf 169.75KB
Federal Tax-Exempt Status *
501c IRS Letter Official.pdf 756.34KB
MISSION
Educate.Inspire.Empower.
Recovery Road Runners helps youth and adults to live healthy,active,fulfilling lives by
preventing substance misuse,creating active communities,and celebrating sobriety.We
strive to strengthen families and build strong communities that protect and support
healthy,substance-free living.
VISION
Our vision is a stronger,more educated,active,and connected community where all
individuals thrive free from the effects of addiction.
DIVERSITY &INCLUSION
At Recovery Road Runners,we are committed to fostering a culture of diversity,equity,
and inclusion.We believe that the journey to recovery is unique for each individual and
that the strength of our community lies in the diversity of our experiences,backgrounds,
and perspectives.We are dedicated to creating an inclusive environment where all
members feel valued,respected,and supported regardless of race,ethnicity,gender
identity,sexual orientation,age,disability,religion,or any other aspect of identity.At
Recovery Road Runners,everyone belongs,and together,we are stronger in our
pursuit of sobriety and wellness.
Proposed Budget for the "Run Strong,Grow Strong"Program ($20,000):
1.Program Development and Digital Content Creation -$8,000
-Curriculum Design:Developing a comprehensive,age-appropriate curriculum that integrates
physical fitness with social-emotional-behavioral learning and substance use prevention.
-Digital Platform Development:Creating a user-friendly digital platform that allows teachers,
coaches,and parents to easily access and implement the program.
-Multimedia Content:Producing engaging videos,interactive modules,and downloadable
resources that enhance the learning experience and make the program accessible to diverse
learning styles.
2.Program Implementation and Facilitation -$6,000
-Training for Educators and Coaches:Providing workshops,webinars,and instructional
materials to equip teachers,coaches,and parents with the knowledge and skills needed to
effectively deliver the program.
-In-Person and Online Support:Amber Graziano will lead the program both online and in
person in the San Luis Obispo,CA area,offering guidance,mentoring,and ongoing support to
participants and facilitators.
-Monitoring and Evaluation:Implementing systems to track progress,assess outcomes,and
ensure the program meets its goals.This includes collecting feedback from participants and
facilitators to continually refine and improve the program.
3.Outreach and Community Engagement -$4,000
-Marketing and Promotion:Creating and distributing marketing materials to raise awareness
about the program among schools,community centers,and parents.This includes digital
campaigns,flyers,and informational sessions.
-Community Events:Organizing local events and activities in San Luis Obispo to engage the
community,promote the program,and encourage participation.
-Partnership Development:Building partnerships with local schools,community organizations,
and businesses to expand the program's reach and impact.
4.Program Sustainability and Growth -$2,000
-Resource Development:Creating supplementary materials and resources that can be used
beyond the initial 12-week program,ensuring long-term sustainability and continued impact.
-Grant Reporting and Future Funding:Allocating resources for grant reporting and developing
proposals for additional funding to expand the program to new regions and audiences.
This $20,000 budget will still allow for the successful development and implementation of the
"Run Strong,Grow Strong"program,ensuring that it reaches a wide audience and makes a
meaningful impact on the health and well-being of children in the community.By prioritizing the
most critical aspects of the program,we can achieve our goals within the constraints of this
revised budget.
Board of Directors for Recovery Road Runners:
●Amber Graziano -President and Founder [info@recoveryroadrunners.org]
●Doug Fingliss -Vice President [dfingliss@gmail.com]
●Vinny Wood -Secretary [vinny.wood1@gmail.com]
●Cindy Creed -Accounting or Finance [cindy@creedrobinson.com]
Vinny Wood
3110 Duncan Rd
San Luis Obispo,CA,93401
(912)464-1922
Vinny.wood1@gmail.com
August 22,2024
Grant Review Committee
Community Foundation of Mendocino County
204 South Oak Street
Ukiah,CA 95482
Dear Grant Review Committee,
I am writing to express my enthusiastic support for Amber Graziano,the founder and
president of Recovery Road Runners (RRR),in her application for the 2024 Fund for
Healthy and Inclusive Communities.As a passionate advocate for those in recovery,
Amber has dedicated herself,her life,to helping people reclaim their lives and build
healthy,sustainable paths to recovery through her nonprofit organization.
Recovery Road Runners has established itself as a vital resource in countless
communities,providing services such as peer mentoring,recovery coaching,and
wellness programs that empower individuals in their recovery journeys.Amber founded
the organization with a clear vision:to create a supportive community where those in
recovery can thrive.Under her leadership,Recovery Road Runners has grown from a
small grassroots effort into a respected organization that has positively impacted
countless lives.
Amber is a visionary leader with a deep understanding of the challenges faced by
people in recovery.Her dedication is evident not only in the comprehensive programs
she has developed but also in the personal connections she has built with her
members.Through compassion,determination,and tireless effort,she has created an
inclusive and inspiring environment where everyone feels welcomed and supported.
One of the most impressive aspects of Amber's work is her ability to secure
partnerships with local health and wellness organizations,businesses,and other
nonprofits to amplify the reach and effectiveness of Recovery Road Runners’programs.
This collaborative approach has allowed the organization to serve a diverse group of
individuals,providing them with the resources they need to achieve long-term recovery.
I have had the privilege of working closely with Amber on several community initiatives,
and I am consistently inspired by her commitment,professionalism,and integrity.Her
leadership has transformed Recovery Road Runners into a cornerstone of support for
people in recovery,making a meaningful difference in the lives of individuals and
families alike.
I wholeheartedly endorse Amber for this grant and believe that with additional
resources,Recovery Road Runners will continue to expand their reach and impact.I am
confident that your investment in Recovery Road Runners will yield significant benefits
for those who rely on their critical services.
Thank you for considering this application.Please do not hesitate to contact me if you
require any additional information or insights.
Sincerely,
Vinny Wood
RRR Member
DEI High Impact Grant
24-25 Application
Part 1 Basic Information
1) Organization Name *
San Luis Coastal Education Foundation
2) 501(c)(3) - employer identification number *
824196024
3) Fiscal Agent *
N/A
4) Project/Program Name *
Opportunity Initiative
5) Requested Amount *
$20,000.00
6) Name of Person Completing Application *
Christine Robertson
7) Name of Person for Grant Communication for Grant Cycle (if different from above)
8) Organization Mailing Address *
Street Address
1500 Lizzie St.
Address Line 2
City
San Luis Obispo
State/Province/Region
California
Postal/Zip Code
93401
Country
United States
9) Phone *
8055491300
10) E-mail
crobertson@slcusd.org
Part 2 Organizational Information
1) Purpose/Mission Statement *
The San Luis Coastal Education Foundation’s mission is to provide resources and opportunities for innovation in learning and excellence in teaching
through big ideas, bold action and community collaboration.
2) Briefly describe your organization’s purpose, vision, primary activities, and operating structures *
The purpose of the San Luis Coastal Education Foundation is to build dynamic community partnerships, and raise and invest funds for the benefit of
all students within our local schools.
Our vision is a K12 educational system will equip all students with the qualities, competencies and resources they need to create a more inclusive
and prosperous future for themselves and our region.
Our goal is to partner with our local schools and community to both inspire and equip all students for upward economic mobility in a rapidly
changing world. We will achieve this goal by investing in the following priorities:
OPPORTUNITY: REMOVE BARRIERS
Nearly 40% of students in our district are socioeconomically disadvantaged. For many students, hard work and determination are not enough to
overcome the barriers that limit their ability to access college and career opportunities. We are working to change that.
INNOVATION: EXPOSURE & EXPERIENCE
Working to increase access to high-impact experiences that elevate students personally, academically and socially. Research shows that rigorous 21st
century hands-on learning and dynamic groups experiences help set kids up with the essential skills for future personal and professional success.
EXCELLENCE IN TEACHING:EMPOWER TEACHERS
Inspire our partners in education to dream big, be creative and accomplish projects they never before thought possible.
COLLABORATION: PARTNERSHIP NETWORK
We work with our diverse ecosystem of partners to rise above competing interests and embrace collaboration in order to create the opportunity of
increased economic mobility for all local students.
The Foundation has an independent but integrated relationship with the school district. The Foundation is
led by a separate governing board, but includes representatives from the district’s Board of Trustees and
district administration. This ensures that the district is actively involved in shaping the Foundation’s
programs to ensure effective implementation and sustainable adoption. The Foundation’s Executive
Director works out of the district Superintendent’s office, affording the Foundation continual access to
decision-makers responsible for helping steward the Foundation’s investments. This deep integration
across both organizations creates a powerful partnership that leverages resources, improves efficiency
and maximizes impact.
In this partnership model, programs are developed collaboratively by the Foundation and district, with both
organizations committing complementary resources. The Foundation’s focus is on making proof-of-concept
investments that, if successful, can be adopted and institutionalized by the district.
3) Name of Executive Director *
Christine Robertson
4) Number of paid staff (full or part-time)*
3
5) Number of volunteers *
20
6) Name of Board President or Chair *
David Mitchell
7) Describe the community(ies) your organization supports *
The San Luis Coastal Education Foundation supports students in San Luis Coastal Unified School District,
a PreK-12 school district of 7,500 students. Approximately two-thirds of the district’s students live in San
Luis Obispo and outlying areas, while one-third live in Los Osos and Morro Bay. Over one-third of students
are socioeconomically disadvantaged, meaning that they either qualify for the free/reduced price meal
program or have a parent who did not graduate from high school. English Learners comprise 10% of
students. Sixty percent of students are white, 30% are Hispanic, 6% are multi-racial, 3% are Asian, 2% are
Filipino, and 1% are African American.
8) Approximate Annual Budget *
$796,250.00
9) Major Sources of Funding *
Foundation endowment and community fundraising. Programs also significantly benefit from in-kind partnership support from the school district, as
reflected in this proposal budget.
Part 3 Project/Program Information
1) Please provide an executive summary of proposed project/program (200 words max)*
Behind our community’s high quality of life lives significant disparity, particularly in local schools where 40% of students are socioeconomically
disadvantaged. Our Foundation aims to break the cycle of intergenerational poverty by enhancing economic mobility for these students. We focus
on eliminating barriers to opportunities through innovative educational programs.
This proposal highlights two key initiatives: Equity in Outdoor Learning and NextGen Scholars. Equity in Outdoor Learning addresses the fragmented
access to nature-based education, which historically depends on the wealth of school PTAs. We propose funding all socioeconomically disadvantaged
6th graders in San Luis Obispo to attend outdoor science camp, promoting equity and enriching their learning experiences. This effort follows a
successful $6,000 grant from the City of Morro Bay and seeks similar support from the City of SLO.
NextGen Scholars supports first-generation college-bound students by removing financial barriers to acceptance and admissions. Initially supported
by a City’s DEI grant, the program has been successful, with 95% of participants accepted to 4-year universities. However, only 10% enrolled due to
inadequate financial aid. To address this, we propose adding a College Consultant to help students navigate financial aid and college selection,
aiming for equitable outcomes and increased college attendance.
2) Total project cost *
$749,917.00
3) Requested Amount *
$20,000.00
4) Please provide a detailed description of proposed project/program (not to exceed 1,000 words)*
Our community is marked by both a high quality of life and deeply entrenched disparity. Nowhere is this disparity seen more clearly than in our local
schools, where roughly 40% of students are socioeconomically disadvantaged. The Foundation promotes economic mobility for this generation of
disadvantaged youth by eliminating barriers that prevent historically underserved students from accessing the opportunities available to their
middle class counterparts.
For the Foundation, equity is about breaking the cycle of intergenerational poverty. We are focused on promoting economic mobility through a
strategic combination of 21st century learning experiences that prepare students to succeed in a rapidly changing world, while also removing
barriers that often derail students’ educational journey out of poverty.
With this proposal, we are bringing forward two specific program needs: Equity in Outdoor Learning and NextGen Scholars.
Equity in Outdoor Learning aims to disrupt the historically fragmented access of students to nature-based learning. This generation of students will
inherit the growing threat of climate change, need to navigate the complex balance of environmental protections and demand for growth and
development, and consider the role of technology and science in changing industry sectors such as energy and agriculture. Today’s students will be
called upon to think more deeply and creatively about the world around them than any prior generation. However, the learning experiences that
prepare students for success in this rapidly changing world remain deeply fragmented and inequitable.
Something as simple as sending kids to outdoor science camp is steeped in a history of structural inequality. These rich learning experiences are
funded by school site PTAs, creating structural disparities across our system of rich and poor schools. While some affluent PTAs rent charter buses
and send kids to learn in Yosemite, others PTAs are simply unable to raise the funds for any nature-based learning experience.
With a districtwide view, the Foundation is partnering with the school district and school site PTAs to ensure equity in outdoor learning by funding
the cost of every socioeconomically disadvantaged 6th grade elementary student to attend outdoor science camp.
Last year, the Education Foundation was pleased to receive a $6,000 grant from the City of Morro Bay to help their city’s students equitably access
nature-based learning. We are hopeful that the City of San Luis Obispo will similarly partner with us as we work to ensure this year’s 104
disadvantaged 6th graders in the City of San Luis Obispo – 73% of whom come from just three school sites – are able to attend outdoor science
camp.
While Equity in Outdoor Learning is one of our programs working upstream to inspire and engage elementary students in relevant, 21st century
learning, NextGen Scholars works downstream in middle and high school to remove barriers for hard working first generation college bound
students. NexGen Scholars, previously named ‘Students of Promise,’ is a program that earned the support of the City ’s DEI grant program in 2022.
Beginning as early as middle school, first generation and disadvantaged students discover that the road to a four year college is littered with a series
of barriers. Right now, capable students without access to resources are choosing not to enroll in advanced placement courses because they know
they cannot afford the $100 exam at the end of the class. High achieving seniors are defaulting to community colleges because they cannot afford
the $75 college entrance exam or the $95 college admission application. The result is that not only are these students missing out on opportunities
they have earned, but our community is missing out on exceptional talent that can help us build a more robust and inclusive economy.
In 2022, in partnership with the school district and with the support of the City of SLO, we launched the NextGen Scholars program to cover these
costs and provide enhanced support for participating students. In that pilot year, we enrolled 50 first-generation college bound students and
committed to each of them a $1,000 scholarships to cover these costs encountered along the road to college. Additionally, the City’s DEI grant
funded a Family Liaison dedicated to building relationships with families and support parents/guardians to help students achieve their college goals.
As pledged in our 2022 proposal, the Foundation worked through the pilot phase to institutionalize the role of Family Liaison within the school
district for long term sustainability. We are pleased to report that at the start of this new school year, the district has embedded this role within the
counseling departments at both San Luis Obispo and Morro Bay High Schools to support NextGen students.
Based on program successes and learnings, we are now turning our attention to expanding the NextGen program to reach more students, and
deepen the support being offered. Last year, we saw over 95% of Foundation supported first-generation students get accepted to 4-year universities
(a couple of students went into the military or the trades). While this college acceptance rate is a huge success to be celebrated, we were
disheartened when less than 10% of these students actually enrolled in 4-year universities. This was largely due to insufficient financial aid available
at public universities. By contrast, the students who applied to private colleges and universities largely received substantial scholarships from the
institutions committed to growing the diversity of their student population.
In response, the Foundation is working with the school district to pilot a College Consultant as a new enhancement to the NextGen Scholars
program. Just as many affluent families hire private college counselors to work one-on-one with their students to customize an application and
financial aid strategy, we aim to bring this level of support to our historically underserved students. Specifically, the College Consultant will work with
individual NextGen students to identify interest-aligned colleges and universities that can offer more substantial financial aid packages to increase
the number of first generation students actually able to attend college. In so doing, we shift our measures of success from merely increasing access
to instead emphasizing equitable outcomes from students.
5) Describe the community/population the project/program will support *
Our Equity in Outdoor Learning program will support low-income elementary school children in 6th grade who have been identified as
socioeconomically disadvantaged. This year, there are 104 students across the seven SLO City elementary schools who qualify for this program, or
roughly 30% of the 6th grade class.
Our NextGen Scholars Program serves 7-12th grade whose parents/guardians never attended college, with a primary focus on students of color.
Students who are both socioeconomically disadvantaged and first generation college students make up 7.1% of the current 9th grade class, and
almost all of these students are also BIPOC. The majority of students whose parents have not attended college feel disconnected from school by the
time they reach 11th grade. At this time when other students are touring universities and planning application strategies, fewer than half of 11th
students with parents who did not attend college feel connected to school and only 34% of students whose parents did not receive a high school
degree feel connected to school (CA Healthy Kids Survey 2020).
6) Describe the equity gaps and community needs this project/program will address in the City and community of San Luis Obispo.*
San Luis Coastal Unified School District has historically been a school district with a majority of middle class to wealthy families. However, SED
students make up approximately 40% of the overall student population, while BIPOC students who will also be first generation college students
make up 12.8% of SLCUSD’s current 8th grade class and 12.3% of the current 9th grade class.
Low-income students, especially students of color, have often been marginalized, particularly in individual schools with many wealthier students.
Internal work over the past few years to adopt an equity lens throughout the district has seen results ranging from new homework policies that do
not expect purchases by families to increased access to Advanced Placement classes. The partnership between the Foundation and school district is
further designed to help meet equity needs that are beyond what school districts can fund.
These programs are centered around our goal of economic mobility for our disadvantaged students, and the resulting overall reduction in
generational poverty and disparity across our broader community. These projects emerged from discussions with students, teachers, counselors,
and REACH leadership focused on both near-and-long-range needs and objectives. These programs will provide a long-term benefit to hundreds of
local children who will be able to reach their academic potential and earn more throughout their lifetimes with a college degree.
7) Provide detailed timeline for project implementation (monthly or quarterly).*
Equity in Outdoor Learning
November 2024 - Finalize equity grants for eligible students. Foundation provides funds to the schools.
December 2024 - June 2025 - Students attend science camp based on their school site’s specific schedule.
NextGen Scholars
September 2024 - Meet with high school counselors to formalize their working relationship with the College Counselor
October 2024 - College Consultant begins meeting with current seniors and supporting college applications
January - May 2025 - College Consultant meets with current juniors to proactively develop individualized strategies and prepare for applications.
8) List any partnerships/collaborations that are supporting this project/program and their roles *
San Luis Coastal Unified School District
Identification of students, hosting of program, academic and family outreach counseling for middle and high schoolers in the program.
REACH
As our region’s economic development engine, REACH is a key strategic partner in the overarching mission and program design aimed at economic
mobility and a next generation talent pipeline to fuel the jobs being created through the 2030 Jobs Plan.
City of Morro Bay
As noted in the proposal narrative, the City of Morro Bay has provided funding consistent with this request for their city’s students in the Equity in
Outdoor Learning program.
9) Describe your plan for sustainability beyond the City’s one-year award funding *
Equity in Outdoor Learning
The current model is a partnership between the School district, which pays for the transportation costs, and the PTAs whose parents are funding
their students. The Foundation is sponsoring the cost of socioeconomically disadvantaged students whose parents cannot afford to pay for this
experience for their children. Through this partnership model, we have already significantly distributed the costs in a way that is relatively
sustainable for each participant. The Foundation is actively raising funds from a diverse network of community partners to ensure the long term
viability of this equity model.
NextGen Scholars
Just as the City’s prior DEI grant supported a successful pilot program that has now been adopted and institutionalized by the school district, we are
planning for the same approach with this proposal. If the College Consultant proves successful in increasing the number of first generation students
actually able to attend four year universities, then we will work with the school district to develop a plan to make this an ongoing feature of their
counseling department.
10) Describe the plan for promoting this project within the City of San Luis Obispo *
Both Equity in Outdoor Learning and NextGen Scholars will be promoted within the City through a printed magazine published by the Foundation
and mailed to all district families, Foundation donors and community partners. Additionally, the programs will be promoted on the San Luis Coastal
Education Foundation website, in our newsletter, and through our social media channels. As students reach high school graduation, college entrance
successes will be publicized through local media.
11) Est. Number of people served through this project/program *
314 direct beneficiaries
12) Est. Number of SLO City Residents served through this project/program *
204 students in the City of San Luis Obispo
13) In the table below include a minimum of four (4) metrics or performance outcomes that relate to
the implementation/success of the project. Examples include: # of SLO City residents served, # of
referrals provided to individuals seeking social services, # of trainings completed, # of cultural
event attendees reported a 10% increase in knowledge and application of DEI practices, etc.
Example: # of cultural event attendees reported a 10% increase in DEI knowledge and application
Metric #Indicators of Success / Measurable Outcomes
1 All 104 socioeconomically disadvantaged students attend outdoor science camp in 2024-25
2 Grow # of students enrolled in NextGen Scholars by 50, a 100% increase by the end of 2025
3 Grow # of current high school NextGen seniors enrolling in 4-year universities by 20%
4 Develop a strategic college application and financial aid plan for all current Junior year NextGen Scholars
DEI statement *
that includes Applicants’ understanding and application of DEI, Affirming language that creates access and a sense of belonging in our community
apart from grant, and Explain how this project will advance DEI in the City of SLO.
Diversity, Equity, and Inclusion (DEI) Statement.pdf 88.81KB
Detailed budget *
Including how the total requested amount of grant would be spent.
SLO City DEI Grant Budget.pdf 41.25KB
Organizational chart.*
San Luis Coastal Education Foundation Org Chart.pdf 210.2KB
Federal Tax-Exempt Status *
IRS 501c3 Determination Letter.pdf 69.47KB
Diversity,Equity,and Inclusion (DEI)Statement
The vision of the San Luis Coastal Education Foundation states that our K12 educational system will
equip all students with the qualities,competencies and resources they need to create a more inclusive
and prosperous future for themselves,their families,and our region.Central to our mission is the
understanding that socioeconomically disadvantaged students often face systemic barriers that limit their
access to quality education.We believe that by embedding diversity,equity,and inclusion (DEI)into
everything we do,we can create learning environments that affirm and uplift all members of our
community,regardless of their economic background.
Diversity:We celebrate the diverse identities,experiences,and perspectives that shape our students,
families,educators,and partners.Our commitment to diversity extends beyond demographics to
include the lived realities of students from low-income families,those experiencing housing instability,
and those who are often overlooked in traditional educational settings.We recognize the resilience and
unique strengths that socioeconomically disadvantaged students bring,and we strive to ensure that all
voices are heard and valued in our work.
Equity:Equity is about providing every student with the resources and opportunities they need to
succeed.We acknowledge that socioeconomically disadvantaged students often face additional
challenges,such as limited access to academic support,extracurricular activities,and safe learning
environments.For many students,hard work and determination are not enough to overcome the
barriers that limit their ability to access college and career opportunities.We are committed to
eliminating these barriers by offering targeted programs,financial support,and personalized learning
opportunities designed to meet students where they are.This includes addressing systemic inequities
related to race,ethnicity,gender,socioeconomic status,ability,and other marginalized identities.
Inclusion:We believe that inclusion is about more than simply making space;it’s about creating a sense
of belonging for everyone.We are dedicated to fostering inclusive environments where all community
members -students,families,educators,and staff -feel seen,respected,and valued.We aim to create
learning spaces where everyone can participate fully and authentically,and are actively working to build
connections that honor diverse experiences and create pathways for meaningful engagement.
Our Commitment to Action:We know that achieving our DEI goals requires ongoing reflection,learning,
and action.We are dedicated to continuously assessing our programs and practices to ensure they are
accessible,inclusive,and responsive to the needs of all of our students and their families.Our
commitment includes partnering with communities to co-create solutions,advocating for systemic
change,and holding ourselves accountable to the students and families we serve.We pledge to be
transparent in our efforts,celebrating our successes and learning from our challenges as we work toward
a more just and inclusive educational landscape.
By embedding DEI principles into our work,we aim to dismantle the systemic barriers that hold some
students back.We are dedicated to creating a future where every student,regardless of their economic
background,has the opportunity to achieve their fullest potential.
Advance DEI in the City of SLO:The cycle of intergenerational poverty in our nation,state and city
creates deeply rooted DEI challenges.As our broader community is working to realize the economic
vision laid out in the REACH 2030 Jobs Plan,we see a strategic opportunity to grow prosperity and
reduce disparity.The key element is a homegrown talent pipeline that is filled with diverse local students
_________________________________________________________________________________
1500 Lizzie Street |San Luis Obispo,CA 93401 |805.549.1300 |www.slcef.org
A 501(c)3 Nonprofit Corporation |Tax ID #82-4196024
from historically underrepresented communities.And we must plug that gaps and eliminate the barriers
that cause us to leak talent from our pipeline beginning in elementary school.A REACH convening of
high education leaders reinforced that transformational equity work to create a more diverse and
inclusive next generation workforce must take place in K12.By retaining and developing our homegrown
talent,we can help ensure that our students are well positioned for the opportunities our partners are
working to create.
OUTDOOR EQUITY Total Program
Cost
City of SLO
student costs
City of Morro Bay
student costs
Los Osos Student
Costs
Program Costs
Camp cost $233,667.00 $190,595.00 $10,606.00 $32,466.00
Transporation cost $30,000.00 $21,000.00 $3,000.00 $6,000.00
Program Funding
SLCUSD Contribution toward bussing costs -$30,000.00 -$21,000.00 -$3,000.00 -$6,000.00
PTA Contribution -$164,736.00 -$142,753.00 -$2,052.00 -$19,930.00
City of Morro Bay Equity Grant for Outdoor Camp -$6,000.00 $0.00 -$6,000.00 $0.00
Foundation Funds Committed -$53,000.00 -$37,909.60 -$2,554.00 -$12,536.00
UNFUNDED BALANCE $9,931.00 $9,932.40 $0.00 $0.00
REQUESTED PROGRAM FUNDING $9,931.00
NEXTGEN Total Program
Cost
SLO City
Students
Morro Bay & Los
Osos Students
Program Costs
Foundation Management $30,000.00 $15,000.00 $15,000.00
NextGen Program Coordinator $56,250.00 $28,125.00 $28,125.00
NextGen Counselors (LAMS, LOMS, SLOHS, MBHS)$325,000.00 $162,500.00 $162,500.00
Education Foundation - Equity Scholarships $50,000.00 $25,000.00 $25,000.00
College consultant (4-year attendance) $25,000.00 $12,500.00 $12,500.00
Program Funding
SLCEF 2024-25 Committed Funding -$80,000.00 -$40,000.00 -$40,000.00
SLCUSD In Kind -$381,250.00 -$190,625.00 -$190,625.00
Corporate Sponsorships -$10,000.00 $0.00 -$10,000.00
UNFUNDED BALANCE $15,000.00 $12,500.00 $2,500.00
REQUESTED PROGRAM FUNDING $15,000.00
DEI High Impact Grant
24-25 Application
Part 1 Basic Information
1) Organization Name *
San Luis Obispo Chamber of Commerce
2) 501(c)(3) - employer identification number *
95-1505534
3) Fiscal Agent *
San Luis Obispo Chamber of Commerce
4) Project/Program Name *
San Luis Obispo County Family-Friendly Workplaces Program (SLOFFWP)
5) Requested Amount *
$20,000.00
6) Name of Person Completing Application *
Christina Lefevre Latner
7) Name of Person for Grant Communication for Grant Cycle (if different from above)
8) Organization Mailing Address *
Street Address
895 Monterey St.
Address Line 2
City
San Luis Obispo
State/Province/Region
CA
Postal/Zip Code
93401-3222
Country
United States
9) Phone *
8052862490
10) E-mail
christina@slochamber.org
Part 2 Organizational Information
1) Purpose/Mission Statement *
We connect the business community with ideas, inspiration, and each other, bringing people together to shape the place we love.
2) Briefly describe your organization’s purpose, vision, primary activities, and operating structures *
For well over a century the San Luis Obispo Chamber of Commerce has served as the voice of the business community. As an independent nonprofit
corporation (not affiliated with government or any other agency), we succeed thanks to highly engaged volunteers supported by a team of
professional staff, together we work to promote the economic and community well-being of San Luis Obispo. As the voice of the business
community, the purpose of the SLO Chamber of Commerce is to create the best possible environment for people to live, raise their families and
pursue their passions.
Values:
*Ask what’s possible: We listen, stay open and challenge ourselves to ask if there is a better way.
*Rise above self-interest: We look beyond ourselves to make long-range decisions we believe are in the best interest of our community.
*Target amazing: We are committed to excellence, continuous improvement and driving positive change.
*Build relationships: We bring people together to cultivate a sense of connection and belonging.
*Connect diverse perspectives: We believe diversity and depth of thought lead to better outcomes.
*Grit to achieve what we believe in: We aren’t afraid to make tough choices and put in the work for the things we believe in.
In addition, we stay true to a few principles that we believe keep San Luis Obispo one of the world’s greatest places to live and work.
*Keep existing businesses prosperous and selectively attract new companies.
*Attract more high-paying head-of-household jobs.
*Protect air quality, open space and sense of community.
*Develop future community leadership.
*Promote high-quality education.
*Help businesses understand and embrace diversity.
*Grow San Luis Obispo in a manner consistent with protecting community character and quality of life.
Our primary activities focus on connecting the business community with ideas, inspiration, and each other, bringing people together to shape the
place we love. Programs include:
• Member Events are used to connect and promote businesses, such as member mixers, Good Morning SLO, Expo at the Expo just to name a few.
• Insight Studio is a series of workshops and events created to provide business education, inspirational and relationship building opportunities to
our members.
• The SLO County Family-Friendly Workplaces Program was launched to address the childcare crisis in SLO County and assists businesses in
attracting and sustaining a strong, inclusive local workforce through the implementation of family-friendly workplace practices.
• SOAR, short for SLO Onboarding Assistance Resources, is a SLO Chamber program that aims to increase members’ employee retention, make
recruiting easier and give your employees who are new to the area support in making SLO their permanent home.
• The Business Supporting Business Initiative aims to create a more diverse and equitable business community by intentionally supporting the
involvement of businesses owned or operated by historically marginalized groups.
• Advocacy and Legislative Events occur throughout the year on behalf of businesses and the community as a whole with the belief that a
beautiful, diverse and open community creates enriched lives for happy residents and therefore, successful businesses.
3) Name of Executive Director *
Jim Dantona, CEO
4) Number of paid staff (full or part-time)*
15
5) Number of volunteers *
100+
6) Name of Board President or Chair *
Brad Brechwald, CEO of Wallace Group
7) Describe the community(ies) your organization supports *
We uniquely serve the needs of our nearly 1,400 members and the more than 38,000 individuals they collectively employ.
8) Approximate Annual Budget *
-$127,669.00
9) Major Sources of Funding *
The major source of funding for the SLO Chamber itself is membership due; For the SLO County Family-Friendly Workplaces Program the first three
years have been funded by First 5 SLI County and the County of SLO. Thus far, part of the funding that is needed for the next two years of the
program has been secured from both First 5 and the County of SLO, and we are searching for the remaining funding.
Part 3 Project/Program Information
1) Please provide an executive summary of proposed project/program (200 words max)*
The purpose of the program is to provide resources and support to businesses
to help them attract and sustain a strong, inclusive local workforce through the implementation of family-friendly workplace practices. These
practices make it possible for employees to more easily balance family and work obligations.
Benefits of family-friendly workplaces on employees and their families are numerous, including positive impacts on health, development and well-
being, financial stability, and future career success. These practices especially benefit women, people of color, single parents, people with disabilities,
LGBTQ+ individuals, and even older adults. The program provides special consideration to target employers in industries with the highest number of
low wage and female workers, including the tourism, hospitality, service, and agricultural industries.
A main priority for us is to assist families in affording childcare, in turn increasing their financial stability. So not only do we encourage employers to
provide flexible, stable, and predictable scheduling, but to also provide financial assistance for dependent care expenses. This allows parents’ wages
to go further and make it easier for them to afford basic needs. This is especially true of women and other marginalized groups who tend to face
higher levels of discrimination and make lower wages.
2) Total project cost *
$150,000.00
3) Requested Amount *
$20,000.00
4) Please provide a detailed description of proposed project/program (not to exceed 1,000 words)*
The program, which began in 2021, was built on the belief that increasing family-friendliness is essential to support business success, grow our
economy, and to advance diversity, equity, and inclusion in the workforce. In turn these family-friendly practices make it possible for employees to
more easily balance family and work, and to fulfill both their family and work obligations.
The first three years of the FFWP program has been funded with the support of The County of San Luis Obispo and First 5 SLO County, in partnership
with the SLO Chamber of Commerce. The program is available to all employers throughout SLO County free of charge, and employers do not need to
be a member of any chamber. The program has seen tremendous growth and success over these first two and a half years, and we are pursuing
funding to continue this momentum, with a goal to create even more childcare support and produce further financial stability for additional women
in SLO County.
The primary activity of our program is providing education and support to employers to help them attract and sustain a strong, inclusive local
workforce through the implementation of family-friendly workplace practices. This education helps employers recognize the importance of families
to society, and act to meet, directly or indirectly, the needs of children, parents, disabled family members, and the oldest generation.
The program utilizes an assessment tool marketed to employers to assist them in measuring how family-friendly they are, while offering ideas to
increase their family friendliness. This tool is used as a gateway to conversations with employers to help them meet their employees’ needs and
adopt new FFWP practices.
After the assessment process, employers can apply for our FFWP Award Program. This award program is not only meant to celebrate employers who
have implemented family-friendly practices, but also uplift employers working towards more family-friendly practices, while providing a valuable
recruitment tool for local businesses.
The program has also built and updates a FFWP Toolkit that is available to businesses to learn about new FFWP practices, current laws, and provide
them with resources and support to create and adopt new practices. Additionally, working with the Atascadero Chamber of Commerce Diversity
Council the program also took part in creating a DEI handbook for employers.
The program has offered and has plans to offer more FFWP Workshops. These are events that we have offered throughout the county to employers
to meet and hear from employers who are already implementing these practices, as well as learn and ask questions about their benefits and
implementation.
Last, the program collaborates closely with the Child Care Resource Connection (CCRC) a part of CAPSLO to not only refer businesses and employees
to their organization for childcare but worke with them on evaluating two different grant funding programs. One, the City of SLO Childcare Startup
Grant Program, where $5,000 to $10,000 grants are provided offering close to $60,000 in funds to assist new and expanding providers and more
than 100 childcare slots were created. And second, to award a portion of the SLO County American Rescue Plan Act (ARPA) funds, reviewing more
than 70 applications seeking more than $3 million.
Funding for the future will allow the program to continue in all these efforts as well as work toward changing city policies that would allow for more
childcare to be built, like lowering or waiving permit fees, and changing land use policies.
5) Describe the community/population the project/program will support *
The target population includes employers and employees in SLO County. Special consideration is given to target employers in areas and industries
with the highest number of low wage and female workers, including the tourism, hospitality, service, and agricultural industries. The program also
helps employers see how these practices can assist in recruiting and retaining other marginalized groups, such as the single parents, individuals who
are disabled, the LGBTQ+ community, and seniors.
6) Describe the equity gaps and community needs this project/program will address in the City and community of San Luis Obispo.*
An overarching reason for the creation of the SLO County Family-Friendly Workplaces
Program was the desperate need for quality, affordable childcare in our county. Even prior to the COVID-19 pandemic, childcare in San Luis Obispo
was tremendously hard to find, and the pandemic only made this situation worse. Already in trouble, the childcare sector took a major hit during the
pandemic. According to a recent report by the Public Policy Institute of California (McConville, Payares-Montoya & Bohn, 2024), the industry lost 35
percent of jobs by April 2020 and only recently began recovering to pre-pandemic levels in December 2023. Note that recent reports indicate that 95
percent of child care workers are female and according to a report by the U.S. Chamber of Commerce Foundation, 40% of childcare workers in the
US are people of color. Also in 2020, The What Women Need Report (Carsel, 2020), a report funded by the Community Foundation of San Luis
Obispo County and the Women’s Legacy Fund asserted that although it is essential to the stability of family in their pursuit of opportunity, licensed
childcare is available to only 30% of children with working parents in SLO County. An Economic Impact Report on Child Care authored by the BW
Research Partnership, funded by Cuesta College and released in 2021 brought with it more sobering statistics. The study found that nearly 1,400
parents in SLO County were unable to work because of family obligations. They further found that if these parents were able to get back to work, the
gross regional product of our County could increase by more than $108 million each year. As noted earlier, a main priority of the program is to assist
families in affording childcare, in turn increasing their financial stability. This allows parents’ wages to go further and make it easier for them to
afford basic needs. The What Women Need Report (Carsel, 2020) cautioned that, “For a family with one minimum wage worker, childcare for one
infant at a licensed center would cost 62% of the household’s $22,880 income.” For many families, the cost of childcare outweighs the benefits of
employment, often resulting in one parent, more commonly the mother, relinquishing external earning opportunities to care for children at home.
7) Provide detailed timeline for project implementation (monthly or quarterly).*
The program is slated to continue for the next two years, continuing the program activities as outlined above.
8) List any partnerships/collaborations that are supporting this project/program and their roles *
The program works very closely with First 5 of SLO County, the Childcare Resource Connection, overseen by CAPSLO, and the SLO County Office of
Education which manages the Childcare Planning Council and the Quality Counts Program. The program was brought forward with Cross-Sector help
from the We Are the Care Initiative.
9) Describe your plan for sustainability beyond the City’s one-year award funding *
The program will seek funds from the original funders, as well as grants and business sponsorships.
10) Describe the plan for promoting this project within the City of San Luis Obispo *
The program works very closing with the SLO Chamber of Commerce Communications team which is able to reach more than 1,000 businesses in
SLO, as well as other local chambers, and membership organizations, such as the SLO Downtown Association, Visit SLO and SLOCal, the Hispanic
Business Association, and other wine, tourism and agricultural industry groups.
The program has had a strong media advocacy component which will continue, partnering with First 5 SLO County on a Hands-on-Heroes@Work
campaign profiling a dozen businesses and highlighting a variety of family-friendly practices from extended paid family-leave, and lactation support,
to flexible and remote work, and onsite childcare, DCFSA and childcare/ wellness stipends. The program also plans to continue to work with KCBX
Public Radio, booking businesses that offer a family-friendly workplace environment to star with the SLO Chamber CEO in the “Working Lunch”
segment monthly on the Issues and Ideas program.This venture has provided yet another avenue to get the word out about the importance of
offering family-friendly workplace benefits while emphasizing their role in business success. To date more than 17 segments have aired since April
2023.
The program also works very closely with the Human Resources Association of the Central Coast (HRCC) which provides access to HR managers
across the county.
11) Est. Number of people served through this project/program *
The program serves the entire County of SLO population, free of charge, and without membership requirements. As of June 30, 2024, having had an
opportunity to collect data through assessments and dashboard consults since the program begun, the program has seen a major increase in the
number of practices adopted from year to year. While not every organization has had a chance to complete a 2024 assessment, the data on
organizations that have had at least two years to compare, and some three years, show a total of 249 practices adopted across 35 organizations.
There are still more than 80 organizations that have not had an opportunity to have a second assessment, so the program is not yet able to measure
the level of change or policy adoption in those organizations but believe many will complete assessments by the end of the 2024 calendar year. As of
June 30, 2024, nine organizations had won the Red Diamond level award, meaning they provided at least one employer-sponsored childcare benefit,
such as offering onsite childcare, providing stipends for childcare, provided emergency back-up care, etc. The total number of employees impacted
by these benefits equaled 3,843 (at the time of assessment), with the County of SLO being the largest employer, and Collaboration Business
Consulting being the smallest. The program is proud to report that organizations accessing the assessment and winning the award ranged in size,
industry, and location. So far in 2024, more than 30% were first time applicants. The top 10 industries by percent were: 21% Community/Family/Non-
profit, 10% Business & Professional Services, 8% Finance & Insurance, 6% Construction & Building, 6% Industrial & Manufacturing, 6% Lodging, Travel
& Tourism, 5% Engineering, 5% Architecture, 3% Computers, IT & Technology, and 3% Education. More than 54% of these were a part of the private
sector, followed by non-profits at 27%, and 19% were public entities. Most organizations had more than 50 employees on staff.
12) Est. Number of SLO City Residents served through this project/program *
The program serves the entire City of SLO population, free of charge, and without membership requirements. Of the data reported above a large
majority (71%) of organizations were headquartered in the city of San Luis Obispo, quite a number (22%) were from North SLO County, and a smaller
portion (1%) were from South SLO County. Many of these organizations, while holding a central office in the City of SLO, operate satellite offices in
other areas of the county, and some even out of the county.
13) In the table below include a minimum of four (4) metrics or performance outcomes that relate to
the implementation/success of the project. Examples include: # of SLO City residents served, # of
referrals provided to individuals seeking social services, # of trainings completed, # of cultural
event attendees reported a 10% increase in knowledge and application of DEI practices, etc.
Example: # of cultural event attendees reported a 10% increase in DEI knowledge and application
Metric #Indicators of Success / Measurable Outcomes
30 By June 30, 2025, at least 30 SLO County businesses will have adopted at least one new, innovative workplace policy or
best practice beyond what is required by CA law, intended to incentivize parents/caregivers of young children to remain
in, or return to, the workforce.
50 By June 30, 2025, at least 50 new, innovative workplace policy or best practice beyond what is required by CA law, will be
implemented by businesses.
20 By June 30, 2025, at least 20 additional working parents/caregivers of young children will have access to employer-
supported child care in SLO County.
10 By June 30, 2025, at least 10 local chambers of commerce, and/or industry specific associations will show support and an
understanding of the importance of family-friendly workplace practices to sustaining a strong, inclusive, local workforce
by providing access to their membership through activities such as, but not limited to, events, e-blasts, newsletters,
workshops, presentations, and/or sponsorship.
DEI statement *
that includes Applicants’ understanding and application of DEI, Affirming language that creates access and a sense of belonging in our community
apart from grant, and Explain how this project will advance DEI in the City of SLO.
DEI Statement.docx 16.11KB
Detailed budget *
Including how the total requested amount of grant would be spent.
2024-25 FFW Budget Chamber.City of SLO DEI.pdf 26.9KB
Organizational chart.*
Org Chart.pdf 16.78KB
Federal Tax-Exempt Status *
IRS Verifitcation of Non Profit Status SLO Chamber.pdf 266.35KB
San Luis Obispo Chamber of Commerce
Imagine SLO
“Creating Connection”
The SLO Chamber of Commerce believes at the core of community wellness is human connection. While
geographic, technological, and societal pressures may create divisions, we will nurture a climate that
welcomes diversity and inclusion, models civility and celebrates connection. Our goal is to enable all
people in our community to feel at home and be free to be their best, authentic selves.
Policy Priorities
• Promote and model diversity and inclusion in business, non-profit, local government and
educational institutions.
• Promote civil dialogue from elected officials, the media and the general public, with a focus on
strengthening underrepresented voices.
• Promote and cultivate a spirit of giving through philanthropy, volunteerism and corporate social
responsibility.
• Urge government to continuously improve and refine its approach to civic engagement to increase
participation and empower citizens.
• Support policies, actions and incentives that increase the development of housing of all types for
all income categories including programs for special needs populations and intergenerational
housing models.
• Champion the development of vibrant neighborhoods throughout San Luis Obispo county that
include gathering spaces and amenities that bring people together and create a sense of
belonging and community.
• Encourage collaboration between government, businesses and nonprofits to support access to
mental healthcare, homeless services, drug and alcohol rehabilitation treatment and other social
services.
• Promote and enhance access to arts and cultural activities in the region, recognizing the role they
play in expanding greater community participation, connection, and cultural understanding.
The SLO County Family-Friendly Workplaces Program was built on the belief that increasing
family-friendliness is essential to support business success, grow our economy, and to advance
diversity, equity and inclusion in the workforce.
Page 1 of 2
Budget
Item
First 5
Funds
County of
SLO
SLO City
DEI Grant
Chamber
SLO In-
Kind
July 1, 2024- June 30, 2025 Total
I. PERSONNEL
Workforce
Development Manager
(1 FTE)
$75,000 $25,000
$100,000
Chamber staff support
including but limited
to, Event, Comms, and
Leg Staff
$20,00 $20,000
Subtotal $75,000 $25,000 $20.000 $120,000
II. OPERATING
Office Supplies $5,000 $5,000
Events, Travel, Fees $10,000 $10,000
Fixed Expenses $15,000 $15,000
Subtotal 0 $30,000 $30,000
III. INDIRECT
@0% of Personnel 0 0 0
Subtotal 0 0 0
IV. OTHER
N/A 0 0 0
Subtotal 0 0 0
GRAND TOTAL $75,000 $25,000 $5,000 $45,000 $150,000
SLO Chamber of
Commerce
Board of Directors
Business &
Economic Council
Economic
Development
Committee
Ambassador
Committee
Lrgislative Action
Committee
DEI High Impact Grant
24-25 Application
Part 1 Basic Information
1) Organization Name *
Hillel of San Luis Obispo
2) 501(c)(3) - employer identification number *
20-1744245
3) Fiscal Agent *
Hillel of San Luis Obispo
4) Project/Program Name *
Shine a Light on Jewish Heritage and Multiculturalism/Pop-Up Music and Speaker Nights and temporary public art installations
5) Requested Amount *
$20,000.00
6) Name of Person Completing Application *
Lauren Bandari
7) Name of Person for Grant Communication for Grant Cycle (if different from above)
8) Organization Mailing Address *
Street Address
1 E Grand Ave
Address Line 2
PO Box 88
City
San Luis Obispo
State/Province/Region
California
Postal/Zip Code
93407
Country
United States
9) Phone *
8052950890
10) E-mail
lauren.bandari@slohillel.org
Part 2 Organizational Information
1) Purpose/Mission Statement *
San Luis Obispo Hillel is the center-point of Jewish life at Cal Poly and in the San Luis Obispo community. We provide a welcoming and supportive
environment, so our students and community can be proud of and engaged with their Jewish heritage.
2) Briefly describe your organization’s purpose, vision, primary activities, and operating structures *
Hillel raises awareness on campus of the significance of our Jewish heritage and values. Through career-based and community-service programs,
social and cultural events, and gatherings, SLO Hillel brings Jewish students and the entire community together to enrich lives. San Luis Obispo Hillel
strives to be pluralistic and diverse though new programming. Events include hiking, music and bonfires, on-campus BBQs, off-campus retreats,
wellness activities, seminars with diverse and intriguing speakers, and dinners with other cultural and religious groups, building connections and
unity on campus and throughout the community. From 1970-2018, the organization was entirely student run. Currently, San Luis Obispo Hillel has an
Executive Director, Lauren Bandari, and an Israeli fellow, Lidar Eini, who manage day-to-day operations and outreach, expanding the scope and
overall reach of the organization.
3) Name of Executive Director *
Lauren Bandari
4) Number of paid staff (full or part-time)*
4
5) Number of volunteers *
25
6) Name of Board President or Chair *
Micah Dekofsky
7) Describe the community(ies) your organization supports *
Every day, San Luis Obispo Hillel supports Jewish young adults on campus and in the broader San Luis Obispo community, and on a deeper level, we
support the education of the entire community on the diversity and richness of Jewish culture, history and traditions. Inclusion can come only
through outreach, awareness and relationship building, and San Luis Obispo Hillel is thrilled to be at the forefront of campus and community DEI
efforts.
8) Approximate Annual Budget *
$220,000.00
9) Major Sources of Funding *
Individual Donors and Board Members (Cal Poly Alum and Parents), Hillel International grants, Jewish Agency grant, Foundation grants
Part 3 Project/Program Information
1) Please provide an executive summary of proposed project/program (200 words max)*
After last year's success with our Shine a Light on Antisemitism programs, San Luis Obispo Hillel is seeking grant funding to host another set of
series break down stereotypes and inspire San Luis Obispo audiences to "shine a light" in the pursuit of DEI. This year, the program would
incorporate artists, musicians, and a Jew of color speaker to embrace the diversity of the Jewish identity and experience, as well as the shared social
struggles that we face in a way that is engaging and powerful. Building on the momentum we have seen and in collaboration with the Diversity
Coalition of SLO County, the art and events will provide thought- provoking new insights into the ongoing conversations of race, ethnicity and
identity, with a particular focus on the relationship between antisemitism and systemic racism in today’s world. The impact would be expanded
beyond a single event, with a separate planned (smaller) engagement with members of campus/student leadership, and a reception with
collaborating groups (in the DEI space).
2) Total project cost *
$30,000.00
3) Requested Amount *
$20,000.00
4) Please provide a detailed description of proposed project/program (not to exceed 1,000 words)*
Sadly the stunning rise in antisemitism in our city and county has only continued, and in fact, increased, since we launched our programs to educate
and celebrate Jewish heritage. We know from example and study that the best response to hate is a combination of communal condemnation and
meaningful engagement. The vision for this proposed project would be to showcase Multiculturalism, Jewish heritage, and the power of connecting
to one's roots through temporary public art installations in available vacant storefronts (working with the Downtown Association). Artistic decisions
would be made in collaboration with the Diversity Coalition and abide by rules and regulations for these spaces.. In addition, this project includes a
pop-up music night featuring an intersection of cultures (ie, the Qadim Ensemble: a group of Jewish and Arab musicians playing Middle Eastern
instruments and music), as well as a speaker night similar to our program at the SLO Museum of Art. The art, music, and conversation are all ideal
opportunities to engage in a way that will help attendees recognize and challenge antisemitism and all forms of racial and ethnic hatred - wherever
they see it - in our community and beyond. The art in particular allows for passersby to experience this effort and increase our impact.
Additionally, we will be expanding our impact through a reception with partner organizations, and a separate intimate talk with student leadership
on campus, made possible through a grant received through Hillel International. These separate events would provide additional valuable
opportunities for dialogue and discussion.
This year, we have begun expanding our outreach to build support through collaboration to some of the key leaders in this space - the Diversity
Coalition of SLO County, Cal Poly DEI, and Project Shema. The goal is to grow our attendee numbers, attract quality artists, and increase our impact.
The speaking event would again feature a Jew of color who can speak to and educate on antisemitism. A speaker who has experienced antisemitism
and racism based on the color of their skin or appearance would be able to speak to the impact of. both and share how these experiences are
interconnected. They can enlighten our residents to the diversity of the Jewish identity, how this perspective and understanding can fit into existing
DEI efforts by deconstructing harmful stereotypes, and how to fight back against antisemitism and other forms of racism have impacted generations
of diverse peoples.
Through educational opportunities like this, we can target its root cause, and make our. community and world more inclusive.
After the successes of our event with Rain Pryor, and then again with Kiyomi Kowalski, we believe that we can attract an even larger audience by
expanding with art and music, and that the powerful impact will resonate throughout the community and beyond. It is important to note that this
keynote program will NOT be a religious program or feature religious practices of any kind, in accordance with the guidelines of this grant.
5) Describe the community/population the project/program will support *
The art installations will be free and viewable to the public, with a target audience of San Luis Obispo residents (of all ages). The pop-up events may
be hosted at a San Luis Obispo movie theatre, the SLO Museum of Art, or a similar sized venue that is easily accessible to all residents.
6) Describe the equity gaps and community needs this project/program will address in the City and community of San Luis Obispo.*
To the average person, the perception of Jewish identity is “whitewashed” and generalized, and the rich diversity of Jewish identity is often
overlooked. Just as the Black community is not a monolith, the same is true for the Jewish community, and both share a unique history of racial
oppression in this country and others. Jewish people descend from ancient communities in Ethiopia, India, and China, and today with increasing
numbers of interracial marriages, some experts estimate that up to 15 percent of American Jews are Jews of color.
Yet even those perceived as “white” Jews understand that their privilege ends at the point where antisemitism begins. Many define the Jewish identity
solely in religious terms, but Jews are more than just a religious group and the racism they face is much more surface level than their beliefs.
Historically, Jews have been designated as “a people apart”; Jews were, and continue to be, characterized as distinct or different – harassed, derided
and hated for being Jews. And as a result, they have been plagued with racism throughout their 4000-year history – racism that has ultimately led to
oppression and genocide in the last century, and a legacy of antisemitism, that persists even in our very own county.
We would like to bring this issue to light through the perspective of a diverse, captivating speaker, who is both ethnically Jewish and a person of
color, and frame it within the broader DEI context of denouncing all forms of racism, breaking down stereotypes and uniting our community against
intolerance and hatred.
7) Provide detailed timeline for project implementation (monthly or quarterly).*
-October – December 2024: Planning/Logistics; Initial Promotion
-December 2024 – January 2025: Early Promotion Continues; Media Blitz to all local and regional outlets
-Late January/Early February 2025: Paid Social Promotion Begins (Facebook/Instagram Ads); Event Execution
8) List any partnerships/collaborations that are supporting this project/program and their roles *
-Diversity Coalition of SLO County: Local Promotional Support, leveraging connections to attract larger- name speakers
-Project Shema and Jews of Color Initiative: Speaker suggestions
-ADL: Publicity support
-JCC Federation: Financial Support, Outreach
-AEPi: Financial Support, Outreach
-Hillel International: Financial Support
-Downtown Association: Outreach, Promotional support
9) Describe your plan for sustainability beyond the City’s one-year award funding *
Ultimately, the goal is to continue to build this up as an annual series, so that the community can hear from diverse perspectives. We would continue
the momentum of last year ’s successful event by working with other organizations that are looking to achieve a similar end goal (Anti-Defamation
League, Diversity Coalition, Project Shema, etc). However, we believe the City’s support and endorsement of this special keynote presentation will
help it gain the attention of local community groups to sustain similar events like it in the future.
10) Describe the plan for promoting this project within the City of San Luis Obispo *
We plan to advertise the event through traditional means and social media advertising:
• Posters and other direct outreach to frequented venues throughout the City, Cal Poly and Cuesta College
• Communications sent to high school teachers and college (Cal Poly/Cuesta College) professors to share with their students
• Communications sent to local DEI groups (to reach diverse audiences) and SLO-based community groups
• Local media blitz and press releases
• Targeted Facebook and Instagram ad campaigns focused on the City of San Luis Obispo, as well as Cal Poly, and Cuesta College
11) Est. Number of people served through this project/program *
1000
12) Est. Number of SLO City Residents served through this project/program *
750
13) In the table below include a minimum of four (4) metrics or performance outcomes that relate to
the implementation/success of the project. Examples include: # of SLO City residents served, # of
referrals provided to individuals seeking social services, # of trainings completed, # of cultural
event attendees reported a 10% increase in knowledge and application of DEI practices, etc.
Example: # of cultural event attendees reported a 10% increase in DEI knowledge and application
Metric #Indicators of Success / Measurable Outcomes
1,000 Number of Total Keynote Presentation & Other Session Attendees
750 Number of SLO City Residents Served
70 Net Promoter Score from Survey Responses Showing Favorable Impact
70 % of "Yes" Responses in Post-Event Survey to the Question "Did this speaker change your perspective?"
DEI statement *
that includes Applicants’ understanding and application of DEI, Affirming language that creates access and a sense of belonging in our community
apart from grant, and Explain how this project will advance DEI in the City of SLO.
DEI Statement_SLO Hillel.pdf 81.08KB
Detailed budget *
Including how the total requested amount of grant would be spent.
SLO Hillel FY24-25 Budget.xlsx - Grant Budget.pdf 33.39KB
Organizational chart.*
SLO Hillel - Organizational Chart.pdf 133.43KB
Federal Tax-Exempt Status *
Exemption 9.17.98 (2).pdf 2.08MB
San Luis Obispo Hillel – DEI Statement
In alignment with the City of San Luis Obispo’s commitment to making San Luis Obispo a more
welcoming, equitable, and inclusive city for all, we believe it’s critical that we educate our community on
the complexity of the Jewish identity. Only by doing so can we truly enhance the sense of belonging for
all people in our community. We’re all in this together, and antisemitism is still present today in part
because of a failure of our society to reflect upon the tragedies caused by antisemitism in the past and
to say “never again” – both to antisemitism specifically, and to racism in general. On a broader level,
San Luis Obispo Hillel is all about building community, and this starts with inclusion. We never turn away
those who have a sincere desire to learn about our culture and values, and we challenge those who have
misguided preconceptions and beliefs – about any person. Inclusion can come only through outreach,
awareness and relationship building, and San Luis Obispo Hillel is thrilled to be at the forefront of
campus and community DEI efforts.
Event Budget
Total Cost Amount Requested from City of SLO
Musical Guests and Artists 7500 6000
Speaker Honorarium 7500 6000
Venue Costs 2000 2000
Speaker and Artist Travel Costs 2000 2000
Paid Social Media Advertising 1000 1000
Private Event Security 1000 0
Photographer/Videographer 1000 0
Meet & Greet Reception Costs 4000 3000
On-Campus Event at Cal Poly 4000 0
(Venue & Other Costs)
Total Budget 30000
Total Requested from City 20000
Total Committed by Other Sources 2500
Remaining Funded/Fundraised by SLO Hillel & Partner Organizations 7500
SLO Hillel -Organizational Chart
DEI High Impact Grant
24-25 Application
Part 1 Basic Information
1) Organization Name *
SLO Noor Foundation
2) 501(c)(3) - employer identification number *
27-1412176
3) Fiscal Agent *
N/A
4) Project/Program Name *
Equitable Healthcare Access Program
5) Requested Amount *
$20,000.00
6) Name of Person Completing Application *
Tanya R. Walker
7) Name of Person for Grant Communication for Grant Cycle (if different from above)
8) Organization Mailing Address *
Street Address
1428 Phillips Lane, Suite 203
Address Line 2
City
San Luis Obispo
State/Province/Region
CA
Postal/Zip Code
93401
Country
United States
9) Phone *
805-548-0894
10) E-mail
grants@slonoorfoundation.org
Part 2 Organizational Information
1) Purpose/Mission Statement *
The SLO Noor Foundation’s mission is to provide free medical, dental, and vision care to uninsured adults in San Luis Obispo County and northern
Santa Barbara County regardless of race, ethnicity, immigration status, religion, sexual orientation, or gender.
The SLO Noor Foundation is committed to advancing diversity and inclusion by helping ensure that all people across the community feel valued and
have equal access to resources, services, and opportunities provided by SLO Noor Health Clinics.
2) Briefly describe your organization’s purpose, vision, primary activities, and operating structures *
Founded in 2010, the SLO Noor Foundation (SLONF) serves San Luis Obispo and the Central Coast as the only FTCA recognized 501(c)3 free clinic and
safety-net organization in its service area with a mission to provide free medical, dental, and vision care to uninsured and underinsured adults
regardless of race, ethnicity, religion, gender, sexual orientation, or immigration status.
Over the last several years, the SLONF offered a spectrum of clinical care and social support services 4 days/week from two locations in San Luis
Obispo in addition to operating a full-time Telehealth Care and Virtual Support Program and part-time mobile clinic through a partnership with the
Cal Poly Health Research Center. SLONF provides over 5,000 visits to 1900 total patients annually, including the following services: primary medical,
dental, vision, and specialty care; laboratory and radiology diagnostics; social welfare and chronic condition support; complete vision exams and
prescription; comprehensive and restorative oral care, and; community referrals. During 2023, the SLONF served 1,131 residents of San Luis Obispo,
which is the highest represented municipality within the SLONF’s patient base and receiving a quarter of free medical, dental, or vision services.
Furthermore, the SLONF was successful in developing and funding a mobile health program extension, acquiring a solely-owned and operated
mobile health unit which now operates one day/week.
As a primarily volunteer-based organization, the SLONF has evolved into a transdisciplinary healthcare facility that has formed steadfast
partnerships with hospitals, developed community recognition and support, and built collaborative relationships with government, business, and
nonprofit agencies. Through these efforts, the SLONF is able to offer a comprehensive scope of care and social support that targets inequality in
healthcare access and quality within low-income and “hard-to-reach” populations, defined as rural, migrant, farmworking, low-income, non-English-
speaking, and Black, Indigenous, and People of Color (BIPOC) communities.
SLONF is led by a Board of Directors, Executive Director, Clinical Directors, and grants staff who develop programs and secure funding for the
organization. SLONF has gained consistent annual financial support from individual donors, private and public grants, volunteers, and in-kind
donations.
3) Name of Executive Director *
David Parro
4) Number of paid staff (full or part-time)*
Full time – 1; part time – 17
5) Number of volunteers *
125
6) Name of Board President or Chair *
James Scoolis, Ed.D
7) Describe the community(ies) your organization supports *
Since opening in 2010, the SLONF has been based in San Luis Obispo County, operating three physical clinic sites and one mobile clinic site within
the County. During 2023, 74.5% of SLONF patients residing in the County, and 24.5% residing in the City of San Luis Obispo. SLO Noor Health Clinics
serve as the area’s healthcare safety-net for community members with limited to no insurance coverage, which is disproportionately represented by
low-income, non-English-speaking, BIPOC, and migrant communities, according to the Kaiser Family Foundation (1). Historically, the SLONF has
served a patient base and target population that reflects these findings, where in 2023, 88% of patients identified as BIPOC, 80% non-English-
speaking, and 92% low-income, and over the last several years, the SLONF has further developed projects based on internal review and external
research, launching clinical programs and engaging in partnerships in order to better reach and serve these communities.
Of these developments, the SLONF has formed the following policies meant to improve the accessibility and inclusivity of its programs: free provision
of diagnostics and healthcare to patients regardless of race, ethnicity, religion, immigration status, sexual orientation, or gender; provision of
treatment, health education, and community referrals with consideration of individual patient cultural and socioeconomic background; provision of
interpretation services; delivery of care in-clinic or virtually via video or phone and the planned future option to receive care at a mobile health clinic
as part of the proposed project; delivery of social support services, including planned care coordination services, which will directly connect patients
with internal and external social services to meet their Social Determinants of Health (SDoH) needs.
8) Approximate Annual Budget *
$1,257,837.98
9) Major Sources of Funding *
SLONF relies on a variety of funding sources for operational expenses, including municipal, county, and private grants, as well as monetary and in-
kind donations. The County of San Luis Obispo, Dignity Health, & the CA Association of Free and Charitable Clinics are some of our main grant
funders. We are also recipients of a variety of donations from community partners, both private citizens and businesses
Part 3 Project/Program Information
1) Please provide an executive summary of proposed project/program (200 words max)*
Through the proposed project, the SLONF aims to reach and serve uninsured, underinsured, and hard-to-reach populations in San Luis Obispo, and
to adequately serve new patients from these communities, the SLONF must increase capacity of clinical programs and build upon infrastructure to
support the needs of diverse populations.
Requested funding will afford direct clinical services for new patients from diverse backgrounds, including translation services, laboratory
diagnostics, and radiology imaging crucial to diagnosis and treatment. Funding would be applied to the following expenses: (1) $10,000 toward 2.2
FTE Bilingual Medical Assistants needed for new patient intake, vitals screenings, diagnostics orders, and translation services; (2) $8,000 toward an
estimated 1,100 laboratory diagnostics and radiology imaging services necessary to screen, diagnose, and monitor health conditions, and; (3) $2,000
toward the production and personnel necessary to conduct a citywide community awareness campaign.
SLONF’s proposed project promotes inclusivity through the delivery of multilingual patient intake, accessible diagnostic services, and personalized
treatment plans, which consider language, cultural, and socioeconomic obstacles faced by uninsured, underinsured, low-income, and/or BIPOC
community members. By supporting patients throughout intake, diagnosis, and treatment, the SLONF will promote health equity and inclusivity over
the entire healthcare delivery process.
2) Total project cost *
$104,950.00
3) Requested Amount *
$20,000.00
4) Please provide a detailed description of proposed project/program (not to exceed 1,000 words)*
Through the proposed project, SLONF will expand its capacity to serve uninsured, underinsured, low-income, BIPOC and hard-to-reach patients by
providing the following free health and supportive services: (1) free ongoing and multilingual primary healthcare, including virtual symptom
monitoring, health education, lifestyle consultations, prescription and social (ie: food security, housing stability, employment) program enrollment
assistance, and community referrals, and; (2) free laboratory and imaging services needed to diagnose and monitor high-risk health conditions (T2
diabetes, hypertension, hyperlipidemia, obesity) which are highly prevalent in project target populations. As the SLONF expands the capacity of these
services to new target population patients, SLONF also intends to simultaneously reach those in need by conducting a multilingual citywide
awareness campaign through business, government, and nonprofit partners serving underinsured, uninsured, low-income, BIPOC and hard-to-reach
populations.
With the requested funding, SLONF intends to provide care to over 400 San Luis Obispo City residents with at least 85% identifying as BIPOC,
delivering a total 1,100 encounters and 1,100 diagnostic services. $10,000, or 50% in requested funding will afford 2.2 FTE Bilingual Medical
Assistants, who provide medical interpretation services offered by the SLONF. Because volunteer providers deliver nearly 70% of health and support
services at SLO Noor Health Clinics, the SLONF does not require its medical providers to be bilingual, instead employing three Bilingual Medical
Assistants for a total 2.2 FTE to ensure the constant availability of medical interpretation. Because a majority of SLONF's patient base is non-English-
speaking (Spanish- or Mixtec-speaking), medical interpretation is vital to the equity of healthcare and support services delivered by SLO Noor Health
Clinics. Without medical interpretation, health symptoms may not be fully understood by volunteer providers, leading to improper evaluation and
misdiagnosis, and treatment plans may not be fully understood by patients, leading to poor health outcomes and possible medical emergencies. As
part of the proposed project, the SLONF Bilingual Medical Assistants will provide full-time medical interpretation services in addition to processing
new patient intake, screening patient vitals, order diagnostics services, and handling daily logistics.
Of requested funding, an additional $8,000 or 40% will be applied to laboratory diagnostics and radiology imaging services provided directly to
patients, which the SLONF receives at a substantial 30-80% discount from local diagnostics facilities. Quality of care and treatment are contingent
upon an accurate diagnosis, and by receiving these discounts, the SLONF is able to provide testing services at several locations in San Luis Obispo
free of charge to patients. Because T2 diabetes, hyperlipidemia, hypertension, and obesity are the most highly prevalent health conditions within the
SLONF’s patient base, these diagnostic services are essential to SLONF’s healthcare delivery model, which helps patients understand and improve
conditions. By affording these expenses, the SLONF can accomplish the following two goals (1) to reduce noncompliance caused by a patient’s
inability to afford diagnostic services out-of-pocket, and; (2) to reduce medical emergency rates through the accurate diagnosis and prescribe
effective treatment of high-risk health conditions.
The remaining $2,000 or 10% of requested funding will afford a bilingual awareness campaign, which is composed of the following: (1) $1,000 toward
the production of multilingual physical and digital media (e.g., brochures), and $1,000 toward the personnel (e.g., 0.6 FTE Outreach Coordinator) to
execute media production. Over the last several years, the SLONF has focused on outreach to hard-to-reach populations, which include low-income,
BIPOC, non-English-speaking, migrant, and farmworking communities. As part of the proposed project, the SLONF will make a concerted effort to
reach these communities within the City of San Luis Obispo, building partnerships with nonprofit organizations and local businesses within
industries typically lacking employer health insurance options, including agriculture, viticulture, restaurant, hospitality, retail, and recreation
industries.
While supporting established patients, the SLONF intends to also reach new patients by increasing awareness of SLO Noor Health Clinic health and
supportive services through the production of multilingual digital and print informational posters and brochures which will be distributed to
government agencies, nonprofit organizations, and local businesses serving or employing low-income and/or BIPOC community members.
Furthermore, outreach materials will be distributed at events in and around San Luis Obispo that will be staffed by college student volunteers, who
will refer those in need to SLO Noor Health Clinics.
Due to the high cost of critical care and medication, healthcare inequity greatly reduces the financial and general vitality of low-income and BIPOC
communities already experiencing discrimination and disenfranchisement due to differences in race, ethnicity, culture, language, immigration status,
and social background. Through a combined effort of inclusive new patient intake, accessible diagnostic services, and public awareness campaigning,
the SLONF intends to support City of San Luis Obispo residents by creating a safety-net of preventive healthcare, which focuses on early detection
and management of symptoms before they escalate to critical conditions.
5) Describe the community/population the project/program will support *
According to 2024 US Census Bureau estimates, nearly 3,000 San Luis Obispo residents are uninsured, which is expected to increase as residents
experience loss of long-term health coverage, income, or employment, which disproportionately affects rural, farmworking, low-income, and BIPOC
and non-English speaking populations. During 2023, SLONF provided care over 997 visits to 351 BIPOC and non-English-speaking residents of San
Luis Obispo, addressing healthcare inequity within a largely low-income, Latina, and non-English-speaking patient base. According to the CDC, these
populations have a 60% higher risk of type-2 (T2) diabetes and chronic cardiovascular conditions. These populations also experience lower rates of
health education, literacy, and control of these conditions, according to the US Department of Health and Human Services. During 2023, it was
determined that 89% of SLONF patients were low-income (at or below 200% of the Federal Poverty Level), 88% BIPOC, and 83% non-English-
speaking. Due to the higher health risks and poorer health outcomes commonly experienced by these populations, SLO Noor Health Clinics focus on
the development of clinical programs meant to impart independence in managing health to support long-term wellbeing and livelihood on a
community level.
Due to variations in language, transportation, and social backgrounds, many BIPOC and non-English-speaking residents are unaware or do not have
access to available relief resources, jeopardizing health and quality of life. Through the proposed project, the SLONF plans to increase its capacity to
support disenfranchised and highly vulnerable BIPOC and non-English-speaking San Luis Obispo City residents by offering ongoing multilingual
health and supportive services that promote access to information and resources available to residents, regardless of race, ethnicity, language, or
immigration status. Furthermore, the SLONF’s proposed project will be executed at its main clinic in San Luis Obispo as well as virtually via the SLO
Noor Telehealth Care and Virtual Support Program, with diagnostic services being offered at two locations within the city. While increasing its
capacity to serve uninsured and underinsured city residents, the SLONF will also boost awareness of its services to BIPOC and non-English-speaking
communities by conducting a multilingual outreach campaign, reaching audiences through organizations that serve or employ a similar target
population.
6) Describe the equity gaps and community needs this project/program will address in the City and community of San Luis Obispo.*
In 2017, the HRSA named SLONF’s service area both a Healthcare Provider Shortage Area (San Luis Obispo HPSA 13-19) and Medically-Underserved
Area (Morro Bay Arroyo Grande MUA 50-56), disproportionately affecting low-income, rural, farmworking, migrant, BIPOC, and non-English-speaking
populations in the region. As stated, due to large scale healthcare disparities, BIPOC and non-English-speaking populations face up to a 60% higher
risk of chronic disease, according to the CDC and HHS, which also determined that these populations experience lower rates of healthcare coverage,
access, and literacy. According to the Dignity Health 2023 Community Health Needs Assessment, chronic condition care was among the greatest
healthcare needs within BIPOC communities, which reported residents lacked access to routine diagnostic and treatment services needed to
improve lifestyle behaviors (ie: diet, exercise, smoking, etc.) and symptoms over time.
In addition, BIPOC and non-English-speaking residents not only face limitations in healthcare access, but can also struggle with inequity in healthcare
quality, in which the scope of care is non-inclusive and episodic, rather than preventive. As a result, vulnerable BIPOC and non-English-speaking
community members are less likely to prevent or control chronic diseases, leading to higher rates of critical health and hospitalization. To combat
this, the SLONF has coordinated with Dignity Health’s French Hospital Medical Center to employ its health navigation system, Octavia, which refers
released hospital patients without health coverage to SLO Noor Health Clinics for follow up care to reduce readmission rates. As its patient base has
become increasingly diverse in representation by BIPOC and non-English-speaking populations, the SLONF has actively introduced ongoing health
and support services that focus on inclusive, personalized treatment with regards to a patient’s racial, ethnic, cultural, and social background.
SLONF’s leadership, staff, volunteers, and supporters are united in the belief that healthcare is a right, and that no one should receive substandard
or ineffective care due to race, ethnicity, or immigration status. Throughout the country, racial discrimination in healthcare is becoming increasingly
identified as a cause in higher rates of mortality, morbidity, and mistrust in healthcare within BIPOC and non-English-speaking communities,
according to the US Office of Disease Prevention and Health Promotion. Since 2021, representation of BIPOC and non-English-speaking populations
in SLONF’s patient base has increased 2-3% annually and is expected to grow as SLONF continues to better engage and support underserved and
hard-to-reach communities. Funding through the City of San Luis Obispo’s DEI Program will allow SLONF to continue expanding its capacity and
scope of care to best BIPOC and non-English-speaking patients, fulfilling basic healthcare rights and promoting equality in these communities.
7) Provide detailed timeline for project implementation (monthly or quarterly).*
Please see the following description breaking down the project cycle:
Q1: Assign project roles; organize public awareness campaign (e.g., media design and production, events calendar, etc.); organize project policies,
protocols, and review guidelines; begin medical interpretation services; begin laboratory diagnostic and radiology imaging services.
Q2: Launch public awareness campaign (e.g., community partner engagement, event participation, etc.); begin initial review with focus on project
strengths and challenges; continue medical interpretation services (estimated 550 services by midpoint); continue laboratory diagnostic and
radiology imaging services (estimated 550 services by midpoint).
Q3: Continue public awareness campaign; continue medical interpretation services; continue laboratory diagnostic and radiology imaging services).
Q4: Conclude project services; review project findings with focus on future program development and building sustainability.
Over the course of the grant cycle, the SLONF will deliver free healthcare and support services to target populations, including the delivery of project
medical interpretation services and diagnostic services to new patients at an increasing rate over the grant cycle. During the first half of the grant
cycle, the SLONF will develop and implement policies, protocols, and review guidelines for the project, including but not limited to the introduction of
new review metrics (e.g., emergency room rates of new patients). By the end of the grant cycle, the SLONF will evaluate protocols and practices in
order to determine future areas of development with concerns to DEI.
Within the first quarter of the grant cycle, the SLONF will also organize and begin execution of its public awareness campaign, including the
production and distribution of outreach materials to existing community partners. Within the first half of the grant cycle, the SLONF will begin
engaging with new community partners while conducting wide distribution efforts through event participation and market advertising. As SLO Noor
executes its campaign, new patient information will also be collected so that the SLONF can determine which outreach methods are most effective in
order to continually and effectively refine its efforts.
8) List any partnerships/collaborations that are supporting this project/program and their roles *
SLONF health care and supportive services are made possible through the collaborative efforts of community partners and volunteer providers
whose participation boosts patient access to available resources while reducing operative and personnel costs needed to provide quality care to new
and established patients.
In order to both provide free and direct diagnostics to uninsured established patients and conduct a bilingual public awareness campaign for
potential new patients, SLONF will engage separate collaborators to execute both activities of the proposed projects. SLONF will provide laboratory
diagnostic and radiology imaging services by working closely with the following: (1) WestPac Laboratories, Quest Laboratories, and Radiology
Associates, which will conduct laboratory and radiology services at a discounted price to the SLONF and allow the foundation to provide testing
services at no cost to patients, and; (2) over 50 volunteer providers, who donate time and expertise to serve SLONF patients and reduce personnel
expenses.
SLONF will simultaneously partner with government agencies and nonprofit organizations serving or employing target populations, including the
following: San Luis Obispo Department of Public Health, Peoples’ Self-Help Housing, SLO Promotores Collaborative, SLO Food Bank, CAPSLO (40
Prado, Center for Health and Prevention), and Dignity Health/Adventist Health. Through these partnerships, SLONF intends to build relationships
with individual businesses as connections are made through various agencies.
9) Describe your plan for sustainability beyond the City’s one-year award funding *
As mentioned, the SLONF reduces personnel costs by maintaining a primarily volunteer-based clinical program. Through its community
partnerships, the SLONF has secured reduced direct service, clinical supply, facility rental, and operative expenses. As part of the proposed project,
the SLONF will maintain its partnerships with Quest Diagnostics, WestPac Laboratories, and Radiology Associates, which grant a 30-80% discount on
diagnostic services as long as the SLONF account remains in good standing. As a result of this partnership, the SLONF only expends an average
$9.43/unit in diagnostic services, which range between $35.88 to $1,352.00/unit in standard out-of-pocket costs. Through the proposed project, the
SLONF will be enabled to offer these diagnostic services to an increasing base of new patients from low-income, BIPOC, non-English-speaking, and
hard-to-reach communities while maintaining these partnerships.
Furthermore, the SLONF will expand its clinical and outreach review processes through the proposed project. As a result, the SLONF will be enabled
to engage major, long-term funders which emphasize equitable and inclusive healthcare. Within the last several years, the SLONF has focused its
development on sustainable and effective programming, most recently launching a solely-owned and operated mobile health unit and developing a
care coordination project meant to connect community members to resources available to them based on individual eligibility. Following the close of
the grant cycle, the SLONF can review project findings and develop equitable and inclusive healthcare guidelines across its clinical programs for the
purpose of expanding its geographical and service focus areas and increasing eligibility for new major funding sources (e.g., NIH NIMHD).
10) Describe the plan for promoting this project within the City of San Luis Obispo *
As stated, SLONF’s proposed project is a simultaneous direct service and public awareness campaign effort through which SLONF will build
partnerships with agencies in the City of San Luis Obispo. As relationships with nonprofit organizations and local businesses develop, SLONF intends
to reach BIPOC and non-English-speaking residents in need of care by providing multilingual referrals and outreach materials, which will be
distributed through the City of San Luis Obispo and will include the City’s seal, if deemed appropriate. Furthermore, SLONF will publicize the
availability of project services on a regular basis on its blog and social media pages.
11) Est. Number of people served through this project/program *
1250
12) Est. Number of SLO City Residents served through this project/program *
450
13) In the table below include a minimum of four (4) metrics or performance outcomes that relate to
the implementation/success of the project. Examples include: # of SLO City residents served, # of
referrals provided to individuals seeking social services, # of trainings completed, # of cultural
event attendees reported a 10% increase in knowledge and application of DEI practices, etc.
Example: # of cultural event attendees reported a 10% increase in DEI knowledge and application
Metric #Indicators of Success / Measurable Outcomes
1 serve at least 450 SLO City patients from non-English-speaking, BIPOC, and/or LGBTQ communities during the grant cycle
2 track and increase the representation of non-English-speaking, BIPOC, and/or LGBTQ communities within its patient base
by 20%
3 provide 1,100 laboratory and radiology diagnostics to non-English-speaking and BIPOC patients
4 improve health outcomes in non-English-speaking and BIPOC patients with or at risk of chronic conditions,
demonstrated by positive progress in relevant health indicators (HbA1c, HDL/LDL, BP, BMI).
DEI statement *
that includes Applicants’ understanding and application of DEI, Affirming language that creates access and a sense of belonging in our community
apart from grant, and Explain how this project will advance DEI in the City of SLO.
SLONoorFoundation_DEI Statement.pdf 1.11MB
Detailed budget *
Including how the total requested amount of grant would be spent.
24-25 Budget SLO City DEI High-Impact Grant.pdf 92.49KB
Organizational chart.*
2024-08-31_SLONF_organizational_chart.pdf 941.89KB
Federal Tax-Exempt Status *
IRS Determination Letter - SLO Noor Foundation.pdf 1.54MB
Vital Healthcare for the Uninsured!
1428 Phillips Lane, Suite 203 | San Luis Obispo, CA 93401 | Phone: 805.439.1797 | Fax: 805.439.1799
SLONOORFOUNDATION.ORG
HEALTH CLINIC S
Diversity and Inclusion Statement
The SLO NOOR FOUNDATION provides an inclusive and equitable workplace that embraces
diversity, where all employees and volunteers, whatever their gender, race, ethnicity, national
origin, age, sexual orientation or identity, education, or disability are valued and respected. The
SLO NOOR FOUNDATION is committed to a nondiscriminatory approach and provides equal
opportunity for employment and advancement in all departments, programs, and worksites.
To provide informed, authentic leadership for cultural equity, SLO NOOR FOUNDATION strives
for:
-Diversity, inclusion, and equity as part of its mission and recognition of its importance to
the wellbeing of staff and community served by SLO Noor Health Clinics.
-Acknowledging and eliminating inequities within its policies, systems, programs, and
services, continually updating these for organizational progress.
-Advocating board-level strategization with regards to systemic inequities that impact the
organization’s practices and how to address these inequities in a way consistent with its
mission.
-Practicing and encouraging transparent communication in all interactions.
-Committing time and resources to expand more diverse leadership within its board, staff,
committee, and advisory bodies.
-Leading with respect and tolerance. SLO NOOR FOUNDATION expects all employees
to embrace inclusion and diversity and express it in workplace interactions and through
everyday practices.
SLO NOOR FOUNDATION holds workplace values that are equal to its mission, which is to
provide free medical, dental, and vision services to uninsured adults in San Luis Obispo
and northern Santa Barbara Counties, regardless of race, ethnicity, religion, gender,
sexual orientation, or immigration status. The SLO NOOR Foundation is committed to
advancing diversity and inclusion by helping ensure that all people across all communities feel
valued and have equal access to resources, services, and opportunities provided by SLO Noor
Health Clinics.
David Parro, Executive Director Ahmad Nooristani, MD, Founder
2024 SLONF Equitable Healthcare Access Program
ITEM DESCRIPTION ITEM TOTAL
PROJECT
TOTAL
INCOME
(PUBLIC
GRANTS)
INCOME
(PRIVATE
GRANTS)
INCOME
(DONATIONS)
INCOME
(EVENTS)
I. PERSONNEL EXPENSES
II. DIRECT OPERATIVE EXPENSES
$-
III. INDIRECT OPERATIVE EXPENSES
IV. TOTAL EXPENSE $51,717 $20,000
V. TOTAL INCOME $8,922 $8,494 $14,301 $-
VI. NET TOTAL $20,000 $0
A. WAGES 1. 2.2 FTE Bilingual Medical Assistants ($21/hr X 88hr/wk X 52wk/yr X 1.1 tax)$25,898 $10,000 $6,046 $5,756 $9,691
2. 0.6 FTE Outreach Coordinator ($26/hr X 24hr/wk X 52wk/yr X 1.1 tax)$8,745 $1,000 $605 $576 $969
B. SUPPLIES 1. Laboratory Diagnostics and Radiology Imaging ($9.43/unit X 1,110unit/yr)$10,373 $8,000 $843 $803 $1,352 $-
2. Media Production ($0.5/unit X 2,000unit/yr (1,000 Eng/1,000 Esp))$2,000 $1,000 $105 $100 $169
I. TOTAL PERSONNEL $34,643 $11,000 $6,651 $6,332 $10,660 $-
II. TOTAL DIRECT $12,373 $9,000 $949 $903 $1,521 $-
III. TOTAL INDIRECT (@ 10% of direct*)$4,702 $- $1,323 $1,259 $2,120 $-
* Project total based on 2024 projection of 550 patients residing in San Luis Obispo.
**Indirect expenses comprised of administrative support staffing, clinic support staff, office supplies/maintance, facility rental, utilities, and insurance necessary to operate proposed project activities.
BOARD OF DIRECTORS
James Scoolis, Ed.D
Board President
Tom Nuckols
Board Treasurer
Linda Minton
Board Secretary + 12 board members
EXECUTIVE DIRECTOR
David Parro
VOLUNTEER CLINIC DIRECTORS
Denise Allen, MD
Medical Director Bruce Whitcher, DDS
Dental Director
William McRee, OD
Vision Director
ADMINISTRATIVE OPERATIONS CLINICAL OPERATIONS
MEDICAL CLINIC
Free preventive and
episodic primary carefor uninsured adults.
Volunteer Physicians
and Specialists
Medical Clinic Manager (PT)
Medical Assistant (PT)
Nurse Practitioner (PT)
DENTAL CLINIC
Restorative and primary
dental care for uninusredand low- income adults.
Volunteer Dentists
Dental Clinic Manager (PT)
Dentists (PT)
Dental Assistant (PT)
VISION CLINIC
Free vision care and
eyeglass provision
for uninsured adults.
Volunteer Optometrists,
and Opthamologists
CASE MANAGEMENT
Supportive, educational,
and ancillary services
and referrals.
FINANCES &FUND DEVELOPMENT
Volunteer Nutritionists and a
Physical Therapy Office
Fundraising Event Committee:Exec. Director + 4 board members
Finance Committee:Board Treasurer + 2 board members
Grant Manager (PT)
Grant Coordinator (PT)
Bookkeeper (PT)
PROGRAM REVIEW& DEVELOPMENT
Medical Review Committee:
Data Assistant (PT)
Volunteer data charters
Exec. Director, board members, clinic directors, volunteer providers, & staff
GEN. OPERATIONS
Executive Assistant (PT)
Volunteer Coordinator (PT)
SLO NOOR FOUNDATION ORGANIZATIONAL CHART by PROGRAM and/or DEPARTMENT
Information accurate as of August 31, 2024
DEI High Impact Grant
24-25 Application
Part 1 Basic Information
1) Organization Name *
SLO Village
2) 501(c)(3) - employer identification number *
81-2165670
3) Fiscal Agent *
N/A
4) Project/Program Name *
Aging Better Together. Partnering with San Luis Obispo to become and Age-Friendly City
5) Requested Amount *
$20,000.00
6) Name of Person Completing Application *
Tami K. Newcomb
7) Name of Person for Grant Communication for Grant Cycle (if different from above)
8) Organization Mailing Address *
Street Address
P.O. Box 15038
Address Line 2
City
San Luis Obispo
State/Province/Region
CA
Postal/Zip Code
93405
Country
United States
9) Phone *
805-242-1640
10) E-mail
tami@slovillage.org
Part 2 Organizational Information
1) Purpose/Mission Statement *
SLO Village is a non-profit, community-based membership organization focused on empowering older adults to sustain independence and continue
living lives of purpose and promise through community, social connection, personal growth, support and helpful services.
2) Briefly describe your organization’s purpose, vision, primary activities, and operating structures *
SLO Village envisions creating an age-friendly community where all stages of life offer meaningful opportunities for growth, connection, and joy;
where people of all backgrounds and economic means can age with dignity, purpose, and self-determination.
The SLO Village Board and Team actively advocates for the diversity, equity, visibility, inclusion and attention to the unique needs of older adults
living in our community.
SLO Village (SV) is not a place to live, it’s a way to live.
It is part of the national Village Movement of age-friendly communities that include individuals who treasure independence, community support,
social connection and engagement. There are over 300 Villages nationwide. Each Village is independent and determines its own organizational
structure and plan for meeting the local needs and interests of its members.
SV member requests for services are made via phone call to the office or via the Village website portal. Volunteers access the portal to review and
sign up for service requests. The volunteer then calls the member to confirm the appointment. The SV Operations Manager fields questions from
potential volunteers, members, community referral sources, and manages office operations.
The primary activities of SV are: 1. Provision of transportation to members – individual members are transported door-to-door to and from their
destination (typically, appointments with doctors and other professionals, exercise facilities, and social activities). 2. Friendly visits, checking in on
members who are ill or have had surgery; going for walk with the member, etc. 3. Minor household and gardening help such as changing lightbulbs,
taking garbage cans to the street, pruning plants. 4. Technical help – programming a new phone, reviewing how to use an emergency alert device,
help with using the internet. 5. Social activities – twice a month coffee with guest speakers, once a month lunch, annual events (picnic, gratitude
brunch, holiday gatherings). 6. Specialty groups: films/plays; book club; dining, etc.
3) Name of Executive Director *
Tami K. Newcomb
4) Number of paid staff (full or part-time)*
2 part time paid staff
5) Number of volunteers *
56
6) Name of Board President or Chair *
Dave Kuykendall
7) Describe the community(ies) your organization supports *
SV currently serves 109 members 50 years and older who live throughout San Luis Obispo County. 75% of our members live in the City of San Luis
Obispo, and the rest are scattered in the northern and southern parts of the Central Coast. Our local network engages over 1,500 residents each
month. These individuals receive our newsletters, Village updates, and information on community resources. The website sees an average of over
1,000 visits each month.
2023 SV personal connections included nearly 2,000 hours of volunteer service; approximately 1,200 service requests, of which 906 were for
transportation. Sponsored 36 social engagements and nearly 3,000 social contact hours in the form of twice-monthly coffee chats, monthly
luncheons, picnics, and other community outings, and service requests
Board members and staff are active in several community organizations including the Chamber of Commerce, Leadership SLO, GALA Pride and
Diversity Center, County Adult Services Policy Committee, and the County Plan for Aging Committee.
8) Approximate Annual Budget *
$91,000.00
9) Major Sources of Funding *
SV activities, programs and services coordination are funded by several sources: Membership dues; donations and fundraisers; grants, sponsorships
and partners.
Dues for a full membership, which gives access to all SV services and activities are $500/year (one person) or $750/year (two-person household); a
social membership gives access to all Village social activities and is $250/year. Total income from membership dues in 2023 was $22,877 and covered
62% of our operating expenses.
No potential member is denied membership due to financial hardship. Monies are budgeted each year for subsidies and scholarships for those
individuals.
Donations are gratefully accepted and are formally solicited in an annual fundraising campaign. In 2023, SV received two large donations from the
estates of former members.
The Board routinely looks for grants and sponsorships that are appropriate for our mission and services. Grant funds received over the years:
Hughes Grant (2017, $6,500); Community Foundation Build Grant (2018, $2,050); Community Foundation Needs Grant (2018, $5,000); SLO City GIA
Grant (2022, $4,000); Success Charities (2022, $2,500); and Sereno 1% for Good (2024, $2,500).
Past sponsorships and partners have included Wilshire Community and Health Services, Home Share SLO, Lifelong Learners of the Central Coast,
SLO United Church of Christ Congregational, SLO Presbyterian Church, Hospice of SLO County, Area Agency on Aging, and GALA Pride and Diversity
Center. The Board is working on renewing these relationships and increasing our outreach to businesses and other non-profit agencies. The
Executive Director is especially focused on this.
Part 3 Project/Program Information
1) Please provide an executive summary of proposed project/program (200 words max)*
By 2030, the number of people over 60 will exceed the number of children for the first time in human history; 29% of SLO County's population will be
over 60, a 61% increase from 2010; and 25% of the City of San Luis Obispo’s residents will be over 60 years of age.
Aging is happening to each one of us, no matter our generation, life circumstance or background.
IT TAKES A VILLAGE and an age-friendly community to combat ageism, rethink the experience of aging, strengthen our social fabric and bonds of
inclusion, and to provide a compassionate salve to the systemic epidemic of loneliness and social isolation experienced by all generations.
To further our cause, SV will utilize DEI grant monies as follows:
1. Refreshed Marketing Campaign: designed to raise awareness and remove barriers to participation.
2. Outreach & Engagement: formalize partnerships with other for and nonprofits to engage hard-to reach communities.
3. Expand Membership & Volunteer Program: to address the equity gap in community support and services available to our sizeable older adult
population.
4. Spearhead Age-Friendly City task force in partnership with City of San Luis Obispo: that policies, services, settings and structures support and
enable all people to age actively.
2) Total project cost *
$50,000.00
3) Requested Amount *
$20,000.00
4) Please provide a detailed description of proposed project/program (not to exceed 1,000 words)*
SLO VILLAGE INITIATIVE: AGING BETTER TOGETHER. IN PARTNERSHIP WITH THE CITY OF SAN LUIS OBISPO TO BECOME AN ‘AGE-FRIENDLY CITY’
SLO Village (SV) is not a place to live, it’s a way to live.
The SLO Village (SV) model of care offers the perfect infrastructure and resources to partner with the City of San Luis Obispo in creating an Age-
Friendly City (AFC), thereby improving our collective experience of aging by combating ageism and extending the reach of supportive services to all
residents, enabling each of us to remain in the homes, neighborhoods and city we love.
SV is well-positioned to significantly grow its membership, volunteer and community partner base, and to vibrantly partner with the City of SLO in
becoming an AFC. With the assistance of City DEI grant monies, we will strategically focus our outreach within the community where our presence is
currently not well-known or understood. Project tactics include:
1. A brand refresh to better communicate who and how we serve the community. This would include a logo & tagline refresh (facilitated by local
historian and graphic designer, Pierre Rademaker), website update, collateral material, outreach brochures and video series.
2. Expand SV presence and increase engagement through our SLO Chamber of Commerce membership, Leadership SLO, the Community
Foundation, Adult Services Protection Council, Governor Newsom’s Master Plan of Aging Committee, Health Care Agencies, and other Civic and
Community partners, becoming an even stronger conduit to the myriad resources available within the City and County of SLO, but not well
communicated and difficult to access.
3. Spearhead an Age-Friendly City SLO taskforce with deliberate asset mapping to bridge barriers to accessibility. Specifically: outdoor spaces and
buildings; transportation; housing; social participation; respect and social inclusion; civic participation and employment; communication and
information; and community and health services.
4. Increase advocacy for sustainable funding to support healthy aging with city, county, and state lawmakers, health insurers and health systems,
to raise awareness about SV benefits with a vision for establishing more formal, financially viable partnerships.
5. Orchestrate a significant inaugural fundraising/awareness gala in Spring, 2025, announcing our Age-Friendly City initiative and the SLO Senior
Community Member of the Year. SV would be a fiscal partner in the endeavor and establish partnerships/sponsors with the Chamber of Commerce
(emulating its Community Member of the Year and Annual Gala program format), City of SLO, CenCal Health, Adventist Health, French Hospital,
Meals that Connect, and other like-minded philanthropic entities. Partnering with KSBY and New Times to launch a ‘Top 30 over 60’ spotlight; video
series featuring community partners engaging in intergenerational Healthy Aging initiatives.
There are currently 540 Age-Friendly communities across the world, with three AFC’s in the San Francisco Bay Area, each home to a thriving Village.
The SV project tactics outlined above are some of the successful and proven practices carried out by our sister Villages to promote healthy aging,
where sustainable partnership has advanced Age-Friendly City initiatives and certification. For example:
• Sausalito Village in Marin County inspired the City Council to become an AFC and helped to create the Age-Friendly Sausalito Task Force (AFSTF),
which identified transportation as a top priority; CARSS (Call A Ride for Sausalito Seniors) was the first program created by AFSTF.
• Berkeley’s Ashby Village took the lead as fiscal sponsor for several Age Friendly initiatives. With Mayoral support, the initiative reframes aging
away from a focus on negative decline and offers care and safety net support services for many older adults who do not live close to family or are
solo agers.
• San Francisco Village and NEXT Village San Francisco play a critical role in the City’s plan to be an AFC by providing support to moderate and
middle-income older residents, particularly those who live alone. In a unique partnership, the City of SF allocated funds to its two Villages, to extend
the reach of supportive services.
The SLO Village Movement is stronger, and the City of San Luis Obispo is stronger, when we engage the collective experience, talents, wisdom and
creativity of multiple generations in a richly diverse exchange of ideas; to combat ageism, rethink the experience of aging, strengthen the bonds of
inclusion, ease the pain of social isolation and loneliness, and unite our community.
5) Describe the community/population the project/program will support *
This project supports the community of San Luis Obispo who desire to come together to provide neighborly structures and services to create a city in
which we would all like to grow old.
This project will support adults over 60 years of age living in San Luis Obispo; approximately 25% of the city’s current population.
It will support their adult children, grandchildren and caregivers.
It supports the collective community in creating an Age Friendly City.
And, it supports a robust intergenerational volunteer base.
6) Describe the equity gaps and community needs this project/program will address in the City and community of San Luis Obispo.*
Significant barriers to accessibility exist between older adults and community entities that provide goods and services. City planning and
infrastructure that does not consider the needs of older/elderly with age-related impairments. Entities who should be addressing such needs as
access to basic levels of service (both physical/safe access and availability); incorporating funding aimed at the needs of older adults, lack of an
adequate supply of service providers (especially healthcare providers), transportation issues, housing, and outreach to those who are physically,
socially, financially isolated.
And finally, there is a significant equity gap in health care and services available to moderate- and middle-income older adults within our city and
county.
7) Provide detailed timeline for project implementation (monthly or quarterly).*
8/2024: Submit City of SLO DEI Grant application
8/2024: Brainstorming session with Pierre Rademaker to launch rebrand, identify targeted audiences, and messaging to engage those audiences
Q4/2024: Board Planning for 2025 Budget to incorporate DEI program
Q4/2024: Establish planning task force to formalize DEI program as outlined in the grant proposal.
Q1/2025: Upon DEI Grant approval, proceed with planning task force to implement and track assignments.
Q1/2025: Launch recruitment of new members, volunteers and community partners utilizing new rebrand collateral.
Q1/2025: Meet with City staff/leaders to spearhead an Age-Friendly City Advisory Task Force.
Q1/2025: Target list of fiscal community partners for support/sponsorship of Spring Age-Friendly City Gala.
Q1/2025: Report progress to SLO Village Board, County Adult Services Policy Committee, County Master Plan for Aging Committee, SLO City
Council, Chamber of Commerce.
Q1/2025: Collaborate with Chamber and City on Spring Age-Friendly City gala & fundraiser.
Q2/2025: Roll Out Age-Friendly City goals and plan to city, county, state and federal entities.
Q2/2025: Inaugural Age-Friendly City gala launch
Q3/2025: Debrief of the Spring Gala and report expenses and fundraising outcomes
Q3/2025: DEI Grant mid-year report due
Q3/2025: Continue SLO Age-Friendly City certification efforts and advocacy
Q3/2025: Continue SLO Village outreach and recruitment efforts
Q4/2025: Continue SLO Village outreach and recruitment efforts
Q4/2025: Continue SLO Age-Friendly City certification efforts and advocacy
8) List any partnerships/collaborations that are supporting this project/program and their roles *
PROJECT/PROGRAM AND THEIR ROLES
There are three major initiatives outlined in this proposal: 1. SLO Village rebranding and growth of membership, volunteer and community partner
base. 2. City of SLO Age Friendly City project; and 3. SLO Chamber of Commerce/City Spring Gala/Fundraising Event.
Each of these initiatives will need a robust group of committee members, community sponsors and collaborators. Many have already been
identified in this application; others will be engaged/solicited upon commitment from the City of SLO (both for the DEI grant and proceeding with
#2).
9) Describe your plan for sustainability beyond the City’s one-year award funding *
To sustain our gains and continue to grow and be successful, the SV Board and the SV Executive Director will continue to lead the Age-Friendly City
task force and oversite committee to track progress, areas of success, further outreach and advocacy throughout the city, region and state in
partnership with the City of SLO, SLO County Adult Services and Area Agency on Aging, and Governor Newsom’s Master Plan on Aging. We will
further the cause with concentrated marketing/communication efforts through traditional and social media channels.
10) Describe the plan for promoting this project within the City of San Luis Obispo *
The SV Executive Director has a 30+ year career in marketing/branding/events and outreach. She will oversee development of the PSA video series to
use on all appropriate channels. Will engage the community through the SV website and contact list of 1,500 community residents. Leverage the
Chamber of Commerce social media outreach, visitor center, and eblast program, and actively submit stories to local media partners.
11) Est. Number of people served through this project/program *
Potentially 10,204 people or 22% of current population over 60 years old living in San Luis Obispo
12) Est. Number of SLO City Residents served through this project/program *
Potentially the entire population of the City of San Luis Obispo, over 45,000 residents.
13) In the table below include a minimum of four (4) metrics or performance outcomes that relate to
the implementation/success of the project. Examples include: # of SLO City residents served, # of
referrals provided to individuals seeking social services, # of trainings completed, # of cultural
event attendees reported a 10% increase in knowledge and application of DEI practices, etc.
Example: # of cultural event attendees reported a 10% increase in DEI knowledge and application
Metric #Indicators of Success / Measurable Outcomes
1 Recruitment efforts for new SV members will result in a 50% increase in the total number of full and social members by
the end of 2025.
2 Recruitment efforts for new SLO Village volunteers will result in a 25% increase in the total number of active volunteers
by the end of 2025.
3 Increase community partner sponsorships in 2025 with a charitable outcome goal of $40,000 in 2025.
4 City of SLO Age-Friendly City task force will have identified key indicators for certification and will track accordingly.
DEI statement *
that includes Applicants’ understanding and application of DEI, Affirming language that creates access and a sense of belonging in our community
apart from grant, and Explain how this project will advance DEI in the City of SLO.
SLOVillage DEI Statement.docx 14.23KB
Detailed budget *
Including how the total requested amount of grant would be spent.
SLO VILLAGE ITEMIZED BUDGET.docx 14.53KB
Organizational chart.*
SLO Village Org Chart 08-26-24.pdf 40.88KB
Federal Tax-Exempt Status *
IRS Letter.pdf 646.54KB
2023 CA 199 SLO Village.pdf 649.59KB
I am not old, she said.
I am rare.
I am the standing ovation
at the end of the play.
I am the retrospective of my life as art.
I am the hours connected like
dots into good sense.
I am the fullness of existing.
You think I am waiting to die,
But I am waiting to be found.
I am a treasure. I am a map.
And these wrinkles are
imprints of my journey.
Ask me anything.
~ Samantha Reynolds
Too often, older adults are thought of as one group. We don’t think of children as one group; just
as there are stages of childhood, there are stages of elderhood. The baseline is to be able to
remain as healthy and engaged as possible in place/community. We live in a culture where
aging is seen as a negative. Aging = decrepitude. Somehow, you’re deteriorating as you age …
certainly not an empowering perspective on being able to live life to the fullest.
SV expands the possibilities for aging well. We benefit older adults, their children and the
community. We build social connections with intergenerational volunteerism and community
engagement. We are person-centered, community-based and responsive to cultural needs.
Each SV member is different from the next and reflects our diversity. We directly address
ageism, ableism, social isolation, and empower each of us to age with dignity. Community and
self-determination are core to the ethos and mission of our work. By empowering our older
population to lead, through their own voices and experiences, we are building a powerful web to
advance DEI in the City of San Luis Obispo.
AGING BETTER TOGETHER
SLO VILLAGE INITIATIVE: IN PARTNERSHIP WITH THE CITY OF SAN LUIS OBISPO TO
BECOME AN ‘AGE-FRIENDLY CITY’
SLO VILLAGE ITEMIZED BUDGET
(TO BE USED WITH QUESTIONS 2 & 3)
ITEMIZED PROPOSED EXPENDITURE OF CITY DEI GRANT FUNDS
TOTAL PROJECT COST: $50,000
REQUESTED AMOUNT: $20,000
MARKETING/REBRAND DEI GRANT OTHER FUNDING TOTAL
Logo/Tagline refresh: $1,000 $1,500 $2,500
Collateral materials: $5,000 $3,500 $8,500
Design
Printing
PSA Video Series: $2,500 $2,000 $4,500
INAUGURAL SPRING 2025 GALA/
FUNDRAISER
Planning/design/implementation: $3,000 $3,000 $6,000
Venue/dinner dance: $5,000 $12,000 $18,000
Promotion/Marketing: $3,500 $8,000 $11,500
$11,500 $23,000 $34,500
$20,000 $30,000 $50,000
SLO Village Organization Chart Rev Date 08.26.24
SLO Village Board
Dave Kuykendall - President
Sally Kruger - Secretary
Meg Kuykendall - Treasurer
Nicki Edwards
Bette Kulp
Tami Newcomb - Executive Director
Intake Team
Corene Canaan - Operations Manager
Volunteer Team Events Team Village Development Village Awareness
Organization Chart
Programs
TAXABLE YEAR FORMCalifornia Exempt Organization2023 199Annual Information Return
Calendar Year 2023 or fiscal year beginning (mm/dd/yyyy), and ending (mm/dd/yyyy).
Corporation/Organization name California corporation number
Additional information. See instructions.FEIN
Street address (suite or room)PMB no.
City State ZIP code
Foreign country name Foreign province/state/county Foreign postal code
Did the organization have any changes to its guidelinesIFirst return. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Yes NoA not reported to the FTB? See instructions. . . . . . . . . . . . . . Yes No@
B Amended return. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Yes No@
J If exempt under R&TC Section 23701d, has theIRC Section 4947(a)(1) trust. . . . . . . . . . . . . . . . . . . . . . . . . . . . Yes NoC organization engaged in political activities?
D Final information return?See instructions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . @ Yes No@DissolvedSurrendered (Withdrawn)Merged/Reorganized
@Enter date: (mm/dd/yyyy)K Is the organization exempt under R&TC Section 23701g?. . . @ Yes NoCheck accounting method:E If "Yes," enter the gross receipts fromCashAccrualOther123 $nonmember sources . . . . . . . . . . . . . . . . . . . . .
@ @ @Federal return filed?990T 990-PF Sch H (990)1 2 3F L Is the organization a limited liability company?. . . . . . . . . . @ Yes NoOther 990 series4 Did the organization file Form 100 or Form 109 to reportM@Is this a group filing? See instructions . . . . . . . . . . . . . . . . . . Yes NoG taxable income?. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . @ Yes No
Is the organization under audit by the IRS or has the IRSN
H Is this organization in a group exemption . . . . . . . . . . . . . . . . . . Yes No audited in a prior year?. . . . . . . . . . . . . . . . . . . . . . . . . . . @ Yes NoIf "Yes," what is the parent's name?Is federal Form 1023/1024 pending?. . . . . . . . . . . . . . . . . . . O Yes No
Date filed with IRS
Complete Part I unless not required to file this form. See General Information B and C.Part I
1Gross sales or receipts from other sources. From Side 2, Part II, line 8. . . . . . . . . . . . . . . . . . . . . @1
2Gross dues and assessments from members and affiliates. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . @2
Receipts 3Gross contributions, gifts, grants, and similar amounts received. . . . . . . . . . . . . . . . . . . . . . . . . . . . @3and
Revenues Total gross receipts for filing requirement test. Add line 1 through line 3.4
4This line must be completed. If the result is less than $50,000, see General Information B. . . @
5Cost of goods sold . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . @5
66Cost or other basis, and sales expenses of assets sold . . . . . . . @
7Total costs. Add line 5 and line 6. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
Total gross income. Subtract line 7 from line 4. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . @8 8
9Total expenses and disbursements. From Side 2, Part II, line 18 . . . . . . . . . . . . . . . . . . . . . . . . . . . @9Expenses 10Excess of receipts over expenses and disbursements. Subtract line 9 from line 8. . . . . . . . . . . . @10
1111Total payments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . @
1212Use tax. See General Information K. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . @
1313Payments balance. If line 11 is more than line 12, subtract line 12 from line 11 . . . . . . . . . . . . . @
1414Use tax balance. If line 12 is more than line 11, subtract line 11 from line 12. . . . . . . . . . . . . . . . @
Payments 1515Penalties and interest. See General Information J. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
16 >16Balance due.Add line 12 and line 15. Then subtract line 11 from the result. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Under penalties of perjury, I declare that I have examined this return, including accompanying schedules and statements, and to the best of my knowledge and belief, it is true,Sign correct, and complete. Declaration of preparer (other than taxpayer) is based on all information of which preparer has any knowledge.
Title DateHere Telephone@SignatureGof officer
Date PTINCheck if @
Preparer's self-Gsignature employed GPaid
Firm's FEIN@Preparer's Firm's nameUse Only (or yours, if Gself-employed)
Telephoneand address @
May the FTB discuss this return with the preparer shown above? See instructions . . . . . . . . . . . . . . . . . . . . @ Yes No
CACA1112L 01/02/24
3651234 Form 199 2023 Side 1For Privacy Notice, get FTB 1131 EN-SP.059
SLO VILLAGE 3890657
81-2165670
PO BOX 15038
SAN LUIS OBISPO CA 93406
X XX
X
X
X
X
X
X X
X X
X
111.
23,648.
106,551.
130,310.
130,310.
37,648.
92,662.
0.
TREASURER (805) 542-9559
BEN RUTHERFORD, CPA 4/18/24 P00236591
HOCKING DENTON PALMQUIST - LOS OSOS
1181 3RD ST STE C 95-3514748
LOS OSOS, CA 93402
(805) 528-3600
X
Organizations with gross receipts of more than $50,000 and private foundationsPart II
regardless of amount of gross receipts ' complete Part II or furnish substitute information.
1Gross sales or receipts from all business activities. See instructions. . . . . . . . . . . . . . . . . . . . . . . . . @1
2Interest. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . @2
3Dividends. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . @3Receipts 4Gross rents. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . @4from
Other 5Gross royalties. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . @5Sources 6Gross amount received from sale of assets (See instructions). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . @6
7Other income. Attach schedule. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . @7
8Total gross sales or receipts from other sources. Add line 1 through line 7. Enter here and on Side 1, Part I, line 1 . . . . . . 8
Contributions, gifts, grants, and similar amounts paid. Attach schedule. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . @9 9
Disbursements to or for members. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . @ 1010
Compensation of officers, directors, and trustees. Attach schedule . . . . . . . . . . . . . . . . . . . . . . . . . . @ 1111
Other salaries and wages. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . @12 12
Expenses Interest. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . @ 1313and
Disburse-Taxes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . @ 1414
ments Rents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . @ 1515
Depreciation and depletion (See instructions). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . @16 16
17Other expenses and disbursements. Attach schedule. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . @17
18Total expenses and disbursements. Add line 9 through line 17. Enter here and on Side 1, Part I, line 9 . . . . . . . . . . . . . . . 18
Balance Sheet Beginning of taxable year End of taxable yearSchedule L
(a)(b)(c)(d)Assets
@Cash. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
@Net accounts receivable . . . . . . . . . . . . . . . . . . . . . . . 2
@Net notes receivable. . . . . . . . . . . . . . . . . . . . . . . . . . 3
@Inventories. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
@Federal and state government obligations . . . . . . . . . . 5
@Investments in other bonds. . . . . . . . . . . . . . . . . . . . . 6
@Investments in stock . . . . . . . . . . . . . . . . . . . . . . . . . 7
@Mortgage loans . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
@Other investments. Attach schedule. . . . . . . . . . . . . . . 9
10 a Depreciable assets. . . . . . . . . . . . . . . . . . . . . . . . . . .
b Less accumulated depreciation. . . . . . . . . . . . . . . . . .
@Land. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11
@Other assets. Attach schedule. . . . . . . . . . . . . . . . . . . 12
13 Total assets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Liabilities and net worth
@Accounts payable. . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
@Contributions, gifts, or grants payable. . . . . . . . . . . . . 15
@Bonds and notes payable . . . . . . . . . . . . . . . . . . . . . . 16
@Mortgages payable. . . . . . . . . . . . . . . . . . . . . . . . . . . 17
Other liabilities. Attach schedule. . . . . . . . . . . . . . . . . 18
@Capital stock or principal fund . . . . . . . . . . . . . . . . . . 19
@Paid-in or capital surplus. Attach reconciliation. . . . . . 20
@Retained earnings or income fund. . . . . . . . . . . . . . . . 21
Total liabilities and net worth . . . . . . . . . . . . . . . . . 22
Reconciliation of income per books with income per returnSchedule M-1
Do not complete this schedule if the amount on Schedule L, line 13, column (d), is less than $50,000.
@Net income per books. . . . . . . . . . . . . . . . . . . . . . . . Income recorded on books this year not included17
@ @Federal income tax. . . . . . . . . . . . . . . . . . . . . . . . . . in this return. Attach schedule. . . . . . . . . . . . . 2
@ Deductions in this return not charged8Excess of capital losses over capital gains. . . . . . . . . 3
against book income this year.Income not recorded on books this year.4
@ @Attach schedule . . . . . . . . . . . . . . . . . . . . . . . Attach schedule . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Total. Add line 7 and line 8. . . . . . . . . . . . . . . 9Expenses recorded on books this year not deducted5
@ 10 Net income per return.in this return. Attach schedule . . . . . . . . . . . . . . . . .
Subtract line 9 from line 6. . . . . . . . . . Total. Add line 1 through line 5. . . . . . . . . . . . . . . . . 6
CACA1112L 01/02/243652234Side 2 Form 199 2023 059
SLO VILLAGE 81-2165670
111.
111.
22,455.
2,019.
13,174.
37,648.
106,861.199,523.
106,861.199,523.
106,861.199,523.
106,861.199,523.
92,662.
92,662.92,662.
SEE STMT 1
SEE STATEMENT 2
2023 CALIFORNIA STATEMENTS PAGE 1
CLIENT 5670 SLO VILLAGE 81-2165670
4/18/24 11:24AM
STATEMENT 1
FORM 199, PART II, LINE 11
COMPENSATION OF OFFICERS, DIRECTORS, TRUSTEES AND KEY EMPLOYEES
CURRENT OFFICERS:
TITLE AND TOTAL CONTRI-EXPENSE
AVERAGE HOURS COMPEN-BUTION TO ACCOUNT/
NAME AND ADDRESS PER WEEK DEVOTED SATION EBP & DC OTHER
SALLY KRUGER SECRETARY $0.$0.$0.
PO BOX 15038 2.00
SAN LUIS OBISPO, CA 93406
CORENE CANANN OFFICE MANAGER 22,455.0.0.
PO BOX 15038 20.00
SAN LUIS OBISPO, CA 93406
DAVID KUYKENDALL PRESIDENT 0.0.0.
PO BOX 15038 10.00
SAN LUIS OBISPO, CA 93406
MARGARET KUYKENDALL TREASURER 0.0.0.
PO BOX 15038 5.00
SAN LUIS OBISPO, CA 93406
NICKI EDWARDS BOARD MEMBER 0.0.0.
PO BOX 15038 1.00
SAN LUIS OBISPO, CA 93401
RICHARD KRIET BOARD MEMBER 0.0.0.
PO BOX 15038 1.00
SAN LUIS OBISPO, CA 93401
BETTY KULP BOARD MEMBER 0.0.0.
PO BOX 15038 1.00
SAN LUIS OBISPO, CA 93401
TOTAL $22,455.$0.$0.
STATEMENT 2
FORM 199, PART II, LINE 17
OTHER EXPENSES
ACCOUNTING FEES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . $3,439.
ADVERTISING AND PROMOTION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 514.
BANK CHARGES. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 435.
BOARD DEVELOPMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 235.
DUES AND MEMBERSHIPS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1,500.
EVENTS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 845.
FUNDRAISING . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46.
INFORMATION TECHNOLOGY. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1,216.
INSURANCE . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3,520.
MISCELLANEOUS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 245.
OFFICE EXPENSES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 831.
STAFF DEVELOPMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 50.
TAXES. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 151.
VOLUNTEERS. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 147.
TOTAL $13,174.
DEI High Impact Grant
24-25 Application
Part 1 Basic Information
1) Organization Name *
SLO County UndocuSupport
2) 501(c)(3) - employer identification number *
77-0496500
3) Fiscal Agent *
The Community Foundation San Luis Obispo County
4) Project/Program Name *
SLO County Immigrant Resource Hub: A Pilot Pop-Up in Partnership with Local Mobile Services
5) Requested Amount *
$40,000.00
6) Name of Person Completing Application *
Chelsea Ruiz, UndocuSupport Program Manager
7) Name of Person for Grant Communication for Grant Cycle (if different from above)
8) Organization Mailing Address *
Street Address
550 Dana St.
Address Line 2
City
San Luis Obispo
State/Province/Region
CA
Postal/Zip Code
93401
Country
United States
9) Phone *
8013189478
10) E-mail
UndocuSupport@cfsloco.org
Part 2 Organizational Information
1) Purpose/Mission Statement *
Provide and connect resources, support and advocacy for and with undocumented and other immigrant families in SLO County in order to make
meaningful impact and true system change.
2) Briefly describe your organization’s purpose, vision, primary activities, and operating structures *
What We Do:
UndocuSupport strives to meet the basic needs of immigrant families to allow them to be healthy and thrive in the challenging environment of
disproportionate impacts of disasters and beyond, layered over years of systemic racism. UndocuSupport seeks to improve access to basic health
and social services and provide support to allow families to work, attend school, and care for children.
Guiding Principles:
- Driven by the community
- Maximize existing resources
- Fill critical gaps
- Stand up & speak out
Our Work:
We are an organizing entity that serves local immigrant families focusing on undocumented and indigenous immigrants.
Focus Areas:
1. Aid for Urgent, Critical Needs
2. Integrated and Streamlined Access to and Delivery of Services
3. System Change
4. Financial and Operational Sustainability
Primary Activities:
1. Aid for Urgent, Critical Needs - UndocuSupport fundraises through grant writing and soliciting donations from community members and
foundations to provide regrants to trusted partner agencies that provides services to the community. UndocuSupport designates these donations as
benefiting undocumented immigrants. As service-providers who encounter undocumented persons in the course of their work, they use those
designated funds to assist those clients. This is a critical service as undocumented individuals are excluded from federal funding.
2. Integrated and Streamlined Access to and Delivery of Services - UndocuSupport created and maintains a SLO County Immigrant Services Guide on
their website which is a curated list of resources for undocumented immigrants in SLO County. The information is intended to assist service-
providing agencies, family members, and community advocates in making referrals to local resources for persons who are undocumented.
UndocuSupport has also completed a series of resources videos in Spanish and Mixteco that was funded with SLO City DEI funds and will soon be
completed and on the Immigrant Services Guide to assist non-literate individuals. Finally, the SLO County Immigrant Resource Hub Implementation
Plan was completed in July 2024 and outlines a 3-phase plan to create an inclusive, welcoming, accessible Resource Hub for immigrant and other
vulnerable community members to connect, receive support and access services, and celebrate their cultural heritage. The Resource Hub is
designed to meet the needs of immigrant residents through a single point of entry program, coordinated regional services, and in-person
multilingual navigation. The Hub will complement existing sites and programs that meet the needs of families with school-aged children and fill the
gaps for those excluded from services due to age, family status, legal status or geographic location.
3. System Change - UndocuSupport uplifts the voices of immigrant community members by advocating on their behalf in meetings and committees
the Program Manager and Leadership Council members attend and by leadership development and voice-building for persons with lived experience
of being undocumented through serving as Leadership Council members and other opportunities such as sponsorship to attend The Diversity
Coalition’s BIPOC Board Leadership Training, the focus groups conducted in 2021 - 23, and this project which will engage multiple immigrant
community members in the planning, execution, and debriefing from the 2 pilot events.
Operating Structure:
UndocuSupport is a program of The Community Foundation San Luis Obispo County which serves as its fiscal sponsor. UndocuSupport employs 1
FTE, the Program Manager, who manages 5 - 7 regular volunteers and provides support for the all-volunteer leadership team which consists of a 17-
member Leadership Council and 3 all-volunteer committees: Finance, Fundraising, and Grants (grantmaking.) The Community Foundation San Luis
Obispo County provides fiscal management and nonprofit leadership guidance.
3) Name of Executive Director *
Heidi McPherson (CEO of fiscal sponsor)
4) Number of paid staff (full or part-time)*
1
5) Number of volunteers *
30
6) Name of Board President or Chair *
Rita Casaverde (Executive Committee Chair)
7) Describe the community(ies) your organization supports *
Undocumented immigrants and mixed-status families residing in San Luis Obispo County
8) Approximate Annual Budget *
$85,000.00
9) Major Sources of Funding *
Government contracts and donations from individuals
Part 3 Project/Program Information
1) Please provide an executive summary of proposed project/program (200 words max)*
Regional Services Clinics:
SLO County UndocuSupport and the Promotores Collaborative of San Luis Obispo propose in partnership a project that is an innovative pilot
approach for the coordination of existing mobile health units and other supportive services at two events in the city of San Luis Obispo and in
collaboration with trusted local immigrant community leaders to connect vulnerable and underserved communities including undocumented
immigrants in SLO County with critical resources and increasing access to information.
Purpose:
This project is part of Phase I of a 3-Phase plan for a SLO County Immigrant Resource Hub which aims to improve health for immigrant community
members through:
- Removing barriers to services
- Improving knowledge to invest in wellbeing and education, access resources and services, and provide healthy futures for families
- Mobilizing local resources
- Maximizing provider capacity
- Streamlining communication and access to information
- Elevate immigrant community member voices
Hub Structure:
The SLO County Immigrant Resource Hub is a coordinated provider network providing consistent, culturally and linguistically competent resources to
improve health access, facilitate legal and immigration services and enhance community well-being and sense of belonging.
2) Total project cost *
$75,846.00
3) Requested Amount *
$40,000.00
4) Please provide a detailed description of proposed project/program (not to exceed 1,000 words)*
UndocuSupport and the Promotores Collaborative will organize 2 pilot mobile resource coordination pop-up events called Regional Services Clinics
in SLO City.
UndocuSupport and the Promotores Collaborative of San Luis Obispo County will:
1. Recruit and engage local immigrant community leaders to assist in planning, event staffing, and debriefing
2. Coordinate community partners including the LINK Family advocates, the SLO City Police Department, and others to provide services on site at the
events
3. Test the model of how a mobile Immigrant Resource Hub could work in SLO County
4. Reflect on lessons learned and apply learnings to future Phase 1 pilots and the implementation of the Immigrant Resource Hub Plan
Parties Main Responsibilities:
UndocuSupport’s main responsibilities will be as the project lead including but not limited to event planning, coordinating partner agencies, and
convening event debriefing teams. The Promotores Collaborative responsibilities will include organizing interpreters, managing outreach, and
providing logistical support of the project as needed.
Vision:
We envision the events as culturally inclusive, safe, festive, and welcoming spaces with food, family-friendly accommodations, activities and all
services provided bilingually (English and Spanish) and in Mixteco. UndocuSupport will work with partner organizations and other locally-recruited
interpreters to secure Spanish and Mixteco interpretation.
Relationship Building:
UndocuSupport and the Promotores Collaborative of San Luis Obispo will collaborate with the community by creating an Implementation Team of
local community leaders who represent the undocumented and/or Latine population, who will work closely with the UndocuSupport Program
Manager and Promotores Collaborative lead staff in planning event logistics such as venue and food and any additional amenities and providing
culturally- and linguistically-appropriate outreach. The relationships cultivated with community members in the process of planning, executing, and
learning from the events will uplift immigrant voices and honor 2021 - 23 focus group feedback where SLO-City respondents requested that
UndocuSupport return to the community with a service-providing event with resources specifically for the undocumented immigrant community and
open to the entire community-at-large.
Services Provided On Site:
UndocuSupport and Promotores Collaborative will coordinate existing mobile services and other partners to provide resources on-site at the events
in real-time. This is not a traditional resource fair but a true resource hub where co-located services are provided in a safe, welcoming, and culturally
competent environment. Partner agencies will offer their services via their mobile units or tabling teams. (See question # 8 for a full list of potential
participating agencies.)
Phased Plan:
This project is part of a three-phased plan for a SLO County Immigrant Resource Hub.
Phase I - The first phase involves coordinating community partner agencies into a series of 6-8 total multilingual Regional Services Clinics throughout
the county that will bring a range of services to areas of high need. This phase will allow the provision of services, while evaluating the use and
effectiveness of the delivery model. UndocuSupport has received County funding for one clinic that will be held in North County. This project would
fund 2 additional clinics in SLO City. UndocuSupport is continuing to explore how to fund additional clinics for Phase I and how to move the Hub
Plan forward, in general. The Resource Hub Implementation Plan estimates that 6 - 12 months will be spent identifying a backbone agency that will
adopt the Resource Hub project and securing seed funding. Phase I is anticipated to take 12 - 18 months to implement.
Phase II - The second phase will establish a physical location in a community that is optimal for the immigrant community to jointly provide services
with partner agencies, while continuing the Regional Services Clinics. The Center will act as a hub for the services with both internal management
and community engagement staff as well as provider agency staffing. On site, in person, multilingual services are provided by Hub staff and co-
located partners during flexible hours. The Plan allocates 12 - 24 months to iImplement Phase II.
Phase III - Based upon the learnings in Phases I and II and community desires and resources support, the third phase will expand the Hub into a
community multicultural and climate resilience center, while maintaining the place-based and regional services. The Resource Hub / Center is
established and in addition to provider-lead services, the immigrant community develops and implements services and activities. The Plan allocates
12 - 36 months to implement Phase III.
Phase I of the Implementation Plan seeks to:
Pilot and test the innovative approach of regional, coordinated services offered flexibly through the implementation of 6 - 8 total Regional Services
Clinics (2 strategically located in the City of SLO) which will:
- Create cultural spaces that further a sense of belonging for all community members, particularly communities that have been marginalized
- Be conducted at geographic locations accessible to immigrant community members during flexible hours e.g. evenings or weekends
- Engage providers that offer the most-requested services and resources
- Prioritize the needs of undocumented immigrants, while remaining open to the entire community-at-large in the City of SLO
- Utilize Community Engagement Specialists to work cooperatively with agency partners in educating the community about the clinics
- Debrief after each clinic to capture learnings
5) Describe the community/population the project/program will support *
The Resource Hub serves the SLO County immigrant community, with a priority on providing services for undocumented immigrants who identify as
Latine and indigenous Mexicans that speak Mixteco with particular attention to:
- All ages (individuals, couples, families, elderly)
- Mixed status families
- Unaccompanied minors
- Asylum seekers
- Refugees
While undocumented immigrants and mixed status families are the target population for outreach for the events, the services and events are open
to the entire general public and residents of the City of San Luis Obispo. Services and resources that undocumented persons qualify for are also
available to documented individuals as the qualification is typically based on income.
6) Describe the equity gaps and community needs this project/program will address in the City and community of San Luis Obispo.*
All San Luis Obispo County community members should have opportunities to achieve optimal health, wellness and prosperity. Those who live and
work in SLO County should feel a sense of belonging and safety in their community. And residents, regardless of socio-economic status, race, sexual
orientation, religion, and citizenship status, deserve the knowledge and ability to invest in their wellbeing and education, access resources and
services, and provide healthy futures for their families.
Many immigrants in our community have unique needs with language and cultural barriers and complex eligibility and legal status that can inhibit
their access to services and resources. Isolation, pervasive toxic stress and exclusion from many public benefits contribute to poor health outcomes
and repetitive cycles of adversity. Barriers also exist within agencies and across systems that inhibit solutions and diminish innovative practices that
could improve access to services and resources.
Mixed status immigrant families and undocumented individuals have difficulty accessing services and resources for the following reasons:
- Fear and limited understanding to what is available inhibits attempts to navigate services
-- Communication barriers reduce access to information
-- Existing services and resources aren’t available in their native language of Spanish or Mixteco
-- Mixteco is not a written language so printed and web-based information isn’t effective
-- Monolingual Mixtec-speakers may not have access to information in their variant
-- Some individuals aren’t literate in any language, so websites and fliers aren’t effective
-- Many have limited access to technology and / or are not computer literate, rendering online resources ineffective and inaccessible
- Lack of eligibility for public benefits and aid during disasters
- Long work hours prevent access to appointments Monday - Friday 9am - 5pm
- Residing in very remote areas of SLO County with limited access to transportation
The SLO County Immigrant Resource Hub Implementation Plan addresses the challenges by creating an inclusive, welcoming, accessible,and safe
Resource Hub for immigrant and other vulnerable community members to connect, receive support and access services, celebrate their cultural
heritage and enjoy the abundance of San Luis Obispo County. The Resource Hub is a community-based nonprofit program coordinating the delivery
of regional services to the immigrant community. This project would fund 2 Regional Services Clinics in SLO City to test the model, provide critically-
needed services, and engage community leaders that have lived experience with being undocumented in planning and other leadership
opportunities.
7) Provide detailed timeline for project implementation (monthly or quarterly).*
Dec. 2024
Activities: Pre-planning and contract execution
Group responsible: UndocuSupport
Jan. 2025
Activities: 1st event planning and community member recruitment
Group(s) responsible: UndocuSupport, Promotores Collaborative Center for Family Strengthening (CFS)
Feb. 2025
Activities: 1st event outreach
Group(s) responsible: UndocuSupport, Promotores Collaborative (in-person outreach and Social Media) , community members
End of Mar. / Beginning of April 2025
Activities: 1st event takes place
Group(s) responsible: UndocuSupport, Promotores Collaborative, community members, partner agencies
May 2025
Activities: 1st event debriefing
Group(s) responsible: UndocuSupport, Promotores Collaborative, community members, partner agencies
Jul. 2025
Activities: Mid-Grant Report submitted and pre-planning for second event
Group(s) responsible: UndocuSupport with input from Promotores Collaborative,, community members, partner agencies
Aug. - Sep. 2025
Activities: 2nd event planning and community member recruitment, and 2nd event outreach
Group(s) responsible: UndocuSupport, Promotores Collaborative, community members
Oct. 2025
Activities: 2nd event outreach and 2nd Event Takes Place and 2nd event debriefing
Group(s) responsible: UndocuSupport, Promotores Collaborative, community members, partner agencies
Nov. 2025
Activities: Final Report submitted
Group(s) responsible: UndocuSupport with input from Promotores Collaborative
Dec. 2025 - Grant ends
Early 2026
Activities: Share out learnings from all pilot events (2 in SLO City and others funded from different funding sources) at UndocuSupport Semi-Annual
Meeting
Group(s) responsible: UndocuSupport
8) List any partnerships/collaborations that are supporting this project/program and their roles *
This project utilizes multiple partners that fall into 5 major categories:
1. Promotores Collaborative San Luis Obispo County a program housed by Center for Family Strengthening. other CFS programs):
The Promotores Collaborative of San Luis Obispo County is UndocuSupport’s main partner and will receive approximately half of the funds
requested to collaborate with UndocuSupport in event planning, outreach, interpretation, event staffing, and participation in the event debriefing.
UndocuSupport has worked closely with Promotores Collaborative throughout the program’s short but impactful history. Promotores Collaborative’s
leadership and service on UndocuSupport’s Leadership Council and committees, strategic planning, and other key projects such as the focus groups
conducted in 2021 - 23 have been critical to UndocuSupport’s success. Promotores Collaborative has also been an engaged partner since the
inception of the Immigrant Resource Hub Project.
The Promotores Collaborative team are trusted messengers in the Latine and undocumented immigrant community. They have relationships with
families and connect them to critical community resources. Their staff are bilingual and bicultural and will provide needed planning and event
debriefing feedback that is culturally-appropriate. They will also provide effective support with event staffing. Furthermore, the Promotores staff are
experienced interpreters in Spanish and Mixteco and regularly work with multiple agencies county-wide to provide quality, culturally-attuned
interpretation.
Promotores staff will carry out the following activities for this project:
- Planning - 2 staff attend (2) hour-long planning meetings per event
- Outreach - 25 total hrs / event engaging with community members in Spanish and Mixteco including engaging in activities such as radio interviews,
public announcements, one-on-one interactions, and social media posts on platforms relevant to the target population
- Interpretation
-- Planning - 1 staff will provide English interpretation (from Spanish) and 1 staff member will provide Mixteco interpretation (from Spanish) at (2)
hour-long planning meetings per event which will be held in-person in SLO City
-- Event - 2 staff provide Spanish interpretation, 1 staff provide Mixteco
-- Debriefing - 1 staff will provide English interpretation (from Spanish) and 1 staff member will provide Mixteco interpretation (from Spanish) at (2)
hour-long debriefing meetings per event which will be held in-person in SLO City
- Event Staffing - 5 - 7 staff will assist with set up, event staffing, (greeters, ushers, interpretation, child care, or other duties as assigned,) and clean up
for the event. Approx. 5 hrs. / person / event.
- Debriefing - 2 staff attend (2) hour-long debriefing meetings per event
2. Implementation Team members who represent the undocumented immigrant community:
This group of persons with lived experience of being undocumented will co-plan the events with UndocuSupport and Promotores and determine
which services and amenities will be included in the event, provide outreach via word-of-mouth, help staff the event as but not limited to greeters,
ushers, interpreters, supervision of the child care providers, and will provide feedback in the debriefing sessions. This team is a critical component
of the Immigrant Resource Hub Implementation Plan and is essential for the success of Phase I. UndocuSupport will begin recruitment for this
group from those that participated in the Focus Groups conducted in SLO City in 2023 where demand was expressed for a resource event in SLO
City.
3. Immigrant Resource Hub Provider Network:
The Network is composed of agencies that provide services that were identified in the Focus Groups conducted by UndocuSupport in 2021 - 23 with
undocumented immigrants which identified needs including housing, access to medical care, children’s services, and legal and immigration and legal
services. These agencies will provide on-site, real-time services for the event attendees.
The Service Provider Network as outlined in the SLO County Immigrant Resource Hub Plan includes:
- SLO Legal Assistance Foundation - legal services
- Santa Barbara Immigrant Legal Defense Center - legal services
- Immigration Hope Santa Barbara - legal services
- Consulate of Mexico - immigration services
- Catholic Charities - immigration services and financial aid
- SLO County Public Health - health services
- Dignity Health - health services
- Community Health Centers of the Central Coast - health services
- SLO Noor Foundation - health services
- CAPSLO Health Services - health services
- CAPSLO Family Resource Centers - basic needs & education access
- The Link Family Resource Center - basic needs & education access
- SLO County Department of Social Services - Medi-Cal and CalFresh applications
- MICOP and/or SLO County Public Health - Medi-Cal applications
- SLO Food Bank Coalition - food
- Pregnancy & Parenting Support - supplies for pregnant & parenting families with children 0 - 5
- SLO County Public Library System - access to family literacy resources
Outreach and navigation partners:
- Promotores Collaborative of San Luis Obispo County - community engagement and professional interpretation services
- Corazón Latino - community engagement and professional interpretation services
Existing mobile service units that are already operating independently within the county will also be invited to participate at these events:
- CAPSLO Reproductive Health Mobile Clinic
- CAPSLO Reproductive Health Mobile Clinic
- CAPSLO Reproductive Health Mobile Clinic
- Mobile Mexican Consulate*
*While the likelihood of coordinating this project’s events with a Mobile Mexican Consulate visit to SLO City is low, the possibility would be explored.
4. San Luis Obispo City Police Department (SLOPD) :
This partner is a new addition to the Provider Network specific to the SLO City Regional Services Clinics and illustrates the flexibility of the Resource
Hub Implementation Plan in allowing for micro-communities throughout the county to customize clinics to meet the needs of and resources
available to the individual communities. Chief Rick Scott and his team have prioritized community engagement with historically marginalized
communities like the Latine and undocumented immigrant groups and will be providing community outreach and relationship-building at these
events.
SLOPD is committed to carrying out activities at the events such as but not limited to the following:
- Officer meet & greet
- Serve snacks
- Sit at tables and talk to attendees
- Supply distribution such as back-to-school supplies and backpacks
- Distribution of Police Services Resource Guide
This is an important opportunity for SLOPD to build relationships and create connections with law enforcement and the Spanish-speaking
community to target systemic issues and misconceptions that law enforcement doesn’t engage with the undocumented community in a positive and
helpful way. Underreporting crimes and victimization among the undocumented community is a serious and pervasive problem. SLOPD is
committed to building trust by providing a voice to the undocumented community in order to protect persons who've historically avoided contact
with police due to their immigration status.
SLOPD’s participation in this project aligns with their Strategic Plan on “Engagement with Historically Marginalized Communities: Building bridges
with these communities can address historical grievances and improve connection.” (SLOPD Strategic Plan, p. 18.) “Actively” participating in
“community events to showcase the Department’s commitment to the community ” and involvement in “outreach programs to engage with and
understand the needs of historically marginalized groups” as well as “encouraging police officers to build relationships with residents” are all
identified strategies that SLOPD is pursuing in their Strategic Plan. (SLOPD Strategic Plan, p. 19.)
Objective 2C: Broaden and Diversify Community Presence, specifies the following goals:
1. Expand presence in community programs
2. Expand presence at community events
3. Expand partnerships with organizations representing marginalized communities
The services offered by the SLOPD have historically been under-utilized by the undocumented immigrant and Spanish-speaking population due to
fear and a lack of knowledge. Bridging the gap between support and this community aligns with UndocuSupport’s mission, andUndocuSupport
welcomes a partnership with SLOPD on these events.
5. SLO City Office of Diversity, Equity, and Inclusion:
As the project funder, the SLO City Office of DEI as an important partner in this work as it aligns well with several aspects of their Strategic Plan:
“1.1.3. Explore and develop shared multicultural programming, activities, and events with… Non‐profit partners through a pilot and/or pop-up
multicultural center experience.” (SLO City DEI Strategic Plan, page 11.)... “Metrics: Increased access to information for underserved and
underrepresented communities via linguistically inclusive communication initiatives.” (SLO City DEI Strategic Plan, page 13.)
“2.2.7. Contract to develop a feasibility study for a multicultural center.” (SLO City DEI Strategic Plan, page 15.)... “Metrics: Increased visibility of local
organizations and businesses that have established a commitment to creating inclusive and equitable environments for all community members.”
And “Increase sense of belonging and welcoming for underserved and underrepresented members at City facilities.” (SLO City DEI Strategic Plan,
page 15.)
The SLO County Immigrant Resource Hub Implementation Plan’s purpose is to create a place of belonging and welcome for underserved and
underrepresented community members, and this project which moves forward Phase I of the plan does so by creating a safe, culturally-attuned
space for accessing resources, brings together City departments, community members, and service providers, and engaging in voice-building and
leadership opportunities with those that have lived experience with being undocumented immigrants.
9) Describe your plan for sustainability beyond the City’s one-year award funding *
Relationship-building:
Relationships created with community members, service-providing agencies, and the SLO Police Department are sustainable and are the catalyst for
true system change. These community events will create positive experiences and interactions that build trust, which trust is essential in engaging
the undocumented immigrant population which is historically hard-to-reach and fearful of government and organized systems. Fear, language
barriers, and other challenges prevent this population from accessing services they qualify for, and these events will help break down those barriers.
Dispelling fear and showing people where the door is so they can find out information for themselves on eligibility of services for themselves and
their families is a first step toward upward mobility and generational change. The benefits of relationship-building are multiplied throughout the
entire Latine community, because word of mouth is the most trusted source of information, and the positive experiences and knowledge gained at
these events will ripple through the entire community as attendees share their experiences and knowledge.
This project also funds the opportunity for UndocuSupport to work with Promotores Collaborative and the other partners in the Service Provider
Network, increasing collaboration among service-providing agencies. Furthermore, the project ties in with the DEI Strategic Plan’s tactic of using
relationships with different community groups to offer a safe space for diverse voices to be heard and amplified.
Financial Sustainability:
True financial sustainability is accomplished in Phases II and III of the plan with diverse income streams of rent, fee-based services such as arts
education and community events and/or early-start entrepreneurship and microloans, government contracts, and donations from private
foundations and individuals. CenCal Reimbursement for Community Health Workers and leveraging volunteer programs such as AmeriCorps VIP
Program and College Corps at CalPoly and Cuesta can also reduce staffing costs in all phases of the Hub.
In Phase III there are opportunities to connect with municipalities in securing funding for the Hub to become a Climate Resilience Center as other
regional entities have accomplished such as the Santa Barbara County Regional Climate Collaborative and the Community Environmental Council’s
(CEC) Environmental. Funding through the CA Department of Community Services and Development for the Farmworker Resource Center Grant
Program is another option this Resource Hub would be poised to apply for. CenCal Reimbursement for Community Health Workers and leveraging
volunteer programs such as AmeriCorps VIP Program and College Corps at CalPoly and Cuesta can also reduce staffing costs in all phases of the
Hub.
The Hub cannot progress to the financially-sustainable Phase III without investment now in Phase I. The Phases build on each other, and the
ultimate impact of this work will be felt county-wide across all vulnerable populations and among all community members who will have a space to
celebrate, welcome, support, and engage with our Latine-identifying population. The Resource Hub model will serve as an example to others in the
state and the nation of what is possible with cross-sectional collaboration and support for and with historically-disinvested populations. It also has
the potential to serve as a trusted and safe space for the underserved and all community members in times of disaster.
10) Describe the plan for promoting this project within the City of San Luis Obispo *
UndocuSupport and the Promotores Collaborative will collaboratively conduct culturally-appropriate outreach in Spanish and Mixteco by utilizing
strategies such as but not limited to:
- Radio shows such as En Confianza with Laura Zarate
- Videos with audio recording in Mixteco
- One-on-one interactions with families through Promotores Collaborative staff
- Social media platforms used by the undocumented immigrant community such as:
-- WhatsApp
-- Facebook
- Working with Service-Provider Network agencies to amplify outreach
Implementation Team members will provide the most effective type of outreach for this community which is word-of-mouth. They will involve other
community members and leaders in the event as they co-plan it and will be empowered to customize the resources and amenities at the event to
their unique micro-community’s needs and preferences. Food, music, childcare provided on site, games, and other components of the event will be
incorporated as desired by the representatives of the undocumented immigrant community that are involved in the planning.
11) Est. Number of people served through this project/program *
160 (75 attendees at 2 events plus 5 Implementation Team members at each event)
12) Est. Number of SLO City Residents served through this project/program *
160
13) In the table below include a minimum of four (4) metrics or performance outcomes that relate to
the implementation/success of the project. Examples include: # of SLO City residents served, # of
referrals provided to individuals seeking social services, # of trainings completed, # of cultural
event attendees reported a 10% increase in knowledge and application of DEI practices, etc.
Example: # of cultural event attendees reported a 10% increase in DEI knowledge and application
Metric #Indicators of Success / Measurable Outcomes
150 # Total Attendees at both events
8 # Agencies involved in providing services at events
15 # Persons staffing each event (agencies, volunteers, childcare and interpreters)
6 # Immigrant community member representatives involved in planning, event staffing, and / or event debriefing(s)
DEI statement *
that includes Applicants’ understanding and application of DEI, Affirming language that creates access and a sense of belonging in our community
apart from grant, and Explain how this project will advance DEI in the City of SLO.
UndocuSupport DEI Statement - 8.19.24 (1).pdf 107.85KB
Detailed budget *
Including how the total requested amount of grant would be spent.
Simplified SLO City DEI High Impact Project Budget - 8.23.24 - Updated Admin (2).pdf 79.79KB
Organizational chart.*
2024 UndocuSupport Org Chart (1).pdf 202.11KB
Federal Tax-Exempt Status *
The Community Foundation SLO County IRS Determination Letter (2).pdf 63.67KB
Fiscal Agent:
The Community Foundation San Luis Obispo County
550 Dana St., San Luis Obispo, CA 93401
C: (801) 318-9478 - O: (805) 543-2323
UndocuSupport@cfsloco.org
2024 Leadership
Council
Gina Whitaker
Allies for Immigration Justice,
SLO County
Mariana Gutierrez
CAPSLO
Lisa Fraser
Center for Family Strengthening
Adrienne Garcia-Specht
& Jane Lehr
Central Coast Coalition for
Undocumented Student Success
Isabel, Jovendino, Juan, & Rufina
Community Representatives and
Mixteco Interpreters
Erica Ruvalcaba-Heredia
Corazón Latino
Joel Diringer
Diringer & Associates
Rita Casaverde
Diversity Coalition SLO County
Mayra Valencia
Eckerd Connects
Wendy Wendt
First 5 SLO County
Fernanda Lucas & Angel López
Promotores Collaborative SLO
County
Joyce Tseng
SLO County Public Health
Department
Maria Legato
Community member
ㅡ
Chelsea Ruiz
Program Manager
SLO County UndocuSupport
February 2024
Diversity, Equity, and Inclusion Statement
We are a collaboration of local organizations, community leaders, and
concerned individuals that came together in April 2020 during the early
stages of the COVID-19 pandemic with a common goal: to provide financial
support for local immigrant families, including undocumented and mixed
status immigrant families who were left out of federal pandemic relief
programs.
We proactively provide leadership in coalition-building to persuade policy
makers and decision-making to impact discussions and activities that
increase awareness of and support of immigrants and focus efforts to
elevate their voices, help immigrants become influential leaders
themselves, maximize and champion efforts of providers and change
agents, and provide awareness and education to the community at large.
Immigrant Resource Hub Project Budget
Amount
Requested
PROJECTED
Amount to be
secured
through other
funding
sources
ACTUAL Amount
secured through
other funding
sources
Total Project
Cost Notes
Personnel
Salary:
UndocuSupport
Program Manager
$10,500.00 $10,000.00 $6,325.00 $26,825.00
0.2 FTE Program Manager for project planning, recruiting and
managing partners, creation of mobile services guide, project
coordination and oversight, and grant reporting. - $35/hr x
300 hs (10 hrs/week x 30 weeks)
UndocuSupport
Payroll Taxes $2,100.00 $0.00 $1,265.00 $3,365.00 20% of Salary
Salary: CFS Staff $10,500.00 $0.00 $0.00 $10,500.00 CFS Management for project oversight and financial
administration. CFS Staff for carrying out project activities.
CFS Payroll Taxes $2,100.00 $0.00 $0.00 $2,100.00 20% of Salary
UndocuSupport
leadership $0.00 $0.00 $11,880.00 $11,880.00
In kind donation of time from 4-member Exec. Committee that
meets monthly (8 hrs / mo. x $60 / hr x 12 mo) 14-member
Leadership Council that meets every other month (7.5/mo. x
$40 / hr x 12 mo.) 3 standing committees (Fundraising,
Grants, and Finance) that meet as needed throughout the
year (5 hrs / mo. x $30 x 12) and other volunteers that
provide services such as the newsletter, tabling at outreach
events, and special projects (2 hrs / mo. x $30 / hr x 12)
California Volunteer
Intern $0.00 $10,000.00 $0.00 $10,000.00
Student intern through the California Volunteer Project to
provide coordination support to Program Manager including
outreach, creation of outreach material, Spanish translation,
printing, and logistical support at pilot events.
Interpretation (paid
through CFS)$4,800.00 $0.00 $0.00 $4,800.00
Event planning and orientation calls, outreach, events, and
debreifing meetings. Interpreters can be CFS staff and / or
local interpreters as determined.
Subtotal $30,000.00 $31,880.00 $69,470.00
Immigrant Resource Hub Project Budget
Amount
Requested
PROJECTED
Amount to be
secured
through other
funding
sources
ACTUAL Amount
secured through
other funding
sources
Total Project
Cost Notes
Indirect Expenses for UndocuSupport
Office Space $580.00 $1,450.00 $0.00 $2,030.00 20% of total annual cost: ($2,900 / year) x 6 mo.
Cellphone $84.00 $210.00 $0.00 $294.00 20% of total annual cost: ($35 / month) x 6 mo.
IT Fees $120.00 $300.00 $0.00 $420.00 20% of total annual cost: ($50 / person per month) x 6 mo.
Subtotal $784.00
Operating Expenses Associated with the Proejct
Community
Engagement $1,771.96 $0.00 $0.00 $1,771.96
Program Manager and CFS will recruit and support 2
Implementation Teams comprised of leaders in the local
undocumented immigrant community to help plan, provide
outreach, execute, and debrief from events. Will help decide
how to spend event funds and if desired, fundraise in kind
and other donations for the event and recruit volunteers.
Dinner and childcare will be provided for planning and
debriefing meetings. 2 teams of 3 people each to be paid a
stipend for their efforts.
CFS: Outreach $800.00 $0.00 $0.00 $800.00
$400 / event x 2 events for custom outreach for Spanish and
Mixteco-speaking community. Free Public Service
Announcements will be utilized.
UndocuSupport
Mileage $400.00 $0.00 $0.00 $400.00 Mileage Reimbursement for Program Manager and Intern
CFS Mileage $800.00 $0.00 $0.00 $0.00
Event Supplies &
Costs $660.04 $0.00 $0.00 $660.04
Culturally-approprate refreshments and/or activities to
welcome community members into the space, compensation
for child care provided on-site during event etc. Event
supplies such as pens, highlighters, and hand sanitizer and /
or printing fliers for outreach.
Subtotal $5,216.00
Immigrant Resource Hub Project Budget
Amount
Requested
PROJECTED
Amount to be
secured
through other
funding
sources
ACTUAL Amount
secured through
other funding
sources
Total Project
Cost Notes
Indirect - Fiscal Sponsor Admin
Community
Foundation $4,000.00 10% of Grant Request
$40,000.00 $21,960.00 $19,470.00 $75,846.00
Total Grant
Request
Total Program
Cost
DEI High Impact Grant
24-25 Application
Part 1 Basic Information
1) Organization Name *
San Luis Obispo Museum of Art
2) 501(c)(3) - employer identification number *
95-6134270
3) Fiscal Agent *
n/a
4) Project/Program Name *
2025 exhibitions with Esteban Cabeza de Baca and Siji Krishnan
5) Requested Amount *
$20,000.00
6) Name of Person Completing Application *
Erica Ellis
7) Name of Person for Grant Communication for Grant Cycle (if different from above)
8) Organization Mailing Address *
Street Address
1010 Broad Street
Address Line 2
City
San Luis Obispo
State/Province/Region
CA
Postal/Zip Code
93401
Country
USA
9) Phone *
805-543-8562
10) E-mail
eellis@sloma.org
Part 2 Organizational Information
1) Purpose/Mission Statement *
Art Matters: We enrich our community by using art as a doorway to deeper insight and connection.
2) Briefly describe your organization’s purpose, vision, primary activities, and operating structures *
The San Luis Obispo Museum of Art (SLOMA) is a 501c3 nonprofit organization located in the heart of San Luis Obispo’s arts and culture district.
SLOMA is led by a volunteer Board of Directors and a professional staff of 8 dedicated and talented individuals. SLOMA contributes to the arts and
culture of San Luis Obispo by presenting high-caliber art exhibitions and public art projects, engaging visual arts events, and impactful arts education
for youths and adults. Our admission and public programs are all offered as a free community service. Our Vision is to bring people together
through art.
3) Name of Executive Director *
Leann Standish
4) Number of paid staff (full or part-time)*
8
5) Number of volunteers *
20
6) Name of Board President or Chair *
Ermina Karim
7) Describe the community(ies) your organization supports *
SLOMA serves the diverse communities of San Luis Obispo County, primarily the residents, workers, and visitors of the City of San Luis Obispo.
8) Approximate Annual Budget *
$915,000.00
9) Major Sources of Funding *
Major sources for the last fiscal year include the Community Foundation SLO County, the Harold J. Miossi Charitable Trust, the National Endowment
for the Arts, and a mix of private and corporate donors. Individual giving and membership represents about 60% of our annual income.
Part 3 Project/Program Information
1) Please provide an executive summary of proposed project/program (200 words max)*
The City of SLO’s DEI High Impact grant funds will support two exhibitions by emerging artists Esteban Cabeza de Baca and Siji Krishnan at the San
Luis Obispo Museum of Art, as well as arts educational programming for youth and adults. Both the exhibition and public programs will be
admission-free to remove financial barriers to engagement.
2) Total project cost *
$90,000.00
3) Requested Amount *
$20,000.00
4) Please provide a detailed description of proposed project/program (not to exceed 1,000 words)*
DEI High Impact grant funds will support two admission-free exhibitions and free complementary public programs co-created with community
partners exploring immigrant experiences and familial ties to the land. This project will advance important DEI goals, both at the City of SLO and at
the San Luis Obispo Museum of Art and create artistic spaces for cultural expression and education.
The San Luis Obispo Museum of Art’s (SLOMA) mission is to enrich our community by using art as a doorway to deeper insight and connection. Art is
how culture is shared, how history is remembered. It's a vital way for historically excluded communities to connect with each other, to be seen, and it
empowers them to tell their own stories.
The first exhibition will feature artist Esteban Cabeza de Baca (opening Feb 2025). Born to Chicano parents and growing up along the US-Mexico
border in San Ysidro, CA, Cabeza de Baca’s signature landscapes of the American Southwest mix past, present, and future—mirroring the myriad
histories and cultures of the land they depict. The themes explored by Cabeza de Baca are especially applicable to SLO County: a region dependent
upon agriculture and the diverse communities that work the land.
The second exhibition will highlight artist Siji Krishnan (opening Sept 2025). Her family paintings—intricately detailed portraits framed by sensorial
impressions of rural village life in her native Southern India—examine the kinship between humans and the natural world. Much of Krishnan’s work
is in the spirit of the perennial Upanishadic dictum, vasudhaiva kutumbakam: “the world is one family.”
The two exhibitions will examine the dichotomy of geography and culture: the artificial divisions and boundaries separating nations and the dialogue
between personal and collective cultural memory¬. These themes will resonate with immigrant communities in SLO County by reflecting their own
lived experiences and creating community spaces for reflection, connection, and education. The exhibitions will also uplift the voices of two
emerging artists from historically excluded communities, supporting a major goal of the Museum’s Inclusion, Diversity, Equity, and Access (“IDEA”)
strategic plan. The project will also advance the City of SLO’s efforts to be a more inclusive and equitable community for all residents, community
members, and visitors alike.
Complementary public programs will be co-created in collaboration with community partner organizations. Confirmed community partners include
the Latino Outreach Council, the Latine/x Center for Academic Success and Achievement (La CASA), and the Cal Poly Office of University Diversity and
Inclusion. Additional partners will be confirmed over the course of the next several months. Proposed programming includes discussion panels with
the artists and content experts (to be recorded with captions for later online viewing), artist mixers to promote networking among other emerging
artists from our region, family art-making events with art lessons inspired by the exhibitions, school group tours, weekly docent tours, and adult
workshops. Admission to the exhibitions and public programs will be free and open to the public.
Visitor surveys will gather demographic data which will be compared to prior exhibitions and programs to track engagement across geographic and
cultural sectors. Visitor and teacher survey data will be analyzed by SLOMA’s curatorial and visitor services teams and the results will be shared with
program partners. We anticipate engaging between 10,000—15,000 in-person visitors for each exhibition, plus another 1,000+ through free digital
and public programs.
5) Describe the community/population the project/program will support *
The exhibitions and public programming will intentionally engage BIPOC, Latinx/Chicano, South Asian, and immigrant communities through the
integration of artists and grassroots organizations that identify with these communities and art reflecting their lived experiences. By building
partnerships with content experts and grassroots organizations directly serving these underrepresented communities, we will be able to deeply
impact audiences in a respectful and collaborative manner. Public events held in collaboration with these project partners will also provide
opportunities for community gathering and story sharing, as well as an important “third space” where communities can feel welcome.
Through our continuing partnership with the 10 school districts in SLO County, SLOMA will host interactive group tours and guided art activities for
K-12 youths, as well as their teachers through free curriculum materials created by our education staff. The art activities will be inspired by the
exhibitions and incorporate tactile, auditory, and visual learning modalities in line with the California Board of Education’s standards for visual arts
education, to engage children with different learning strengths. Following their school tours, teachers will be invited to complete a post-tour survey
and share student progress.
Exhibition text and art lessons will be presented in both English and Spanish, the two most-spoken languages in San Luis Obispo County. Exhibition
content will be made further accessible to all visitors through our free mobile app created by Bloomberg Connects, which makes content available in
30 languages and adds accessibility features for low vision and hard of hearing/deaf visitors. SLOMA’s exhibition spaces are fully accessible for
visitors with mobility limitations and our website content conforms to Web Content Accessibility Guidelines (WCAG) 2.1 standards to ensure
equitable access for low vision and blind visitors.
6) Describe the equity gaps and community needs this project/program will address in the City and community of San Luis Obispo.*
The exhibitions and public programming in this project will address a need at SLOMA, in our community, and in cultural institutions across the
nation: increasing the diversity in the artists exhibited.
SLOMA was founded in the late 1960s as the volunteer-run San Luis Obispo Art Center by, and primarily to exhibit the works of local visual artists.
For a long time, white male artists represented most of the work in the exhibitions. Over the years, the representation of female artists and artists of
color gradually increased, though the balance was still remarkably unequal. In 2011, the Art Center became the Museum of Art and we began to
build a trained curatorial staff. Over the past decade, we have made the concerted effort to engage more historically excluded artists, to listen to
stakeholders, and to build collaborative partnerships with organizations that directly serve historically excluded communities. These efforts have
resulted in new programs and exhibitions uplifting the voices and perspectives of diverse artists, especially since our May 2021 post-COVID
reopening. In late 2021, we completed our first Institute of Museum and Library Services/American Alliance of Museum’s Assessment Program
project, which has had an immense influence on our programs and strategic planning. In early 2022, SLOMA’s Board of Directors and staff
collaborated with a DEI consultant to craft the Museum’s Strategic Plan intentionally focused on improving our practices and setting goals for equity,
access, and inclusion. Our IDEA (Inclusion, Diversity, Equity, and Access) statement was formally adopted in 2022 and is now available on our
website. We recognize that we still have a lot of work to do, and that these exhibitions and programs represent only one step in the long journey
toward equity, but SLOMA’s staff and board are committed to expanding access to, and participation in, the visual arts for historically excluded
communities and artists.
As mentioned previously, the work of advancing diversity is something that the entire cultural industry needs to address. According to a 2018 joint
investigation by In Other Words and artnet News, since 2008, less than 8% of exhibitions at 30 prominent US museums sampled featured work by
BIPOC artists. While US museums are starting to engage more with artists from historically excluded communities, many larger museums tend to
focus their exhibitions and resources on a small number of known names, to the detriment of emerging artists. This lack of equity in exhibitions
translates into a lack of diversity in audiences, who do not see themselves represented on gallery walls: in a recent report on museum participation,
researchers found that cultural representation is a “primary motivator” for BIPOC and other historically excluded groups to visit museums.
It is because of such sobering statistics as these that one of our Strategic Plan’s top goals is to ensure that our exhibitions, programming, and
communications are diverse, accessible, and inclusive by showcasing a variety of perspectives and elevating the voices and histories of
underrepresented artists. Our forthcoming Strategic Plan Update includes collaborations with cultural partners as another programming goal.
The target populations for direct services are primarily adults and families in the City of San Luis Obispo, and SLOMA staff will intentionally engage
audiences from regional Latinx, South Asian, and immigrant communities. The artists themselves identify as members of these communities and will
drive engagement strategies in partnership with SLOMA. Outreach strategies will be directed by the artists, cultural/program partners, and SLOMA’s
Chief Curator.
7) Provide detailed timeline for project implementation (monthly or quarterly).*
• Q4 2024 (before grant period, not included in grant ask): SLOMA curatorial staff finalize artwork selections with artist Esteban Cabeza de Baca
and arrange shipping
• Q1 2025: SLOMA’s education and curatorial teams create K-12 education materials in collaboration with artist and cultural partners. Gallery
preparation and installation. Exhibition launch Feb 22. Public programs including an artist panel, “First Fridays” after hours mixers, adult workshop,
school tours, and “Second Saturdays” family art events take place. Digital products including artist Q&A, curatorial tours are launched. SLOMA staff
collect visitor and teacher surveys.
• Q2 2025: Public programs continue through exhibition close on June 22. Exhibition breakdown and return shipping through the end of the
quarter. Review of data collected through visitor and teacher surveys.
• Q3 2025: SLOMA curatorial staff finalize artwork selections and shipping with artist Siji Krishnan and arrange shipping. SLOMA’s curatorial and
visitor services staff collaborate with cultural partners to plan public events and craft K-12 and adult educational materials.
• Q4 2025: Exhibition launch on September 20. Public programs including an artist panel, “First Fridays” after hours mixers, adult workshop,
school tours, and “Second Saturdays” family art events take place. SLOMA staff collect visitor and teacher surveys. Digital products including artist
Q&A, curatorial tours are launched. The exhibition concludes around year-end.
• Q1 2026 (after grant period, not included in grant ask): Exhibition breakdown and return shipping. Review of data collected through visitor and
teacher surveys.
8) List any partnerships/collaborations that are supporting this project/program and their roles *
Confirmed project partners include the Cal Poly Office of University Diversity and Inclusion (OUDI), Cal Poly Latine/x Center for Academic Success
and Achievement (La CASA), and the Latino Outreach Council. These program partners will support the project through marketing and promotions,
as well as co-creating public programming including artist talks and First Fridays events.
Additional partnerships with the Diversity Coalition, organizations serving SLO County’s South Asian populations, student cultural groups, and
organizations serving migrant agricultural workers (a subject at the heart of much of Esteban Cabeza de Baca’s artwork in particular) are currently
being formulated. Proposed partners will be confirmed closer to the project start date.
9) Describe your plan for sustainability beyond the City’s one-year award funding *
These projects only require one-year award funding as they will end by December 2025. However, both exhibitions will be archived on SLOMA’s
website which is supported through SLOMA’s operations budget.
10) Describe the plan for promoting this project within the City of San Luis Obispo *
SLOMA will promote the events through the City of San Luis Obispo’s tourism website, VisitSLO, as well as other digital, television, radio, and print
outlets including The New Times, Visit SLOCAL, KSBY 6 News, KCBX radio, Facebook, Instagram, and SLO LIFE Magazine. Program partners will also
promote the exhibitions and public programs through their own networks and mailing lists, with sponsor logos included.
A pre-launch promotional postcard will be mailed to local SLOMA members. Promotions will include the logos of exhibition sponsors. Promotions
with sponsor logos will also be sent to SLOMA’s email list of over 4100 throughout both exhibitions; most people on SLOMA’s email list are from the
City and County of San Luis Obispo.
11) Est. Number of people served through this project/program *
Based on past audience surveys, we anticipate approximately 20,000—30,000 combined in-person visitors for both exhibitions, plus another 1,000+
through free digital and public programs including school tours, family art days, artist talks, and other public programs.
12) Est. Number of SLO City Residents served through this project/program *
Based on existing audience demographic surveys, approximately 50% of SLOMA’s visitors are SLO City residents, so an estimated 10,000—15,000
residents will be directly served through this project. Engagement will be tracked through visitor surveys that include residential zip code data.
13) In the table below include a minimum of four (4) metrics or performance outcomes that relate to
the implementation/success of the project. Examples include: # of SLO City residents served, # of
referrals provided to individuals seeking social services, # of trainings completed, # of cultural
event attendees reported a 10% increase in knowledge and application of DEI practices, etc.
Example: # of cultural event attendees reported a 10% increase in DEI knowledge and application
Metric #Indicators of Success / Measurable Outcomes
10,000 Number of SLO City residents served through the exhibitions
300 Number of K-12 children from City of SLO served through youth-oriented programming
10 Percentage of visitors coming to SLOMA for the first time through cultural partnerships
500 Number of digital program participants
DEI statement *
that includes Applicants’ understanding and application of DEI, Affirming language that creates access and a sense of belonging in our community
apart from grant, and Explain how this project will advance DEI in the City of SLO.
IDEA Statement SLOMA.pdf 122.95KB
Detailed budget *
Including how the total requested amount of grant would be spent.
SLOMA Project Budget.xlsx 16.99KB
Organizational chart.*
SLOMA 2024 Org Chart.pdf 28KB
Federal Tax-Exempt Status *
SLOMA 501c3_combined.pdf 106.57KB
SLOMA is committed to Inclusion, Diversity, Equity, and Access (IDEA) in all aspects of
our work. We have a responsibility to build authentic and affirming relationships with
members of every community we serve. We are committed to creating welcoming
spaces that foster safety and belonging within our museum and gathering places.
INCLUSION
We define Inclusion as the ongoing and intentional work to ensure SLOMA is a
welcoming space for visitors, volunteers, artists, and staff of all backgrounds, identities,
abilities, and cultural beliefs. The mere presence of difference alone does not ensure
inclusion; Inclusion requires people to value, respect, and accept diversity.
DIVERSITY
We define Diversity as the representation or the presence of difference (including but
not limited to race and ethnicity, gender and gender identity, sexual orientation, social
class, language, culture, national origin, religion, age, (dis)ability status) and value
difference/diversity for the positive impact it can make in any organization or community.
EQUITY
We define Equity as promoting fair and just treatment of all community members by
identifying and removing structural barriers that have prevented the full participation of
historically and currently underrepresented groups. Tackling equity issues requires an
understanding of the underlying or root causes of outcome disparities within our society.
ACCESS
We define Access as the design of programs, products, devices, services, or
environments with the goal of meeting the needs of all visitors, volunteers, artists, and
staff to ensure full participation in SLOMA programming.
SLOMA se compromete a promover la inclusión, la diversidad, la equidad y el acceso
(IDEA) en todos los aspectos de su trabajo. Es nuestra responsabilidad entablar
relaciones auténticas y afirmativas con los miembros de todas las comunidades a las
que ofrecemos nuestros servicios. Nos comprometemos a crear espacios abiertos que
fomenten la seguridad y la pertenencia a nuestros museos y lugares de reunión.
INCLUSIÓN
Definimos la Inclusión como el trabajo continuo e intencionado para garantizar que
SLOMA sea un espacio cálido para visitantes, voluntarios, artistas y personal de todos
los orígenes, identidades, capacidades y creencias culturales. La sola presencia de la
diversidad no garantiza la inclusión; la inclusión implica que las personas valoren,
respeten y acepten la diversidad.
DIVERSIDAD
Definimos la Diversidad como la representación o la presencia de la diferencia
(incluidos, entre otros, la raza y la etnia, el género y la identidad de género, la
orientación sexual, la clase social, la lengua, la cultura, el origen nacional, la religión, la
edad y el estado de (dis)capacidad) y valoramos la diferencia/diversidad por el impacto
positivo que puede tener en cualquier organización o comunidad.
EQUIDAD
Definimos la equidad como la promoción de un trato justo y equitativo para todos los
miembros de la comunidad mediante la identificación y eliminación de las barreras
estructurales que han impedido la plena participación de los grupos históricamente y
escasamente representados en la actualidad. Abordar las cuestiones de equidad exige
comprender las causas subyacentes o profundas de las disparidades de resultados en
nuestra sociedad.
ACCESO
Definimos el acceso como el diseño de programas, productos, dispositivos, servicios o
ambientes con el objetivo de satisfacer las necesidades de todos los visitantes,
voluntarios, artistas y personal para garantizar la plena participación en la
programación de SLOMA.
ADVANCING DEI IN THE CITY OF SLO
This project will complement the City of San Luis Obispo’s DEI initiatives by providing
space and opportunities for historically underserved and excluded communities to
gather, affirm each other, and share their experiences. This project will also advance
important DEI goals, both at the City of SLO and at the San Luis Obispo Museum of
Art and create artistic spaces for cultural expression and education. Public
programming provided through this project will also advance the City’s education and
inclusion priorities, increase engagement with the arts, and increase a sense of
belonging for impacted communities.
PROJECT BUDGET AND GRANT ALLOCATION SAN LUIS OBISPO MUSEUM OF ART
Item Budgeted DEI Grant Allocation
Gallery preparation, signage, and
exhibition materials; artwork shipping &
insurance; artist honoraria & travel
$10,000 $2,000
Translation & ADA accommodation svcs $200 $200
Public programming $1,800 $1,800
Marketing and promotions $5,000 $2,000
Staff time $25,000 $4,000
Overhead $3,000 $0
GRAND TOTALS $45,000 $10,000
Item Budgeted DEI Grant Allocation
Gallery preparation, signage, and
exhibition materials; artwork shipping &
insurance; artist honoraria & travel
$10,000 $2,000
Translation & ADA accommodation svcs $200 $200
Public programming $1,800 $1,800
Marketing and promotions $5,000 $2,000
Staff time $25,000 $4,000
Overhead $3,000 $0
GRAND TOTALS $45,000 $10,000
PROJECT TOTAL BUDGET $90,000 $20,000
Esteban Cabeza de Baca Exhibition
Siji Krishnan Exhibition
Organization Chart
Board of Directors
Leann Standish
Executive Director
Curatorial Operations
Admin + Visitor SvcsEmma Saperstein
Chief Curator + Edu
Erica Ellis
Operations + Coll Mgr
Taylor Owens
Preparator
Mac Wilkinson
Curatorial Asst
Rowan Waters
Admin Asst
Hayden Gardner
Admin Asst
Lena Rushing
Visitor Svcs Mgr
DEI High Impact Grant
24-25 Application
Part 1 Basic Information
1) Organization Name *
United Way of San Luis Obispo County
2) 501(c)(3) - employer identification number *
95-3459538
3) Fiscal Agent *
United Way of San Luis Obispo County
4) Project/Program Name *
Increased Support Services for San Luis Obispo: 211 and VOAD Collaboration and Community Engagement
5) Requested Amount *
$20,000.00
6) Name of Person Completing Application *
Rachel Edwards
7) Name of Person for Grant Communication for Grant Cycle (if different from above)
8) Organization Mailing Address *
Street Address
PO Box 14309
Address Line 2
City
San Luis Obispo
State/Province/Region
CA
Postal/Zip Code
93406
Country
United States
9) Phone *
8055431234
10) E-mail
redwards@unitedwayslo.org
Part 2 Organizational Information
1) Purpose/Mission Statement *
United Way of San Luis Obispo County helps pave the way to a successful life by supporting education, income and community. Our programs
address the most formative years in a child’s life, positively impacting their physical and mental development.
Our Mission is to foster structural change by addressing root causes to safeguard the future of our community. United Way of San Luis Obispo
County envisions a strong, healthy, compassionate community that gives each individual and family the foundation to thrive and succeed. United
Way of San Luis Obispo County has been an active member of our community since 1958. We focus our efforts on three impact areas to improve the
standard of living for each person in SLO County: Community Strengthening, Family Financial Stability and Early Childhood Education.
2) Briefly describe your organization’s purpose, vision, primary activities, and operating structures *
United Way of San Luis Obispo County's mission is to build stronger, more resilient communities where everyone can thrive. Our work includes
providing free educational and financial stability programs for those in need of it most. We make a continuous effort to reach marginalized and
isolated communities by using translation services, constantly updating our resource base for 211 to include resources for specific/marginalized
communities, and by coordinating creative outreach efforts that collaborate with other non-profits. UWSLOC works to improve lives by mobilizing the
compassion of our community members and building strong, equitable communities that allow our participants to succeed independently. We focus
our efforts on being a collaborator – bringing together resources, and community members, to ensure every individual and family is receiving the
support they need and are entitled to. United Way of San Luis Obispo County strives to foster structural change by addressing root causes that
safeguard the future of our community. Our focus is on education, financial literacy and community strengthening – the building blocks for the
future. United Way collaborates with individuals who value service and community, and partners with organizations who bring the passion, expertise
and resources needed to empower our community. By living united, we are creating a strong, healthy, compassionate community that gives youth
the foundation to thrive and succeed.
3) Name of Executive Director *
Elizabeth Summer
4) Number of paid staff (full or part-time)*
6
5) Number of volunteers *
150
6) Name of Board President or Chair *
Carlesha Harris
7) Describe the community(ies) your organization supports *
Our 211 and VOAD programs support all of San Luis Obispo County, with a majority of our collaboration occurring in the City of San Luis Obispo. We
focus on the youth of San Luis Obispo, Low-Income Families and Individuals and Farm and Agricultural Workers.
8) Approximate Annual Budget *
$1,300,000.00
9) Major Sources of Funding *
Our funding comes from Individual donations, corporate donations, grants from private and other public funding sources.
Part 3 Project/Program Information
1) Please provide an executive summary of proposed project/program (200 words max)*
With the funds provided by the City of San Luis Obispo, United Way of San Luis Obispo intends to expand our 211 Program and VOAD Disaster Relief
Services through increased outreach, improved marketing and by engaging additional agencies in the City of San Luis Obispo. 211 serves people of
all income levels, languages and cultural backgrounds and is available to 96% of Californians and to 85% of U.S. households. 211 programs are
supported by United Way, public and private funders, city and county agencies and more. 211 plays a critical role in providing information and
support in times of disaster, such as evacuation, shelter, food, medical and recovery information, and provides public officials with feedback from
callers about changing conditions. 211 serves 46 of the 58 Counties in California, with San Luis Obispo ranking as the 10th highest county requesting
services provided for Housing and Shelter Assistance. Housing and Service requests comprised of 26.8% of all calls received. Of these requests 40%
were regarding rent assistance, 28.5% were regarding shelter services, and 17.5% were requesting low-income housing support. The second highest
request was for utilities at 10.4% and food assistance at 8.7%. With improved outreach and marketing, we would be able to better meet the needs of
our community and increase outreach to service providers.
2) Total project cost *
$250,000.00
3) Requested Amount *
$20,000.00
4) Please provide a detailed description of proposed project/program (not to exceed 1,000 words)*
Community Collaboration:
1. Expand 211 Program with VOAD services
211 SLO County is a unique program bringing people and services together. Free, confidential 211 calls are answered by knowledgeable, multilingual
contact specialists who provide 24-hour referrals to those in need of health and human services and disaster support services during times of
emergency. 211 is a collaborative effort, showing the importance of "living united". United Way of San Luis Obispo County is at the forefront of a
network comprising of an extensive database of private and non-profit entities poised to respond swiftly to people in crisis. The organization
upholds a 2-1-1 helpline staffed by live expert resource specialists, to assist those uncertain of where to find help. This helpline taps into a
comprehensive database of services, including both non-profit and government offerings. Year-to-date, our multilingual 211 call center
representatives have responded to nearly 4,000 calls and texts from community members seeking support during a crisis. We hope to expand our
211 programs through more extensive outreach, by providing materials in English and Spanish to local nonprofits, and by coordinating with local
non-profits and the County’s Office of Emergency Services for emergency efforts for San Luis Obispo residents. For 211, we intend to create
marketing materials that consists of our most in-demand and relevant local resources for individuals and families to have in the event of a crisis or
disaster.
To tie in with our 211 Program, United Way of San Luis Obispo is also heavily involved in the collaborative effort of Voluntary Organizations Active in
Disaster (VOAD). VOAD promotes collaboration among community organizations, faith-based groups, and government agencies to help people
affected by disasters. When disasters strike, lives, homes, communities, and businesses may be damaged or destroyed. Those affected often need
substantial short-term and long-term support to put their lives back together. Community organizations, working in coordination with governmental
first responders, provide vital assistance. We promote communication, cooperation, coordination, and collaboration among community
organizations, faith-based groups, and government agencies with the goal of streamlining service delivery to people affected by disasters while
eliminating unnecessary duplication of effort. UWSLO We encourage and provide the following:
($5,000)
2. Increase Outreach Marketing and Engagement for 211 Services
United Way of San Luis Obispo would like to tailor outreach to service providers for our communities most high-needs families and individuals. This
collaboration would be with additional community partners, non-profits and government agencies that also aid in the security of housing for newly
housed individuals and benefit homeless individuals. It will allow us to enhance our marketing materials and supply them to necessary organizations
within the city. Organizations will include other service providers for homeless populations, such as, Mobile Health Clinics, Social Services, The
Foodbank, Clean Needle Project, Transitions-Mental Health, County Mental Health, etc. These funds will offer resources and connect high-needs
individuals with various support systems that help them to maintain stability. By partnering with these organizations, we will be expanding our reach
beyond what we could do on our own, and by combining with our partners knowledge base, we will be able to work directly with these organizations
to implement programs and unite resources that will be most effective. ($15,000)
5) Describe the community/population the project/program will support *
211 will assist callers with immediate crisis or mental health needs, but are not emergent enough for 911, are connected to an appropriate hotline
via warm transfer, which means that callers do not need to hang up the phone while being transferred. 211 also helps streamline intake at social
service organizations by informing callers of the services offered and intake process ahead of time. During times of disaster, 211 and VOAD can be
mobilized as an indispensable resource to help callers stay informed of recovery services. By helping us recover quickly when affected by disaster,
211 is key in strengthening the resilience of our community. 211 case managers have language capabilities of up to 200 different languages which
allows us to provide for more of population in San Luis Obispo.
6) Describe the equity gaps and community needs this project/program will address in the City and community of San Luis Obispo.*
1. Expand 211 Program with VOAD services
This project will address the gaps in equity by increasing efforts to outreach to hard-to-contact populations, such as homeless, non-English speakers,
low-income, etc. We will do this by collaborating with additional non-profits and the Sheriff ’s Office to ensure that the services of 211 are a first-step
in crisis intervention. By creating a physical document organizations can distribute to their populations, it allows a direct connection between the
client and the service and streamlines their support. We want to instill a sense of belonging for all people in the San Luis Obispo community. This
funding will allow 211 to develop multilingual marketing and educational materials that other non-profits and agencies can benefit from and
distribute to their community in an effort to make San Luis Obispo services more inclusive, equitable, and safe.
2. Increase Outreach and Engagement for 211 Services
This project will allow for individuals who may not have access to phones, may not be comfortable using technology, or may be unaware of 211’s
services to attend a physical event of some of the most essential services in San Luis Obispo. We hope to include City and County Services, Mental
Health Non-Profits, Health Non-profits and homeless non-profits in this outreach. We hope to engage our network of farmwork’s and agricultural
workers we have established through our USDA grant. This will increase the variety of community members that have access to services, raise
awareness of the service 211 provides but also of providers in the community, and builds visibility by providing informational marketing materials,
including pamphlets, trifolds, and posters for other agencies. We hope to engage individuals without access to a phone or a computer, or non-
English speakers by developing and printing materials that are culturally sensitive and written in our communities most-needed languages. By
providing access to resources that do not require the use of a phone or computer, we will be able to engage and include the most isolated members
of our community.
7) Provide detailed timeline for project implementation (monthly or quarterly).*
1. Increased Outreach of 211 program and VOAD
• December/January: Delegate responsibilities among staff
• January-March: Begin outreach and planning with partnerships, determine information for new outreach materials
• March-May: Work with Marketing Department to create, order and develop marketing materials and outreach strategy
• May-July: Complete outreach strategy
• July-December: Distribute materials continuously, reach out to new partners, update database as needed, follow-up with participants, track data,
create report
8) List any partnerships/collaborations that are supporting this project/program and their roles *
Because of the inclusive nature of this initiative, all non-profit organizations, relevant City and local agencies, and other groups that want to be
involved are able to participate. We are hoping to spread our outreach to all those who want to be involved and distribute our materials to as many
human service organizations as we can. Part of this effort will be contacting and collaborating with agencies in the City of SLO to discuss our efforts
and what we can offer to them, and to engage them in providing their communities with marketing materials and outreach information. Below are
organizations we plan to initially engage before moving on to other agencies.
• Homeless Services: 40 PRADO, CAPSLO SSVF, Welcome Home Village
• SLO City Services
• Social Services
• HASLO
• TMHA
• DSS
• Peoples Self Help Housing
• Shower the People SLO
• SLO Food Bank
• Tri-Counties Regional Center
• Shower the People SLO
• SLO Food Bank
• Along Comes Hope
• NOOR Foundation
• Habitat for Humanity
• Ponderosa Services
• Habitat for Humanity
*Any non-profit, or human services agency could be involved in the promotion and marketing of 211
9) Describe your plan for sustainability beyond the City’s one-year award funding *
We believe this is a sustainable plan and if future funding is offered, we believe we could continue to provide the programs described above. The
partnerships formed in the first year of funding will allow for future engagement and collaboration among the various partners that are sustainable
and will move the community forward. The foundation for a successful program will be developed and reimplemented. Since the connections will
have already been made, and program contacts secured, it will be a matter of keeping communication consistent, collaborating on these various
events and opportunities with these connections, and outreaching to past participants to see if they are interested in services again in the following
year.
10) Describe the plan for promoting this project within the City of San Luis Obispo *
The outreach to our community partners will help develop a cooperative plan for communication with the shared client population. We are planning
to outreach to our partners through various avenues, such as email, flyers and newspapers, social media and local radio. Because we plan to partner
with various agencies and organizations, they will also conduct outreach to their unique network. Ideally, we will create a consistent set of media that
each organization can share to ensure cohesion and understanding of the opportunities and events, but we will not limit other organizations to the
media we create.
11) Est. Number of people served through this project/program *
YTD 211 has served approximately 4,000 community members
12) Est. Number of SLO City Residents served through this project/program *
Of the approximately 1,600 calls 211 received, 500/30% came from San Luis Obispo.
13) In the table below include a minimum of four (4) metrics or performance outcomes that relate to
the implementation/success of the project. Examples include: # of SLO City residents served, # of
referrals provided to individuals seeking social services, # of trainings completed, # of cultural
event attendees reported a 10% increase in knowledge and application of DEI practices, etc.
Example: # of cultural event attendees reported a 10% increase in DEI knowledge and application
Metric #Indicators of Success / Measurable Outcomes
1 211 •Engage 300+ Local community service providers
2 211 •Develop updated Tri-Fold, Informational Card and Posters to distribute to agencies
3 211 •Increase calls received by 50%, 10,350 Calls/texts per year
1 VOAD •Create Emergency Network of 50 non-profits that will collaborate during times of disaster
2 VOAD •Develop Promotional Materials for VOAD to distribute to local non-profits, city agencies, human services agencies
3 VOAD •Engage City Services/ Office of Emergency Services and begin dialogue and how we can partner
4 VOAD •Develop Volunteer Network of 50 people through extensive outreach to volunteer network, and recruit
community and nonprofits, VolunteerSLO website
5 VOAD •Develop and Facilitate bi-monthly meeting with organizations and volunteers to best prepare
DEI statement *
that includes Applicants’ understanding and application of DEI, Affirming language that creates access and a sense of belonging in our community
apart from grant, and Explain how this project will advance DEI in the City of SLO.
DEI STATEMENT OF PRINCIPLE - FINAL.pdf 38.82KB
Detail_Report.pdf 113.18KB
Implementation Guidance (U.S.) for Equity Membership Requirements 10-18-21.pdf 243.17KB
Detailed budget *
Including how the total requested amount of grant would be spent.
Budget_SLODEI.docx 20.74KB
Organizational chart.*
UW Organizational Chart 2023.pdf 91.25KB
Federal Tax-Exempt Status *
5 IRS 501c3 Letter.pdf 36.93KB
United Way Worldwide
Diversity & Inclusion
DIVERSITY , EQUITY & INCLUSION STATEMENT OF PRINCIPLE
We take the broadest possible view of diversity.
We value the visible and invisible qualities that make you who you are.
We welcome that every person brings a unique perspective and
experience to advance our mission and progress our fight for the health,
education, and financial stability of every person in every community.
We believe that each United Way community member, donor, volunteer,
advocate, and employee must have equal access to solving community
problems.
We strive to include diversity, equity, and inclusion practices at the center
of our daily work.
We commit to using these practices for our business and our
communities.
Join us in embracing diversity, equity and inclusion for every person in
every community.
LIVE UNITED
Approved by the United Way U.S.A. Board of Trustees on March 6, 2019
City of San Luis Obispo DEI Grant Application: 211 and VOAD
These numbers are estimates based on the expectation of labor, time spent
collaborating and organizing events, and time spent outreaching to new participants and
forming new partnerships. We know we will utilize platforms to advertise, market, and
outreach to participants, as well as to create various outreach materials for our partners.
Expenses Percent of Overall Project Amount
Staffing 67% $13,400
Other Administrative Costs
(Office Supplies, Equipment,
Printing)
17.5% $3,500
Marketing Materials
Development and
Construction
13.5% $2,900
Platform Subscriptions
(Zoom, Canva, Sociomonials,
etc.)
1% $200
Total: $20,000
Organizational Chart 2023
United Way of San Luis Obispo County
PO Box 14309, San Luis Obispo, CA 93406
www.unitedwayslo.org | 805.541.1234 | info@unitedwayslo.org
CEO
Doug Yeiser
COO
Linda Wingert
Financial Stability
Program Coordinator
Maria McGlothlin
211 Database
Management Specialist
Riley Smith
Finance/Accounting Specialist
Mohini Smith
Director of Equity & Resource
Development
Leolo Dublin Macmillan, PhD
United Way Worldwide
United Way fights for the health, education and financial stability of every person in every community.
Requirement D Implementation Guide
DECEMBER 2020
INTRODUCTION
In ways that make it both unprecedented and unforgettable, 2020 has been a year filled
with extraordinary challenges. Our country and our world are confronting difficult issues
related to race, racism, equity and social justice, and we are called to work with urgency
on behalf of communities that have been systemically targeted and, at the same time,
historically overlooked. This is not an easy moment for many reasons, but it is critical for
us “to think anew and act anew, as said by Lincoln.
As you are aware, we took a leadership posture earlier this year and approved a
change to our U.S. and international membership requirements. In doing so, we made a
clear statement as a United Way network about our values and commitment to
advancing racial/ethnic equity. As a reminder, the following changes were approved:
• Develop, maintain and publicly post an organizational position opposing all forms
of racism
• Provide annual racial equity training for all staff and board members
• Develop and use racial equity as one of the criteria for prospective community
investments
This is a major inflection point in our diversity, equity and inclusion journey. Years from
now, we will look back on this elevation in our position and commitment as a pivotal
element in the success of our local organizations and network.
Equity Amendments Advisory Groups
The United Way network affirmatively voted to support and strengthen our opposition to
all forms of racial and ethnic discrimination. With the help of CEOs who have grounded
their boards, staff and organizations in equity work, United Way Worldwide (UWW)
hosted virtual engagement sessions with staff from local United Ways who helped to
clarify and define the new membership criteria. Many thanks to the following CEOs for
their commitment to leading and centering equity in their communities and our network:
• Equity Training Implementation Work Group: Rodney Prunty, CEO, United Way
of Central New Mexico and Pam Smith, CEO, United Way of Washtenaw County
• Equity Community Advisory Work Group: Rosie Allen-Herring, CEO, United
Way of the National Capital Area and Chris Sargent, CEO, United Way of the
Battle Creek and Kalamazoo Region
The due date for adopting an anti-racism statement, Criteria 1, and for completing year one of training, Criteria 2, is
December 31, 2021. On June 8th 2021, the Membership Accountability Committee passed an extension for the due date to
implement the use of racial/ethnic equity for community investments, Criteria 3, to June 30, 2022.
Based on input from more than 90 United Way professionals, we recommend the
following bylaw changes and clarifications to help local United Ways create diverse,
equitable and inclusive communities.
CRITERIA #1: Develop, maintain and publicly post an organizational position opposing
all forms of racial/ethnic discrimination
Our network has outlined our dedication to building sustainable and resilient
organizations and communities. Our diversity, equity and inclusion statements are
publicly posted so our communities are aware of that commitment as well.
Although these statements are vital, we also need to clearly and publicly communicate
our opposition to all forms of oppression, specifically racial/ethnic discrimination that
impedes the health, education and financial well-being of Black and Indigenous People
and People of Color (BIPOC). As we work to improve life outcomes for every person in
every community, we must publicly denounce the enemies of progress that make this
aspiration difficult to achieve.
We have developed guidance to help you craft an anti-racism statement that meets the
specific needs of your community. It defines the elements we consider mandatory and
ideal elements to consider to make your statement as powerful as possible.
Mandatory Elements
• The statement should expressly oppose racial/ethnic discrimination specific and
relevant to your country/region. For example, call out the harm caused by racism,
colorism and/or ethnic, religious and tribal discrimination and unequivocally
denounce it.
• The statement should clearly identify the desired rights and outcomes for all
people in your community (e.g., equal treatment under the law).
• The statement should point to systems, policies and institutional patterns of
discrimination. It should not focus singularly on individuals and their beliefs, but
how those beliefs are codified in organizational practices and policy.
Ideal Elements
• The statement can briefly reference historical context. In all countries, there is a
history of discrimination that predates our current challenges. Your statement will
ideally acknowledge and contextualize that history.
• The statement can briefly identify the specific actions your United Way and
community can take to contribute to the desired outcome.
The due date for adopting an anti-racism statement, Criteria 1, and for completing year one of training, Criteria 2, is
December 31, 2021. On June 8th 2021, the Membership Accountability Committee passed an extension for the due date to
implement the use of racial/ethnic equity for community investments, Criteria 3, to June 30, 2022.
UNITED WAY WORLDWIDE ANTI-RACISM/ETHNIC DISCRIMINATION STATEMENT
(Endorsed by the United Way Worldwide Board, December 2020)
We recognize structural racism, ethnic discrimination and other forms of oppression
have contributed to racial disparities that have existed in the past and persist in the
present. We acknowledge those inequities are the result of policies and practices that
work to marginalize entire populations of people. We unequivocally denounce
racism/ethnic discrimination because it undermines the well-being and vitality of our
communities. Our United Way Network seeks to dismantle disparities and strives to
engage residents and community members, especially those whose voices have
traditionally been marginalized, in the shared work of fortifying equity and
empowerment. We work with public and private partners to co-create solutions that
ensure everyone has the resources, support, opportunities and networks they need to
thrive. We commit to leveraging all of our assets (e.g., convening, strategic investments,
awareness building, advocacy) to create more equitable communities.
LANGUAGE FOR CERTIFICATION FORM
Requirement D: Diversity, Equity and Inclusion
Does your United Way adhere to a locally developed and adopted anti -
racism/ethnic discrimination statement?
Mandatory Elements
1. Does your board review your anti-racism/ethnic discrimination statement at
least once every two years?
2. Is your commitment to anti-racism/ethnic discrimination displayed prominently
on your website (either on the homepage or a page linked to the
homepage)?
(Note: please provide a link to the page where your statement is posted.)
3. Does your statement specifically oppose racial/ethnic discrimination?
4. Does your statement articulate the desired rights and outcomes for all people
in society?
5. Does your statement identify systems, policies and institutional practices of
discrimination?
Ideal Elements (Optional)
6. Does your statement provide historical context of discrimination in your
community?
7. Does your statement briefly outline the actions your organization and
community can take to oppose discrimination?
The due date for adopting an anti-racism statement, Criteria 1, and for completing year one of training, Criteria 2, is
December 31, 2021. On June 8th 2021, the Membership Accountability Committee passed an extension for the due date to
implement the use of racial/ethnic equity for community investments, Criteria 3, to June 30, 2022.
(Note: much of the language above is adopted from the United Way’s Equity Vision in
United Way’s Equity Framework: Strengthening Our Equity Muscle to Accelerate
Impact, developed in collaboration with local United Ways.)
United Way of Snohomish County
Systemic racism creates obstacles for Black and Indigenous People and People of
Color, upholds all other forms of oppression, and is an injustice to us all. Using the five
focus areas of our 2-Generational Approach, we seek to remove structural barriers that
uphold the racism and other forms of inequities experienced within our CORE
Collaboratives. We believe inequitable systems prevent all families from living their
fullest potential and the family voice should be paramount. We believe in intentionally
making decisions that provide fair treatment, access and opportunity for all.
United Way of Washtenaw County
Equity is the foundation of our work, from our engagement with donors to our
investment of community resources to our interactions with the public. We define equity
as the presence of justice and fairness within the procedures, processes and
distribution of resources by institutions or systems. We commit to equity as a core value
and practice to advance our mission of connecting people, resources and organizations
to create a thriving community for everyone. Our mission compels us to prioritize
historically marginalized and systematically excluded people. It is necessary to focus on
race, ethnicity and socioeconomic status, as well as other intersectional identities, to
end the historical, social and systemic inequities that persist in our county.
We acknowledge that we can only be successful if we recognize, raise up and support
leaders from underrepresented neighborhoods. United Way is committed to engaging
these leaders as partners, donors and volunteers. Further, we commit to intentionally
creating pathways for them to be included in decision-making and leadership roles
within our own and other organizations. We can only eliminate inequity when all
individuals reach their fullest human potential. We maintain that building and sustaining
equity in our county requires an ongoing commitment to diversity and inclusion that is
fully expressed in our organizational culture, values, norms and behaviors and those of
our partners.
(Please find additional resources and examples in the appendix.)
The due date for adopting an anti-racism statement, Criteria 1, and for completing year one of training, Criteria 2, is
December 31, 2021. On June 8th 2021, the Membership Accountability Committee passed an extension for the due date to
implement the use of racial/ethnic equity for community investments, Criteria 3, to June 30, 2022.
CRITERIA #2: Annually provide racial/ethnic equity training for all board members
and staff
The approved change to our membership requirements prioritizes racial/ethnic equity in
our network and its criteria mandate all staff and board members to complete annual
training in racial/ethnic equity principles and practices. This goal is bold and will require
much from all organizations, including United Way Worldwide. We are committed to
creating a one-stop shop for racial equity information and training that will advance our
network in compliance with our new standards. For this reason, we recommend an
incremental approach to implementation that sets an achievable standard for year one
and a higher bar for year two and beyond. We acknowledge that many in our network
have been on their equity journeys for quite some time. In fact, these network leaders
have been instrumental helping to determine what robust and reasonable standards for
our equity work should be. The guidance provided here is not meant to recede their
progress. Those who have made meaningful gains that outpace the direction provided
should continue to lead. The criteria should be viewed as a baseline for all in the
network to measure themselves with and an entry point for new adopters of equity work.
For all options we recommend 7 hours of training for staff and 3.5 hours for board
members.
Phase 1: During the first year of this new membership agreement, we will offer three
options to meet this standard.
Option 1: Use United Way racial/ethnic equity training materials that are free and
virtually accessible:
• All staff should view the First Five Steps for Race Equity Champions and
at least four sessions from the Advancing Equitable Change Webinar
Series. We estimate this will be approximately 7 hours of training.
• All board members should view the First Five Steps for Race Equity
Champions and at least two sessions from the Advancing Equitable
Change Webinar Series. We estimate this will be approximately 3.5 hours of
training.
We are highlighting these two resources because we feel they set a strong
foundation to build the knowledge, skill and competency to help United Ways
advance equity in their organizations and communities.
Option 2: United Ways choose vendors to lead training for all staff and board
members that, at minimum:
• Establish the case for change in your organization’s mission and values
• Discuss the importance of shared language and terminology and explain how
racism/ethnic discrimination operate at internal, interpersonal, institutional and
structural levels
• Cover how to operationalize equity practices and principles
The due date for adopting an anti-racism statement, Criteria 1, and for completing year one of training, Criteria 2, is
December 31, 2021. On June 8th 2021, the Membership Accountability Committee passed an extension for the due date to
implement the use of racial/ethnic equity for community investments, Criteria 3, to June 30, 2022.
Option 3: United Ways use internal staff or board leader’s expertise to facilitate
race equity trainings. While we don’t encourage this for all local organizations,
there are some organizations that have individual(s) who are experienced
change agents with well-versed understanding of race, racism and inclusion who
can skillfully, and with mastery, lead courageous conversations and learning.
Note, this role requires deep self-awareness, a willingness to prioritize the
engagement of others and the capacity to recognize and work with
emotions in yourself and others. For organizations that wish to have staff lead
training, we invite the training team to listen to the archived webinar, Preparing
Yourself to Facilitate, on United Way Online, as well as use the Equity Toolkit as
an important reference. Below are just a few considerations for preparing oneself
to serve:
• Ground yourself by reviewing diversity, equity and inclusion concepts and
how they relate to United Way’s mission and values
• Keep doing personal work on understanding your own racial identity; your
worldview regarding race, racism and other forms of oppression
• Challenge yourself to listen non-judgmentally
• Be willing to meet people where they are
• Be willing to learn
• Pursue understanding
• Envision yourself handling challenging situations
• Take care of yourself
• Be prepared to deal with strong emotions
We strongly recommend using racial/ethnic equity resources from vendors of
your choice or the following United Way Worldwide resources:
• Strengthen Your United Way’s Equity Muscle: Use the United Way Equity
Framework
• COVID-19: A Window of Opportunity to Center Equity
• Gender and Giving Across Communities of Color
Phase 2: UWW is developing and scoping the idea of an Equity Institute dedicated to
scaling solutions for racial/ethnic disparities by investing in the skills, knowledge and
talent of staff and board members across the United Way Network. A primary focus of
this institute will be to deliver effective racial equity training, resources and tools. We
intend this institute to serve as the primary resource to fulfill Criteria #2 by offering
content built specifically for our network. Future communications about the progress to
develop the Equity Institute will be available through UWW’s Equity Transformation
Office.
The due date for adopting an anti-racism statement, Criteria 1, and for completing year one of training, Criteria 2, is
December 31, 2021. On June 8th 2021, the Membership Accountability Committee passed an extension for the due date to
implement the use of racial/ethnic equity for community investments, Criteria 3, to June 30, 2022.
With that in mind, our definition of racial/ethnic equity work is not exhaustive. We are
mindful that local DEI practitioners can and should serve as the primary training partner
for United Ways. In this way, United Ways have ample and flexible resources to meet
annual training needs for their staff and boards.
To satisfy the above criteria, we invite you to consult the DEI resources found on the
United Way’s website. We especially direct you to the Equity Toolkit, recently developed
for your use in operationalizing equity within your organization.
LANGUAGE FOR CERTIFICATION FORM
Requirement D: Diversity, Equity and Inclusion
1. What percentage of your board and staff attended or viewed an equity
training offered by United Way Worldwide? (If you used a vendor, skip to
question 2. If you used a staff trainer skip to question 3.)
Drop-down box: 100%, 90%, 75%, 50%, less than 50%
2. What percentage of your board and staff attended or viewed an equity
training led by a vendor?
Drop-down box: 100%, 90%, 75%, 50%, less than 50%
3. What percentage of your board and staff attended or viewed an equity
training led by staff or board leaders?
Drop-down box: 100%, 90%, 75%, 50%, less than 50%
The due date for adopting an anti-racism statement, Criteria 1, and for completing year one of training, Criteria 2, is
December 31, 2021. On June 8th 2021, the Membership Accountability Committee passed an extension for the due date to
implement the use of racial/ethnic equity for community investments, Criteria 3, to June 30, 2022.
CRITERIA #3: Develop and use racial/ethnic equity as one of the criteria to make
community investments
Local United Ways collectively raise and invest billions of dollars in community -impact
efforts globally. This work has traditionally been accomplished through a community
investment process that distributes money to community-based organizations for local
needs. By leveraging United Way’s funding prowess, we can advance equity by
strategically investing resources to address disparities in communities impacted by
structural and institutional racism.
RECOMMENDATIONS
A. Network support systems
Based on input from the Resource Investment Advisory Group, each United Way’s
support should reflect the diversity of the community it serves and acknowledge that
each United Way has a different level of capacity to focus on racial equity investments.
We suggest a phased-in approach that scaffolds expectations over time and ask s local
United Ways to track and report measurable practices, including outcomes data over
multiple years.
It’s also helpful to create specific methods that smaller United Ways and/or those
serving predominantly White communities can use to support diversity, equity and
inclusion work. This can include benchmarking investments based on community
demographics or disaggregated data on disparities in key areas (e.g., educational
attainment, employment, housing).
In addition to providing tools like the Equity Framework, UWW will support strategies for
local United Ways that need help including, for example, pairing small chapters with
larger chapters more seasoned in their equity practices for peer-to-peer coaching.
State associations and national partners like Leadership 18 that have strong
relationships with local United Ways should also be leveraged as needed and included
in the support ecosystem to help actualize local program expectations. To meet the
membership requirements, supports should be available and coupled with real
accountability for each United Way.
B. Systemic Investments Aligned with Racial/Ethnic Equity Goals
Funding programs and agencies that address structural and systemic inequities are
critical. For local United Ways, this can translate into investments in strategies that
explicitly focus on eradicating racial/ethnic inequities based on institutional practices
and policies that create and reinforce disparities in education, health, employment,
criminal justice, housing and transportation. United Ways may report their strategic
The due date for adopting an anti-racism statement, Criteria 1, and for completing year one of training, Criteria 2, is
December 31, 2021. On June 8th 2021, the Membership Accountability Committee passed an extension for the due date to
implement the use of racial/ethnic equity for community investments, Criteria 3, to June 30, 2022.
investments to create systems changes and the percentage of their overall investments
targeted toward racial equity goals.
Examples include:
• Initiatives designed to increase home and/or business ownership through
equitable lending practices
• Partnerships designed to improve access to quality educational systems for
children and youth
• Policy/advocacy to improve community infrastructure and access to jobs,
healthcare and other essentials
C. Investments in Local Capacity-Building
United Ways are working with funded agencies and programs to increase the capacity
to equitably serve community residents, particularly residents of color who have been
traditionally marginalized. This could require agencies and programs to meet specific
expectations (e.g., disaggregate program data, complete equity audits, invest in equity
training for staff) in order to receive funding. It could also take the form of creating
and/or investing in specific efforts that are designed to increase the organizational
capacity of BIPOC led nonprofits and/or individual leadership capacity.
D. Community Engagement in Resource Allocation
United Ways should engage BIPOC residents in meaningful, community-based work
that helps to drive resource investment decisions, including allocations. As it remains a
relevant funding source for many chapters, we can also use the process to help inform
resources investment decisions related to policy/advocacy, partnerships, initiatives and
other strategies explicitly focused on closing racial disparities.
United Ways can also require the programs and agencies they fund to regularly engage
BIPOC and other community residents to ensure they understand barriers, meet the
current needs and craft solutions informed by the experiences of community members
of color.
PROPOSED CERTIFICATION QUESTIONS/REQUIREMENTS
YEAR ONE
To meet the new membership requirements, the proposed minimum expectation in Year
One is an investment in direct services and supports through allocations processes that:
1. Align with clearly stated goals to close racial disparities in education,
employment, healthcare, criminal justice and other areas
The due date for adopting an anti-racism statement, Criteria 1, and for completing year one of training, Criteria 2, is
December 31, 2021. On June 8th 2021, the Membership Accountability Committee passed an extension for the due date to
implement the use of racial/ethnic equity for community investments, Criteria 3, to June 30, 2022.
2. Identify target populations experiencing disparities (e.g., students of color in a
particular school/neighborhood, low-income residents of color) and focus specific
funding efforts based on community-level data and resident engagement
3. Are quantifiable in terms of specific dollar amounts and the percentage of overall
resource investment
YEAR TWO AND BEYOND
The following phased-in requirements are in addition to all of the above requirements:
1. Demonstrate how community residents, especially those most negatively
impacted by the issue, have been engaged to inform racial/ethnic equity goals
2. Include measurable outcome(s) a United Way and/or community partners are
tracking over time to determine progress in closing racial disparities on the
specific issue using disaggregated program data
Examples:
• Your United Way invests in direct services and supports to close racial
gaps in reading proficiency; you track disaggregated data on third grade
reading levels
• Your United Way invests in direct services and supports to close racial
gaps in access to mainstream bank accounts; you track disaggregated
data on residents who are banked
• Your United Way invests in direct services and supports to close gaps in
access to healthy foods; you track disaggregated data on residents who
have access to fresh produce
(Note: Starting in 2021, UWW plans to collect network-wide disaggregated data on
select indicators in the Global Results Framework. These indicators will also be
examples of the kind of disaggregated data local United Ways may track.)
3. Establish at least one organizational metric to track the United Way’s overall
progress using resource investment as a strategy to close racial/ethnic disparities
Examples:
• Percentage of change in strategies, programs and services that explicitly
remedy inequity
• Total dollar amount and/or percentage of resources invested to strengthen
the operational capacity of local BIPOC-led organizations
• Dollar amount and percentage of overall grants awarded to organizations
led by people of color
• Number of BIPOC-owned and/or led vendors contracted by United Way
The due date for adopting an anti-racism statement, Criteria 1, and for completing year one of training, Criteria 2, is
December 31, 2021. On June 8th 2021, the Membership Accountability Committee passed an extension for the due date to
implement the use of racial/ethnic equity for community investments, Criteria 3, to June 30, 2022.
(Note: United Ways that meet the data reporting requirement in Y ear One should
indicate this in their reporting, by answering Questions 5 and 6 in the chart below.)
ALL YEARS
Meeting the new membership requirement is an investment in community allocations
and efforts to close racial disparities. Meeting all requirements outlined above and
implementing additional approaches toward this goal can include the effort to:
1. Fund initiatives, agencies and programs that are working to address root causes
of systemic racial inequity (see examples in Section II above)
2. Fund state and local policy change and advocacy efforts to address systemic
racism and disparities (e.g., criminal justice reform)
3. Invest in the leadership development of BIPOC leaders in your community
through specific United Way led initiatives, grants, or allocations (for a specific
example, see this United Way of the Research Triangle’s 10 to Watch Program )
4. Invest in building the operational effectiveness of nonprofits led by BIPOC
leaders and serve historically disadvantaged communities of color through United
Way-led initiatives, grants or allocations (for specific examples, see United Way
of Greater Portland’s Racial Equity Fund or United Way of Metropolitan Dallas’
Nonprofit Success Institute)
5. Ensure that diverse suppliers (organizations with 51% or more staff and
leadership of color) are competitive for contracts and consultancies awarded by
your United Way
6. Invest in the development and public sharing of reports that highlight disparities
in your community (for an example, see the Equity Indicators Project co-
developed by The United Way of Greater St. Louis)
Over time, more United Ways are expected to incorporate additional strategies that
will help increase the network’s strategic investments in racial equity.
LANGUAGE FOR CERTIFICATION FORM
REQUIREMENT D: EQUITY INFORMED COMMUNITY INVESTMENTS
I. YEAR ONE: Is your United Way using racial/ethnic equity as one of the criteria
in your community investment decisions? (Y/N)
If no, please skip to Section III, Question 7 below. If yes, answer Questions 1 –6 in
Section II (if applicable).
The due date for adopting an anti-racism statement, Criteria 1, and for completing year one of training, Criteria 2, is
December 31, 2021. On June 8th 2021, the Membership Accountability Committee passed an extension for the due date to
implement the use of racial/ethnic equity for community investments, Criteria 3, to June 30, 2022.
(Note: if your United Way has a multi-year allocations process already completed at
the time of this certification and racial equity was NOT one of the criteria used, please
note that in your response to Question 7 and indicate the year you expect to start your
next allocations process. In addition, if your United Way is making racial equity
investments outside of allocations, please refer to Section III below.)
1. Please state briefly the specific goal/racial disparity your United
Way is addressing with your investments (e.g., third grade reading
proficiency gap between white and BIPOC students).
2. Briefly state the specific population in your community that is the
primary intended target of the allocated resources.
3. What is the specific dollar amount and percentage of your total
program budget devoted to racial equity?
(Note: there are no minimum percentages or amounts.)
II. YEAR TWO AND BEYOND
(Note: optional for Year One, required for subsequent years)
Is your United Way engaging community residents to inform racial/ethnic equity
goals and related investments? If yes, answer Question 4 below.
4. Please briefly state how you engaged community residents to
outline the racial/ethnic equity goals you listed in Question 1 and
include examples of how their input has informed your decisions.
Is your United Way measuring the progress of increasing resources
investments to address racial inequities over time? (Y/N) If yes, answer Questions 5
and 6 below.
5. Using disaggregated program data, what are the specific
measurable outcomes your United Way and/or community partners
are tracking to determine progress in closing disparities?
6. List at least one organizational metric in place to track your
United Way’s overall progress in using resource investment as a
strategy to deliver more equitable outcomes for BIPOC and other
community residents.
(Note: for a list of sample metrics, please refer to the
Fundraising/Resource Allocation/Grantmaking section of the Equity
Framework on page 81 and the Local Capacity Building section on
page 104.)
III. FOR UNITED WAYS NOT MEETING THE REQUIREMENT
7. If your United Way is presently NOT meeting the requirement,
please explain the specific action steps you plan to take to adhere
to this membership requirement within the next six months.
The due date for adopting an anti-racism statement, Criteria 1, and for completing year one of training, Criteria 2, is
December 31, 2021. On June 8th 2021, the Membership Accountability Committee passed an extension for the due date to
implement the use of racial/ethnic equity for community investments, Criteria 3, to June 30, 2022.
REQUIREMENT D: EQUITY INFORMED COMMUNITY INVESTMENTS
IV. ALL YEARS: EXCEEDS EXPECTATIONS
The Exceeds Expectations category is an opportunity to highlight additional ways you
are using resource investment to advance equity in the community. Over time, an
increasing number of United Ways are expected to go beyond the minimum
membership requirements and incorporate more approaches to closing racial
disparities.
Is your United Way making additional investments to advance racial equity?
(Y/N)
If yes, please detail the additional approaches your United Way is using to integrate
equity as part of your community investments.
1. Is your United Way funding initiatives, agencies and/or programs
working to address root causes of systemic racial inequity? (Y/N)
If yes, please briefly explain the systemic issue(s) your United Way
is addressing through your investments (e.g., closing gaps in
home/business ownership).
2. Is your United Way funding policy change and/or advocacy
efforts to address systemic racism and close disparities (e.g.,
criminal justice reform)? (Y/N)
If yes, briefly explain the specific state/local policies your
investments are addressing and how you are implementing those
resources (e.g., supporting a local coalition).
3. Is your United Way investing in the leadership development of
BIPOC leaders in our community through United Way-led initiatives,
grants or allocations? (Y/N)
If yes, list the name of the grant/initiative and the target population
supported by this effort. Where applicable, provide a link to your
website or partner website that describes the effort.
(Note: for example, see United Way of the Research Triangle’s 10
to Watch Program.)
4. Is your United Way investing in the operational effectiveness of
nonprofits led by BIPOC leaders and serving historically
disadvantaged/marginalized communities of color through United
Way-led initiatives, grants or allocations)? (Y/N)
The due date for adopting an anti-racism statement, Criteria 1, and for completing year one of training, Criteria 2, is
December 31, 2021. On June 8th 2021, the Membership Accountability Committee passed an extension for the due date to
implement the use of racial/ethnic equity for community investments, Criteria 3, to June 30, 2022.
If yes, briefly explain the grant initiative’s purpose, and how funds
are being used to strengthen the operational capacity and
effectiveness of BIPOC-led organizations.
(Note: for examples, see United Way of Greater Portland’s Racial
Equity Fund or United Way of Metropolitan Dallas’ Nonprofit
Success Institute.)
5. Is your United Way ensuring that diverse suppliers (organizations
with 51% or more staff and leadership of color) can compete for and
be awarded contracts and consultancies for community-based
businesses? (Y/N)
If yes, briefly explain how your United Way is creating opportunity
for diverse suppliers to succeed in the contracting process to
provide services.
6. Is your United Way investing in developing and publicly sharing
at least one report that details the disparities in your community?
(Y/N)
If yes, please briefly describe the report below and provide a link to
any published reports.
(For an example, see Equity Indicators Project developed by United
Way of Greater St. Louis and other partners.)
RESOURCES TO SUPPORT THIS MEMBERSHIP REQUIREMENT
1. United Way Worldwide: Strengthening Our Equity Muscle to Accelerate Impact:
United Way Equity Framework
2. United Way Worldwide: Living United: A Guide For Becoming A More Equitable
Organization
3. United Way Worldwide: Advancing Equitable Change Webinar Series
4. PEAK: Grantmaking Principles: Drive Equity
5. Grant Craft: Grant Making With A Racial Equity Lens
6. United Way Worldwide Equity Institute (forthcoming)
CONCLUSION
Change is happening, even in the chaos of 2020. Most often, it inches forward
incrementally, even glacially at times, but we can see the advancements in community-
driven systems and policies that impact people who have been historically marginalized.
The due date for adopting an anti-racism statement, Criteria 1, and for completing year one of training, Criteria 2, is
December 31, 2021. On June 8th 2021, the Membership Accountability Committee passed an extension for the due date to
implement the use of racial/ethnic equity for community investments, Criteria 3, to June 30, 2022.
Our work is powered by tenacity and strategy, particularly on a grassroots level, to
facilitate lasting equity for Black and Indigenous People and People of Color. We hope
this guidance will help you continue the work of staying vigilant and invested in
empowering those communities.
We urge you to refer to this and other United Way resources to take your initial steps or
move your work along. Review where your organization stands on the new
requirements and if you have not done so, consult the DEI resources we have
developed for your use, including the Equity Toolkit and the Equity Framework, both of
which can be found on the UWO Equity Resource Page.
All United Ways will have one year from December 31, 2020 to implement the new
membership requirements. We expect all United Ways to meet or exceed the new
standard by December 31, 2021.
The 2021 membership certification will include the revised Requirement D language.
We will add questions to confirm your United Way’s updated status on the
implementation and compliance-related activities around the requirement. Consistent
with past practices, they will be shared with the network later this year.
As always, the United Way Worldwide staff will continue to develop and create tools and
resources that support a racial equity learning culture within our network. For further
consultation and assistance with the new bylaws or race, equity and inclusion within the
United Way Network, please reach out to the following leaders:
Geniro Dingle – Manager, Diversity, Equity and Inclusion
(geniro.dingle@unitedway.org)
Ayeola Fortune – Senior Director of Impact and Global Results
(ayeola.fortune@unitedway.org)
Marveen Hart – Vice President, Diversity, Equity and Inclusion
(marveen.hart@unitedway.org)
Jenny Palazio – Senior Director of Member Services
(jenny.palazio@unitedway.org)
2-1-1 CA
Aug 31, 2023 t o Aug 29, 2024
TOT AL CALLS 71,43 3
T OT AL REQUEST S 123 ,8 54
FO R CO UNTIES: Sa n Luis Ob is p o , CA
T o p Re que st
Ca te go rie s
Hous ing & Shelter 26.8%
Food 8.7%
Utilities 10.4%
Healthcare & CO VID-19 5.1%
Mental Health & Addictions 8.0%
Employment & Income 7.0%
Clothing & Hous ehold 2.8%
Child Car e & Par enting <1%
Government & Legal 7.1%
Tr ans portation As s is tance 7.8%
Education <1%
Dis as ter <1%
Other 14.6%
Total for top reques ts 100%
2-1-1 CA
Aug 31, 2023 t o Aug 29, 2024
TOT AL CALLS 71,43 3
T OT AL REQUEST S 123 ,8 54
FO R CO UNTIES: Sa n Luis Ob is p o , CA
Housing & She lt e r 26.8%UNMET
Shelters 28.5% 18%
Low-cos t hous ing 17.5% 2%
Home r epair / maintenance 4.0% 8%
Rent as s is tance 40.1% 10%
Mortgage as s is tance 1.0% 60%
Landlor d/ tenant is s ues 6.4% 0%
Contacts <1% 11%
O ther hous ing & s helter 1.5% 0%
2-1-1 CA
Aug 31, 2023 t o Aug 29, 2024
TOT AL CALLS 71,43 3
T OT AL REQUEST S 123 ,8 54
FO R CO UNTIES: Sa n Luis Ob is p o , CA
Food 8.7%UNMET
Help buying food 16.8% 2%
Food pantr ies 61.4% 1%
Soup kitchens & Meals to-go 10.3% 12%
Feeding childr en 0% 0%
Home-deliver ed meals 5.9% 21%
Holiday meals 2.5% 13%
Contacts 0% 0%
Other food 3.1% 10%
2-1-1 CA
Aug 31, 2023 t o Aug 29, 2024
TOT AL CALLS 71,43 3
T OT AL REQUEST S 123 ,8 54
FO R CO UNTIES: Sa n Luis Ob is p o , CA
Utilit ie s 10.4%UNMET
Electr ic 52.8% 2%
Gas 15.8% 0%
W ater 6.7% 15%
Tr as h collection 0% 0%
Utility payment plans <1% 0%
U tility depos it as s is tance 0% 0%
Dis connection pr otection 0% 0%
Phone/inter net 11.7% 7%
Contacts <1% 50%
O ther utilities 11.4% 5%
2-1-1 CA
Aug 31, 2023 t o Aug 29, 2024
TOT AL CALLS 71,43 3
T OT AL REQUEST S 123 ,8 54
FO R CO UNTIES: Sa n Luis Ob is p o , CA
He a lthca re & C OVID-
19 5.1%UNMET
Health ins ur ance 22.2% 0%
Medical ex pens e as s is tance 9.5% 11%
Medical providers 11.1% 24%
Dental & eye care 10.6% 25%
Pr es cription medications 1.6% 0%
Nur s ing homes & adult care 27.5% 2%
Death r elated 2.1% 75%
P ublic health & s afety <1% 0%
COVID tes ting 1.6% 0%
CO VID vaccination <1% 0%
All other CO VID 0% 0%
O ther health s ervices 5.3% 10%
Contacts 5.8% 0%
O ther healthcare 1.6% 0%
2-1-1 CA
Aug 31, 2023 t o Aug 29, 2024
TOT AL CALLS 71,43 3
T OT AL REQUEST S 123 ,8 54
FO R CO UNTIES: Sa n Luis Ob is p o , CA
Me nt a l He a lth &
Addict ions 8.0%UNMET
Subs tance abus e &
addictions 23.0% 9%
Mar riage & family <1% 50%
Cris is inter vention & s uicide 27.4% 5%
Mental health s ervices 43.9% 9%
Mental health facilities 5.1% 40%
O ther mental health &
addictions 0% 0%
2-1-1 CA
Aug 31, 2023 t o Aug 29, 2024
TOT AL CALLS 71,43 3
T OT AL REQUEST S 123 ,8 54
FO R CO UNTIES: Sa n Luis Ob is p o , CA
Employment & Inco me 7.0%UNMET
Job s ear ch 17.4% 7%
Job development 0% 0%
Unemployment benefits 1.5% 50%
Tax preparation 21.2% 0%
Financial as s is tance 54.4% 4%
Money management 3.9% 10%
Contacts 1.5% 50%
O ther employment & income 0% 0%
2-1-1 CA
Aug 31, 2023 t o Aug 29, 2024
TOT AL CALLS 71,43 3
T OT AL REQUEST S 123 ,8 54
FO R CO UNTIES: Sa n Luis Ob is p o , CA
C lot hing & H ouse hold 2.8%UNMET
Clothing 51.4% 6%
P ers onal hygiene products 14.3% 27%
Appliances 3.8% 50%
Home fur nis hings 8.6% 11%
Thrif t s hops 7.6% 0%
Seas onal/ holiday 11.4% 0%
Contacts 0% 0%
O ther clothing & hous ehold 2.9% 0%
2-1-1 CA
Aug 31, 2023 t o Aug 29, 2024
TOT AL CALLS 71,43 3
T OT AL REQUEST S 123 ,8 54
FO R CO UNTIES: Sa n Luis Ob is p o , CA
C hild Ca re &
P a rent ing <1%UNMET
Child care 52.2% 17%
P arenting 26.1% 17%
Family s upport s ervices 21.7% 0%
O ther child car e & parenting 0% 0%
2-1-1 CA
Aug 31, 2023 t o Aug 29, 2024
TOT AL CALLS 71,43 3
T OT AL REQUEST S 123 ,8 54
FO R CO UNTIES: Sa n Luis Ob is p o , CA
Gove rnme nt & L e ga l 7.1%UNMET
Legal as s is tance 41.6% 5%
Child & family law 10.7% 18%
Immigr ation as s is tance 2.3% 17%
Gover nment 22.5% 12%
Contacts 20.2% 23%
Other gover nment & legal 2.7% 14%
2-1-1 CA
Aug 31, 2023 t o Aug 29, 2024
TOT AL CALLS 71,43 3
T OT AL REQUEST S 123 ,8 54
FO R CO UNTIES: Sa n Luis Ob is p o , CA
Tra nspo rta tion
Assist a nce 7.8%UNMET
Medical tr ans por tation 5.2% 33%
Public tr ans por tation 23.7% 17%
Automobile as s is tance 43.6% 4%
Long-dis tance travel <1% 0%
Ride s hare s ervices 26.8% 8%
Bike programs 0% 0%
Contacts 0% 0%
Other tr ans por tation
as s is tance <1% 100%
2-1-1 CA
Aug 31, 2023 t o Aug 29, 2024
TOT AL CALLS 71,43 3
T OT AL REQUEST S 123 ,8 54
FO R CO UNTIES: Sa n Luis Ob is p o , CA
Educa t ion <1%UNMET
Early childhood education 11.1% 0%
Adult education 22.2% 0%
Literacy 0% 0%
ESL/ citiz ens hip 22.2% 0%
Tutor ing 0% 0%
School s upplies 0% 0%
Scholar s hips & aid 22.2% 50%
O ther education providers 22.2% 0%
Contacts 0% 0%
Other education 0% 0%
2-1-1 CA
Aug 31, 2023 t o Aug 29, 2024
TOT AL CALLS 71,43 3
T OT AL REQUEST S 123 ,8 54
FO R CO UNTIES: Sa n Luis Ob is p o , CA
Disa st e r <1%UNMET
Food/ water 3.1% 0%
Hous ing/ s helter 28.1% 11%
Tr ans portation/ f uel 0% 0%
Health/ s afety 0% 0%
Financial as s is tance 18.8% 17%
Dis as ter r elief s er vices 0% 0%
Contacts 0% 0%
O ther dis as ter 46.9% 0%
2-1-1 CA
Aug 31, 2023 t o Aug 29, 2024
TOT AL CALLS 71,43 3
T OT AL REQUEST S 123 ,8 54
FO R CO UNTIES: Sa n Luis Ob is p o , CA
Ot he r 14.6%UNMET
Agency & other contact
inf or mation 3.0% 0%
Community development &
enr ichment 2.4% 38%
Volunteering & donations 3.0% 13%
Suppor t & advocacy 8.7% 15%
Complaints <1% 0%
Special population s ervices 23.6% 6%
Special populations 1.8% 0%
All other r eques ts 56.8% 4%