HomeMy WebLinkAbout02-17-2026 Agenda Packet
City Council
AGENDA
Tuesday, February 17, 2026, 5:30 p.m.
Council Chambers, 990 Palm Street, San Luis Obispo
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City’s website under the Public Meeting Agendas web page. Attendees of City Council or Advisory
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Parking for Public Meetings for more details.
INSTRUCTIONS FOR PUBLIC COMMENT:
Public Comment prior to the meeting (must be received 3 hours in advance of the meeting):
Mail - Delivered by the U.S. Postal Service. Address letters to the City Clerk's Office at 990
Palm Street, San Luis Obispo, California, 93401.
Email - Submit Public Comments via email to emailcouncil@slocity.org. In the body of your
email, please include the date of the meeting and the item number (if applicable). Emails will not
be read aloud during the meeting.
Voicemail - Call (805) 781-7164 and leave a voicemail. Please state and spell your name, the
agenda item number you are calling about, and leave your comment. Verbal comments must be
limited to 3 minutes. Voicemails will not be played during the meeting.
*All correspondence will be archived and distributed to councilmembers, however, submissions
received after the deadline may not be processed until the following day.
Public Comment during the meeting:
Meetings are held in-person. To provide public comment during the meeting, you must be
present at the meeting location.
Electronic Visual Aid Presentation. To conform with the City's Network Access and Use Policy,
Chapter 1.3.8 of the Council Policies & Procedures Manual, members of the public who desire
to utilize electronic visual aids to supplement their oral presentation must provide display-ready
material to the City Clerk by 12:00 p.m. on the day of the meeting. Contact the City Clerk's
Office at cityclerk@slocity.org or (805) 781-7114.
Pages
1.CALL TO ORDER
Mayor Erica A. Stewart will call the Regular Meeting of the San Luis Obispo City
Council to order.
2.PLEDGE OF ALLEGIANCE
Council Member Shoresman will lead the Council in the Pledge of Allegiance.
3.PRESENTATIONS
3.a JOINT PRESENTATION FROM CAL POLY AND SLO POLICE
DEPARTMENT REGARDING PLANNING EFFORTS FOR ST.
PATRICK'S DAY
3.b CITY MANAGER REPORT
Receive a brief report from City Manager Whitney McDonald.
4.PUBLIC COMMENT PERIOD FOR ITEMS NOT ON THE AGENDA
Not to exceed 15 minutes. The Council welcomes your input. State law does not
allow the Council to discuss or take action on issues not on the agenda, except
that members of the Council or staff may briefly respond to statements made or
questions posed by persons exercising their public testimony rights (Gov. Code
sec. 54954.2). Staff may be asked to follow up on such items.
5.CONSENT AGENDA
Not to exceed 15 minutes. Matters appearing on the Consent Calendar are
expected to be non-controversial and will be acted upon at one time. A member
of the public may request the Council to pull an item for discussion. Pulled items
shall be heard at the close of the Consent Agenda unless a majority of the
Council chooses another time. The public may comment on any and all items on
the Consent Agenda within the three-minute time limit.
Recommendation:
To approve Consent Calendar Items 5a to 5g.
5.a WAIVE READING IN FULL OF ALL RESOLUTIONS AND
ORDINANCES
Recommendation:
Waive reading of all resolutions and ordinances as appropriate.
5.b MINUTES REVIEW - FEBRUARY 3, 2026 COUNCIL MINUTES 13
Approve the minutes of the City Council meeting held on February 3,
2026.
5.c APPROVAL OF THE 2026-27 COMMUNITY DEVELOPMENT BLOCK
GRANT RECOMMENDATIONS
21
Recommendation:
Adopt a Draft Resolution entitled, “A Resolution of the City Council of
the City of San Luis Obispo, California, approving the 2026-27
Community Development Block Grant (CDBG) Program Funding
Recommendations” for a total of $284,404
5.d AUTHORIZE THE POLICE DEPARTMENT TO SUBMIT A GRANT
APPLICATION TO THE OFFICE OF TRAFFIC SAFETY FOR FY 2026-
27 AND ADOPT A RESOLUTION AUTHORIZING THE ACCEPTANCE
OF FUNDS FOR THE FY 2025-26 TOBACCO GRANT PROGRAM
149
Recommendation:
Approve submission of a FY 2026-27 grant application to the
California Office of Traffic Safety in an amount not to exceed
$180,000.
1.
If the grant is awarded, authorize the City Manager and the
Chief of Police to execute grant related documents and
authorize the Finance Director to make the necessary budget
adjustments upon the award of the grant.
2.
Approve a Resolution titled: “A Resolution of the Council of the
City of San Luis Obispo, California, authorizing the acceptance
of grant funds in the amount of $74,276 from the State of
California Department of Justice, Office of Attorney General,
Tobacco Grant Program to increase education and
enforcement programs focusing on reducing the illegal sale of
tobacco products to minors in the city.”
3.
5.e AUTHORIZATION TO EXECUTE A CONTRACT FOR 911 CALL
HANDLING EQUIPMENT AND SERVICES
155
Recommendation:
Authorize the City Manager to execute a five-year contract with
AT&T for 911 call handling equipment and services; and
1.
Waive formal bids and authorize use of California Department
of Technology Agreement 6138-2020 to procure this purchase
as allowed under 03.24.060E of the City of San Luis Obispo
Municipal Code.
2.
5.f FINAL ADOPTION OF ORDINANCE AMENDING MUNICIPAL CODE
CHAPTER 2.40.040 (CAMPAIGN CONTRIBUTION LIMITATIONS)
267
Recommendation:
Adopt Ordinance No. 1755 (2026 Series) entitled “An Ordinance of the
City Council of the City of San Luis Obispo, California, amending
Chapter 2.40.040 of the Municipal Code related to Campaign
Contribution Limitations” increasing the per person contribution limit
from $250 to $500.
5.g APPROVE A SIDE LETTER TO THE JULY 1, 2025, TO JUNE 30,
2028, MEMORANDUM OF UNDERSTANDING BETWEEN THE CITY
OF SAN LUIS OBISPO AND THE SAN LUIS OBISPO CITY
EMPLOYEES' ASSOCIATION REGARDING STANDBY PAY
275
Recommendation:
Adopt a Draft Resolution entitled “A Resolution of the City Council of the
City of San Luis Obispo, California, approving a Side Letter to the July
1, 2025, through June 30, 2028, Memorandum of Understanding
between the City of San Luis Obispo and the San Luis Obispo City
Employees’ Association.”
6.PUBLIC HEARING AND BUSINESS ITEMS
6.a REVIEW OF FY 2025-26 SECOND QUARTER BUDGET REPORT (60
MINUTES)
283
Recommendation:
Receive and file the FY 2025-26 Second Quarter Budget
Report; and
1.
Appropriate $3,468,954 in FY 2024-25 unassigned fund
balance as detailed in the report; and
2.
Appropriate $2,000,000 in FY 2024-25 assigned fund balance
and authorize an Additional Discretionary Payment to CalPERS
of $3,506,187; and
3.
Appropriate the $20,000 National League of Cities Health and
Wellbeing award of $20,000 to the Community Development
Department’s non-staffing operating budget for the purchase of
Tolemi BuildingBlocks software.
4.
6.b REQUEST TO ADVERTISE THE HIGUERA COMPLETE STREETS
AND REVISED 50 HIGUERA WIDENING PROJECTS FOR
CONSTRUCTION (90 MINUTES)
313
Recommendation:
Higuera Complete Streets Project
Adopt a Draft Resolution entitled, “A Resolution of the City
Council of the City of San Luis Obispo, California, Authorizing
Appropriation of $2,000,000 from the Infrastructure Investment
Fund to support the Higuera Complete Streets Project,
Specification Number 2001057”); and,
1.
Adopt a Draft Resolution entitled, “A Resolution of the City
Council of the City of San Luis Obispo, California, Accepting a
Future Automobile Level of Service Deficiency at the
Intersection of Higuera Street and Los Osos Valley Road in
Connection with the Higuera Complete Streets Project,
Specification Number 2001057”; and,
2.
Authorize transfers to the Higuera Complete Streets Project
(Account 2001057) from the following capital project accounts:
3.
$500,000 from Prado Creek Bridge Replacement (No.
2091252)
a.
$204,847 from Active Transportation Plan
Implementation (No. 2000608)
b.
$100,000 from Vision Zero Implementation (No.
2000073)
c.
$50,000 from the Traffic Signal Maintenance &
Replacements (No. 2001003)
d.
$120,000 from Water Valve Cover Adjustments (No.
2001005)
e.
$50,000 from Sewer Valve Cover Adjustments (No.
2000084); and,
f.
Approve the project , authorize the City Engineer to approve
any minor refinements to final plans and specifications prior to
advertisement, and authorize staff to advertise for bids for the
Higuera Complete Streets Project, Specification Number
2001059; and,
4.
Authorize the City Manager to award the Construction Contract
for the Higuera Complete Streets Project pursuant to Section
3.24.190 of the Municipal Code for the bid total, if the lowest
responsible bid is within the publicly disclosed funding amount
of $12,960,700; and,
5.
Authorize the City Engineer to approve Contract Change
Orders for the Higuera Complete Streets Project up to the
available project budget, including any amendments authorized
by the City Manager; and,
6.
Authorize the use of up to $200,000 in unspent Higuera7.
Complete Streets Project capital funds to support increased
street sweeping obligations following project completion.
50 Higuera Widening Project
Approve project for the revised 50 Higuera Widening Project,
Specification No. 2091294; and,
8.
Authorize staff to advertise for bids for the 50 Higuera Widening
Project, Specification No. 2091294; and,
9.
Authorize the City Manager to award the Construction Contract
for the 50 Higuera Widening Project if the lowest responsible
bid is within the Engineer’s Estimate of $315,000; and,
10.
Authorize the City Engineer to approve Contract Change
Orders for the 50 Higuera Widening Project up to the available
project budget; and,
11.
Approve the transfer of $22,600 from the 50 Higuera Widening
Project Account (No. 2091294) to the New Streetlights CIP
Account (No. 2001016); and,
12.
Authorize the Finance Director to approve the transfer of any
remaining unspent State Urban Highway Account project funds
not required for construction of the 50 Higuera Widening Project
to the Higuera Complete Streets Project (Specification No.
2001057).
13.
6.c GRANT AGREEMENT WITH SAN LUIS OBISPO MUSEUM OF ART
(30 MINUTES)
389
Recommendation:
Adopt a Draft Resolution entitled, “A Resolution of the City Council of
the City of San Luis Obispo finding that a Grant Agreement with the San
Luis Obispo Museum of Art is of public benefit in accordance with
California Government Code Section 53083 and approving the Grant
Agreement” to:
Find that a Grant Agreement serves the public interest of the
City of San Luis Obispo by advancing arts and culture,
economic development, and other public benefits; and
1.
Approve the Grant Agreement between the City of San Luis
Obispo and the San Luis Obispo Museum of Art and authorize
the City Manager to execute the agreement in a final form
satisfactory to the City Attorney.
2.
7.LIAISON REPORTS AND COMMUNICATIONS
Not to exceed 15 minutes. Council Members report on subcommittee
assignments, listed below, and other City activities. At this time, any Council
Member or the City Manager may ask a question for clarification, make an
announcement, or report briefly on their activities. In addition, subject to Council
Policies and Procedures, they may provide a reference to staff or other
resources for factual information, request staff to report back to the Council at a
subsequent meeting concerning any matter or take action to direct staff to place
a matter of business on a future agenda. (Gov. Code Sec. 54954.2)
Mayor
Stewart
Vice Mayor
Francis
Council Member
Boswell
Council Member
Marx
Council Member
Shoresman
SLO Council of
Governments
Airport Land Use Community
Action
Partnership
Air Pollution
Control District
Downtown
Association
Board
Regional
Economic Action
Coalition
Nacimiento Water
Project
SLO Climate
Coalition
County Water
Resources
Advisory
Committee
CP Campus
Planning
Committee
CA Men’s
Colony Advisory
Committee
Zone 9 Advisory
Committee
Local Agency
Formation
Commission
Homeless
Services
Oversight
Committee
Performing Arts
Center
Commission
Integrated Waste
Management
Authority
SLO Regional
Transit Authority
Visit SLO
County Advisory
Committee
Central Coast
Clean Energy
8.ADJOURNMENT
The next Regular Meeting of the City Council will be held on March 3, 2026 at
5:30 p.m. in the Council Chambers at City Hall, 990 Palm Street, San Luis
Obispo.
LISTENING ASSISTIVE DEVICES for the hearing impaired - see the Clerk.
The City of San Luis Obispo wishes to make all of its public meetings accessible
to the public. Upon request, this agenda will be made available in appropriate
alternative formats to persons with disabilities. Any person with a disability who
requires a modification or accommodation in order to participate in a meeting
should direct such request to the City Clerk’s Office at (805) 781-7114 at least
48 hours before the meeting, if possible. Telecommunications Device for the
Deaf (805) 781-7410.
City Council meetings are televised live on Charter Channel 20 and the City's
YouTube Channel: www.youtube.com/CityofSanLuisObispo. Agenda related
writings or documents provided to the City Council are available for public
inspection in the City Clerk’s Office located at 990 Palm Street, San Luis
Obispo, California during normal business hours, and on the City’s website
https://www.slocity.org/government/mayor-and-city-council/agendas-and-
minutes. Persons with questions concerning any agenda item may call the City
Clerk’s Office at (805) 781-7114.
Page 12 of 444
1
Council Minutes
February 3, 2026, 5:30 p.m.
Council Chambers, 990 Palm Street, San Luis Obispo
Council Members
Present:
Council Member Mike Boswell, Council Member Jan Marx,
Council Member Michelle Shoresman, Vice Mayor Emily
Francis, Mayor Erica A. Stewart
City Staff Present: City Manager Whitney McDonald, Christine Dietrick, City
Attorney, Teresa Purrington, City Clerk
_____________________________________________________________________
1. CALL TO ORDER
A Regular Meeting of the San Luis Obispo City Council was called to order on
February 3, 2026 at 5:30 p.m. in the Council Chambers, 990 Palm Street, San
Luis Obispo, by Mayor Stewart.
2. PLEDGE OF ALLEGIANCE
Council Member Marx led the Council in the Pledge of Allegiance.
3. PRESENTATIONS
3.a BLACK HISTORY MONTH
Mayor Stewart presented a proclamation declaring February 2026 as
Black History Month to John King representing the NAACP San Luis
Obispo County Chapter.
3.b INTRODUCTIONS - POLICE DEPARTMENT AND PUBLIC WORKS &
UTILITIES DEPARTMENT
Police Chief Rick Scott introduced Aaron Schafer, Deputy Police Chief.
Public Works & Utilities Director Aaron Floyd introduced Madeline
Kascinta, Assistant Public Works Director and Shawna Scott, Assistant
Utilities Director.
3.c CITY MANAGER REPORT
City Manager Whitney McDonald provided a report on upcoming projects.
Page 13 of 444
2
4. PUBLIC COMMENT PERIOD FOR ITEMS NOT ON THE AGENDA
Public Comment:
John Pranjic
Shawn Harris
Bob Goldman
Candace DeGeare
Steve Delmartini
Gene Nelson
--End of Public Comment--
5. CONSENT AGENDA
Council Member Boswell asked that Item 5g be pulled from the Consent Agenda.
Vice Mayor Francis asked that Item 5h be pulled from the Consent Agenda.
Public Comment:
None
--End of Public Comment--
Motion By Council Member Marx
Second By Council Member Shoresman
To approve Consent Calendar Items 5a to 5f.
Ayes (5): Council Member Boswell, Council Member Marx, Council Member
Shoresman, Vice Mayor Francis, and Mayor Stewart
CARRIED (5 to 0)
5.a WAIVE READING IN FULL OF ALL RESOLUTIONS AND ORDINANCES
Waive reading of all resolutions and ordinances as appropriate.
5.b MINUTES REVIEW - JANUARY 20, 2026 COUNCIL MINUTES
Approve the minutes of the City Council meeting held on January 20,
2026.
5.c AMEND THE COUNCIL POLICIES AND PROCEDURES MANUAL AND
THE ADVISORY BODY HANDBOOK TO ADJUST THE ANNUAL
ADVISORY BODY RECRUITMENT PROCESS
1. Adopt Resolution No. 11624 (1026 Series) entitled, “A Resolution of
the City Council of the City of San Luis Obispo, California,
Page 14 of 444
3
amending its Council Policies and Procedures Manual,” to account
for the change in time of annual recruitment for City Advisory
Bodies; and
2. Adopt Resolution No. 11625 (2026 Series) entitled “A Resolution of
the City Council of the City of San Luis Obispo, California,
amending the Advisory Body Handbook to adjust the annual
recruitment, oaths of office, and election of chair and vice chair
deadlines”; and
3. Extend the Advisory Body Members’ terms and the elected
Chair/Vice Chair terms that expire on March 31, 2026, to expire on
June 30, 2026.
5.d AMENDMENT NO. 1 TO AMENDED AND RESTATED EXCLUSIVE
NEGOTIATING AGREEMENT WITH SMART SHARE HOUSING
SOLUTIONS
Approve the draft Amendment No. 1 to Amended and Restated Exclusive
Negotiating Agreement with Smart Share Housing Solutions, in a final
form satisfactory to the City Attorney.
5.e ADVISORY BODY APPOINTMENT FOR AN UNSCHEDULED VACANCY
ON THE HUMAN RELATIONS COMMISSION
Confirm the appointment of Jennifer Chassman Browne to the Human
Relations Commission (HRC) for the remainder of the vacated term
expiring June 30, 2026, and a consecutive 4-year term expiring June 30,
2030.
5.f AUTHORIZATION TO ACCEPT TECH CLEAN CALIFORNIA
QUICKSTART GRANT TO SUPPORT LOCAL ENERGY EFFICIENCY
RETROFITS IN MOBILE AND MANUFACTURED HOMES
1. Accept the TECH Clean California QuickStart Award; and
2. Authorize the City Manager, or their designee, to execute the draft
grant agreement and related documents and approve the budget
changes necessary to appropriate the grant amount upon
acceptance of the grant award; and
3. Authorize the City Manager, or their designee, to execute the draft
Community Partnership Agreements Between the City of San Luis
Obispo and: Community Action Partnership of San Luis Obispo,
Page 15 of 444
4
Diversity Coalition of San Luis Obispo County, and San Luis
Obispo Climate Coalition.
Item pulled from Consent by Council Member Boswell
5.g REVIEW OF A REQUEST TO REMOVE ONE TREE ASSOCIATED WITH
THE SLO REP THEATRE PROJECT LOCATED AT 614 MONTEREY
STREET
Community Development Director Tway and City Arborist Walter Gault
responded to questions from Council
Public Comments:
Kevin Harris, SLO REP
Daniel Glidden
---End of Public Comment---
Motion By Council Member Boswell
Second By Mayor Stewart
Adopt Resolution No. 11626 (2025 Series) entitled, “Resolution of the City
Council of the City of San Luis Obispo, California approving the removal of
one (1) Coast Live Oak Tree at 614 Monterey Street and subsequent
replanting of one (1) tree on-site and four (4) trees off-site with an
Addendum to the Certified Environmental Impact Report.”
Ayes (4): Council Member Boswell, Council Member Shoresman, Vice
Mayor Francis, and Mayor Stewart
Noes (1): Council Member Marx added for the record "I feel it is a real
tragedy of errors, and I don't want to ever see something like this happen
in the city again."
CARRIED (4 to 1)
Mayor Stewart announced that due to the large number of people here for
Item 7a it will be heard after 5h and then Council will hear Item 6a.
Item pulled from Consent by Vice Mayor Francis
5.h APPROVE A DRAFT LETTER TO LEGISLATORS REGARDING DIABLO
CANYON POWER PLANT
Page 16 of 444
5
Public Comments:
Kara Woodruff
Gene Nelson
Rachel Whalen
Susannah Brown
Ben Lippert
Aaryn Abbott
---End of Public Comment---
Motion By Council Member Shoresman
Second By Vice Mayor Francis
Approve sending a letter to members of the Calif ornia State Legislature on
behalf of the City of San Luis Obispo titled “Request for State Legislation
Supporting Coastal Land Conservation and Restoration of Tax Revenue
for Impacted School Districts and Local Government Service Providers
Related to Diablo Canyon Power Plant”as amended at the meeting.
Ayes (5): Council Member Boswell, Council Member Marx, Council
Member Shoresman, Vice Mayor Francis, and Mayor Stewart
CARRIED (5 to 0)
7. STUDY SESSION
7.a LAGUNA LAKE GOLF COURSE PROGRAM OPERATIONS AND
MAINTENANCE OVERVIEW STUDY SESSION
Assistant City Manager Scott Collins, Parks and Recreation Director Greg
Avakian and Recreation Manager Devin Hyfield provided an in -depth staff
report and responded to Council questions.
Public Comments:
Terri Benson
Darren Avrit
Jeff Spevack (Speevack)
Amy Zakaria
Steve Silberstein
Tyler Coari
---End of Public Comment---
ACTION: By consensus the Council provided the following direction:
1. To receive and file the presentation on the Laguna Lake Golf
Course Operations and Maintenance.
Page 17 of 444
6
2. To continue operations of the Laguna Lake golf course and move
forward on the Pro Shop renovation and the pedestrian/cart bridge
replacement projects as soon as possible.
3. Explore ideas (uses) to generate new sources of revenue by
looking at how we can utilize some of underutilized space.
6. PUBLIC HEARING AND BUSINESS ITEMS
6.a INTRODUCTION OF AN ORDINANCE TO AMEND MUNICIPAL
CODE CHAPTER 2.40.040 (CAMPAIGN CONTRIBUTION
LIMITATIONS)
Deputy City Manager Greg Hermann and City Clerk Teresa
Purrington provided an overview of the report and responded to
questions.
Motion By Council Member Marx
Second By Council Member Boswell
To introduction Ordinance No. 1755 (2026 Series) entitled “An
Ordinance of the City Council of the City of San Luis Obispo,
California, amending Chapter 2.40.040 of the Municipal Code
related to Campaign Contribution Limitations” increasing the per
person contribution limit from $250 to $500 with the following
correction to the Ordinance:
SECTION 1.
c. The Council has considered and affirms the statement of
purpose and intent set forth herein and determines the amended
and decreased increased contribution limits adopted herein further
and support the stated purpose and intent.
Ayes (5): Council Member Boswell, Council Member
Marx, Council Member Shoresman, Vice Mayor
Francis, and Mayor Stewart
4. CARRIED (5 to 0)
Page 18 of 444
7
8. LIAISON REPORTS AND COMMUNICATIONS
Due to the late hour Liaison Reports and Communication were continued to the
next meeting.
9. ADJOURNMENT
The meeting was adjourned at 11:01 p.m. The next Regular City Council Meeting
is scheduled for February 17,2026 at 5:30 p.m. in the Council Chambers at City
Hall, 990 Palm Street, San Luis Obispo.
APPROVED BY COUNCIL: XX/XX/202X
Page 19 of 444
Page 20 of 444
Item 5c
Department: Community Development
Cost Center: 4008
For Agenda of: 2/17/2026
Placement: Consent
Estimated Time: N/A
FROM: Timmi Tway, Community Development Director
Prepared By: David Amini, Senior Planner
SUBJECT: APPROVAL OF THE 2026-27 COMMUNITY DEVELOPMENT BLOCK
GRANT RECOMMENDATIONS
RECOMMENDATION
Adopt a Draft Resolution entitled, “A Resolution of the City Council of the City of San Luis
Obispo, California, approving the 2026-27 Community Development Block Grant (CDBG)
Program Funding Recommendations” for a total of $284,404 (Attachment A.)
POLICY CONTEXT
The approved funding priorities and proposed funding recommendations from the Human
Relations Commission (HRC) align with the City’s Major City Goals for FY 2025 -27 for
Goal 3, Housing and Homelessness, specifically to:
Support the expansion of housing options for all, and continue to facilitate
the production of housing, including the necessary supporting
infrastructure, with an emphasis on affordable and workforce housing as
well as accessibly connected development. Collaborate with local non-profit
partners, non-governmental agencies, the county, the state, and federal
governments to advocate for increased funding and implementation of
comprehensive and effective strategies to prevent and reduce
homelessness.
The 2026-27 CDBG program funding recommendations allow the City to further
implement the General Plan 6th Cycle Housing Element by satisfying the following on-
going programs:
Housing Element Program 1.7 Continue to support local and regional solutions
to homelessness by funding supportive programs, services, and housing solutions.
Housing Element Program 4.7 Affirmatively Further Fair Housing.
Housing Element Program 6.17 Financially assist in the development of
affordable housing.
Page 21 of 444
Item 5c
Housing Element Program 8.11 Continue to provide resources that support local
and regional solutions to meet the needs of the homeless.
DISCUSSION
Background
The CDBG program is administered through the U.S. Department of Housing and Urban
Development (HUD) and provides annual grants on a formula basis to states, cities, and
counties to develop viable urban communities by providing decent housing and a suitable
living environment, and by expanding economic opportunities, principally for low- and
moderate-income persons. As an Urban County under the CDBG program, the County of
San Luis Obispo allocates funding to local jurisdictions in three separate program areas:
Public Services, Development of Affordable Housing and/or Public Facilities, and
Program Administration/Capacity Building. The City of San Luis Obispo is anticipated to
receive an estimated allocation for the 2026-27 funding cycle of $458,347 as a participant
in San Luis Obispo County’s Urban County Program.
The total funding allocations allowed per category are as follows pursuant to applicable
regulations:
Jurisdiction
Estimated
total
Allocation
County
Admin
Allocation
(65% of
20%)
City
Admin
Allocation
(35% of
20%)
City Public
Services
Allocation
(15%)1
City Remaining Funds
Available for 2026-27
Affordable Housing and
Public Facilities (65%)
City of San
Luis Obispo $526,836 $68,489 $36,879 $79,025 $342,443
Available City Funds Total: $458,347
The CDBG Program allows for a 20% Administration allowance. The City and County
share the administration portion of funding in a 35% (City) /65% (County) split of the 20%
Administration allowance, which was the negotiated split between the City and County as
part of the regional effort to administer the reporting and administration requirements for
a Consolidated Plan2 for the 2025-2029 program years. The City’s 35% of the 20%
Administration allowance of funding ($36,879) is evenly divided between Administr ation
and Capacity Building uses, which cover staff time spent administering the CDBG
program (Administration), as well as staff time spent planning affordable housing projects
through collaboration with regional providers (Capacity Building).
The 15% public services allocation is for applicants proposing service-based activities.
1 Awards made for public services may not exceed 15 percent of the total amount of CDBG funds available pursuant
to 42 U.S.C. 5305 (a)(8).
2 The Consolidated Plan is a five-year strategic planning document for the Urban County of San Luis Obispo the
“County”) that establishes the goals for the County’ s community development and affordable housing activities. The
U.S. Department of Housing and Urban Development ( HUD) requires that San Luis Obispo County outline a vision
for an effective and coordinated community development strategy.
Page 22 of 444
Item 5c
The remaining 65% of funding is made available for applicants proposing development of
affordable housing or public facilities. The table above illustrates the amount of funds
available to distribute for project applications after the administration allocation is
removed from the total City allocation.
The City of San Luis Obispo received a total of seven applications for the 202 6-27
Community Development Block Grant (CDBG) program, requesting a total of $1,031,792.
A total of $104,025 was requested for the public services category by two separate
applicants, and a total of $890,888 was requested for the public facilities/housing projects
category by three separate applicants. The full list of applicants and their funding requests
is below in Table 1.
Applications were received from Community Partnership of San Luis Obispo (CAPSLO),
5 Cities Homeless Coalition (5CHC), San Luis Obispo Nonprofit Housing Corporation
(SLONP), the City of San Luis Obispo, and People’s Self -Help Housing. After allocation
of the County’s administration costs, there is $458,347 available for allocation to
applicants (up to $79,025 for service-based applications, and $342,443 for affordable
housing or public facility projects). The City must submit recommended funding amounts
to the County by February 20, 2026. County staff will hold a hearing and present the
Action Plan to the Board of Supervisors in April 2026, and subsequently submit the Action
Plan to HUD once approved. The 202 6 Program Year will begin July 1, 2027, and end
June 30, 2028.
Previous Council or Advisory Body Action
On October 21, 2025, the City Council approved the Human Relations Commission’s
recommended funding priorities for the 2026-27 CDBG funding year. The ranked priorities
established by the City Council are:
1. Provide emergency and transitional shelter, homelessness prevention and services.
2. Develop and enhance affordable housing for low and very-low income persons.
3. Enhance economic development (to include seismic retrofit, economic stability, low -
and moderate-income jobs).
4. Promote accessibility and/or removal of architectural barriers for disabled and elderly.
On November 5, 2025, the Human Relations Commission (HRC) reviewed the
applications for funding and considered a staff -recommended funding allocation. After
deliberation, the HRC approved the staff recommended funding allocation, as follows:
Page 23 of 444
Item 5c
Table 1. HRC-Approved Funding Allocation
City 2026-27 CDBG
Funding
Recommended
Funding
Requested No. Applicant Activity
Public Services
1
Community
Action
Partnership of
San Luis Obispo
(CAPSLO)
CAPSLO Prado Homeless
Services Center (Prado HSC)
2026-27
$67,172.00 $79,025.00
2 Peoples' Self-
Help Housing Supportive Housing Services $11,853.00 $25,000.00
SUBTOTAL $79,025.00 $104,025.00
Housing and Public Facilities
3
San Luis Obispo
Nonprofit Housing
Corporation
(SLONP)
Monterey Family Apartments $173,943.00 $722,388.00
4 Access Support
Network Adriance Court Roofing $70,000.00 $70,000.00
5 CAPSLO Energy
Services Minor Home Repair $98,500.00 $98,500.00
SUBTOTAL $342,443.00 $890,888.00
Administration and Capacity Building
6 City of San Luis
Obispo CDBG Administration $18,439.50 $18,439.50
7 City of San Luis
Obispo Capacity Building $18,439.50 $18,439.50
SUBTOTAL $36,879.00 $36,879.00
TOTAL $458,347.00 $1,031,792.00
A copy of each 2026-27 CDBG application is provided in Attachment B.
Funding Recommendations
Staff is recommending a revision to the HRC funding recommendation to accommodate
an important new funding opportunity for the Monterey Family Apartments.
After the HRC convened on November 5, 2025, to approve the funding recommendations,
including a $173,943 award to SLONP for the Monterey Family Apartments, SLONP was
notified on November 21, 2025, that they had received a tax credit funding allocation from
the state. This substantial funding award, which will support the completion of this
important project, requires SLONP to close all project financing in March. This
Page 24 of 444
Item 5c
accelerated closing timeline means that SLONP will not be able to use the $173,943 in
the 2026-27 CDBG program year initially approved by the HRC, as it will not be available
in time for the project’s closing. There was not sufficient time for the HRC to re-evaluate,
and for Council to approve, new funding recommendations based on this news to forward
to the County by their final Action Plan approval deadline in February.
Based on this very recent news, SLONP, City staff, and County staff worked together to
develop an alternative funding solution to allow the Monterey Family Apartments project
to move forward.
The County is planning to award SLONP $173,943 in CDBG funds from prior program
years in exchange for the City authorizing the County to allocate $173,943 in 2026-27
CDBG Housing and Public Facilities funding toward the 5 Cities Homeless Coalition
Recuperative Care Facility project in Arroyo Grande, which was initially allocated the prior
year funding that is now being awarded to Monterey Family Apartments.
Therefore, the City’s funding allocation towards the Monterey Family project is proposed
to be revised from $173,943 to $0. It is recommended that the City still award the full
$70,000 and $98,500 in Housing and Public Facilities funding towards Adriance Court
Roofing and CAPSLO Minor Home Repair, respectively.
Staff recommends that Council authorize the County to allocate a portion of the City’s
2026-27 Housing and Public Facilities funds towards the 5 Cities Homeless Coalition
Recuperative Care Facility project in exchange for the Monterey Family Apartments
project being awarded prior-year funds by the County to allow SLONP to close financing
in March to meet the tax-credit deadline.
The revised funding allocation based on staff’s recommendation is below and can be
found in Attachment C.
Table 2. Staff-Recommended Funding Allocation
City 2026-27 CDBG
Funding
Recommended
Funding
Requested No. Applicant Activity
Public Services
1
Community
Action
Partnership of
San Luis Obispo
(CAPSLO)
CAPSLO Prado Homeless
Services Center (Prado HSC)
2026-27
$67,172.00 $79,025.00
2 Peoples' Self-
Help Housing Supportive Housing Services $11,853.00 $25,000.00
SUBTOTAL $79,025.00 $104,025.00
Housing and Public Facilities
Page 25 of 444
Item 5c
3
San Luis Obispo
Nonprofit Housing
Corporation
(SLONP)
Monterey Family Apartments $0.00* $722,388.00
4 Access Support
Network Adriance Court Roofing $70,000.00 $70,000.00
5 CAPSLO Energy
Services Minor Home Repair $98,500.00 $98,500.00
SUBTOTAL $168,500.00 $890,888.00
Administration and Capacity Building
6 City of San Luis
Obispo CDBG Administration $18,439.50 $18,439.50
7 City of San Luis
Obispo Capacity Building $18,439.50 $18,439.50
SUBTOTAL $36,879.00 $36,879.00
TOTAL $284,404.00 $1,031,792.00
*Revised to exchange 2026-27 CDBG funds for funding from prior program years. The
2026-27 exchanged funds in the amount of $173,943 intended for Monterey Family
Apartments will be allocated by the County towards the 5 Cities Homeless Coalition
Recuperative Care Facility project. The Monterey Family Apartments project will receive
prior-year CDBG funds from the County allowing SLONP to close financing in March to
meet the tax-credit deadline.
Public Engagement
A public hearing was held by the Human Relations Commission (HRC) on November 5,
2025, to provide an opportunity for the public to comment on the funding
recommendations for the 2026-27 CDBG funding cycle.
ENVIRONMENTAL REVIEW
The proposed CDBG funding allocations are not considered a “project” under Section
15378 of the CEQA Guidelines.
FISCAL IMPACT
Budgeted: Yes Budget Year: 2026-27
Funding Identified: Yes
Fiscal Analysis:
Funding
Sources
Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
Federal $458,347 $248,404
Fees
Total $458,347 $248,404 $ $
Page 26 of 444
Item 5c
The City will receive its share of the award for administration and capacity building. All
other funds will be passed from the County directly to the grantees. As described above,
the City is not using the full allocation of $458,347 in order to benefit the Monterey Family
Apartments.
ALTERNATIVES
Council may modify the recommended funding amounts.
ATTACHMENTS
A – Draft Resolution adopting the 2026-27 CDBG Funding Allocations
B – 2026-27 CDBG Applications
C – Draft 2026-27 CDBG Funding Allocations
Page 27 of 444
Page 28 of 444
R ______
RESOLUTION NO. _____ (2026 SERIES)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN LUIS
OBISPO, CALIFORNIA, APPROVING THE 2026-27 COMMUNITY
DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM FUNDING
RECOMMENDATIONS
WHEREAS, the City of San Luis Obispo is a participating jurisdiction in the San
Luis Obispo Urban County, along with the cities of Arroyo Grande, Atascadero, Morro
Bay, Paso Robles, Pismo Beach, and the County of San Luis Obispo; and
WHEREAS, said cities and County cooperatively administer several federal grant
programs under the provisions of the 2024-26 Cooperative Agreement between the City
and County dated September 5, 2023, and under applicable U.S. Department of Housing
and Urban Development Department (HUD) rules; and
WHEREAS, pursuant to said agreement, the Urban County Public Participation
Plan, and HUD rules, the Human Relations Commission held a public hearing on
November 5, 2025, to review applications for Community Development Block Grant
(CDBG) funding, consider public comments on community needs and the use of such
funds, and recommend funding awards to Council; and
WHEREAS, the Council has considered applications for CDBG funds, public
testimony, the Urban County’s proposed One-Year Action Plan, and the HRC and staff
recommendations included in the agenda report.
NOW, THEREFORE, BE IT RESOLVED by the Council of the City of San Luis
Obispo as follows:
SECTION 1. Environmental Determination. The project to award CDBG funds is
exempt from environmental review as it does not apply to the recommended actions in
this report, because the action does not constitute a “Project” under CEQA Guidelines
Sec. 15378.
SECTION 2. 2026-27 Community Development Block Grant Program
Amendments. The City’s 2026-27 Community Development Block Grant (CDBG)
Program allocations are hereby approved per staff’s funding recommendations shown in
Exhibit A. The Council authorizes the County to allocate a portion of the City’s 2026-27
CDBG Housing and Public Facilities allocation, in the amount of $173,943.00, to the 5
Cities Homeless Coalition Recuperative Care Facility project, in exchange for the County
awarding the Monterey Family Apartments project prior -year CDBG funds. The
Community Development Director is authorized to adjust final award amounts based on
actual HUD allocations.
SECTION 3. Board of Supervisors Consideration. The Council hereby forwards
the above actions to the San Luis Obispo County Board of Supervisors for consideration
prior to the Board’s final action on the Urban County’s 2026 Consolidated Plan.
Page 29 of 444
Resolution No. _____ (2026 Series) Page 2
R ______
SECTION 4. Community Development Director Authority. The Community
Development Director is authorized to act on behalf of the City in executing grant
agreements and other actions necessary to implement the approved Consolidated Plan
and CDBG Program, including revisions to funding amounts for the 202 6-27 CDBG
Program if the City’s actual CDBG allocation is different than expected.
Upon motion of Council Member ___________, seconded by Council Member
___________, and on the following roll call vote:
AYES:
NOES:
ABSENT:
The foregoing resolution was adopted this _____ day of _______________ 20 26.
___________________________
Mayor Erica A. Stewart
ATTEST:
______________________
Teresa Purrington
City Clerk
APPROVED AS TO FORM:
______________________
J. Christine Dietrick
City Attorney
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the
City of San Luis Obispo, California, on ______________________.
___________________________
Teresa Purrington
City Clerk
Page 30 of 444
Resolution No. _____ (2026 Series) Page 3
R ______
Exhibit A
Staff-Recommended Funding Allocation
City 2026-27 CDBG
Funding
Recommended
Funding
Requested No. Applicant Activity
Public Services
1
Community
Action
Partnership of
San Luis Obispo
(CAPSLO)
CAPSLO Prado Homeless
Services Center (Prado HSC)
2026-27
$67,172.00 $79,025.00
2 Peoples' Self-
Help Housing Supportive Housing Services $11,853.00 $25,000.00
SUBTOTAL $79,025.00 $104,025.00
Housing and Public Facilities
3
San Luis Obispo
Nonprofit Housing
Corporation
(SLONP)
Monterey Family Apartments $0.00* $722,388.00
4 Access Support
Network Adriance Court Roofing $70,000.00 $70,000.00
5 CAPSLO Energy
Services Minor Home Repair $98,500.00 $98,500.00
SUBTOTAL $168,500.00 $890,888.00
Administration and Capacity Building
6 City of San Luis
Obispo CDBG Administration $18,439.50 $18,439.50
7 City of San Luis
Obispo Capacity Building $18,439.50 $18,439.50
SUBTOTAL $36,879.00 $36,879.00
TOTAL $284,404.00 $1,031,792.00
*Revised to exchange 2026-27 CDBG funds for funding from prior program years. The
2026-27 exchanged funds in the amount of $173,943 intended for Monterey Family
Apartments will be allocated by the County towards the 5 Cities Homeless Coalition
Recuperative Care Facility project. The Monterey Family Apartments project will receive
prior-year CDBG funds from the County allowing SLONP to close financing in March to
meet the tax-credit financing deadline.
Page 31 of 444
Page 32 of 444
Printed By: Donna Hawkins on 10/13/2025 1 of 18
Overview
Completed by planning@capslo.org on 10/10/2025 10:15 AM
Case Id: 30571
Name: 40 Prado Homeless Services Center, CAPSLO -
2026Address: 40 Prado Road, (Additional services at 1344
Nipomo Street, and 265 South Street, SLO), San
Luis Obispo, CA 93401--5813Overview
County of San Luis Obispo
Public Service Grants Program
Department of Social Services
Adult and Homeless Services Branch
PO Box 8119
San Luis Obispo, CA 93403-8119
Page 33 of 444
Printed By: Donna Hawkins on 10/13/2025 2 of 18
SS_HomelessGrants@co.slo.ca.us
Community Development Block Grant (CDBG), Emergency Solutions Grant Program (ESG), and County General Fund
Support (GFS) funding is available. The County of San Luis Obispo 2026 Action Plan Notice of Funding Availability
(NOFA) is posted on the County's Department of Social Services - Homeless Services Division website at
slocounty.gov/HomelessServicesGrants.
Applications for the 2026 Action Plan NOFA will be accepted until the 5:00 pm submission deadline on Friday,
October 10, 2025.
If you have any questions about the application process, please contact the Homeless Services Division directly at
SS_HomelessGrants@co.slo.ca.us.
****************************************
For each Public Service funding source, an overview is available in the County of San Luis Obispo 2026 Action Plan
Notice of Funding Availability (NOFA). These overviews include program descriptions, federal award information,
eligible applicants, eligible activities, eligible beneficiaries, and reporting requirements:
Section I.C for Community Development Block Grant (CDBG) Overview
Section I.D for Emergency Solutions Grant Program (ESG) Overview
Section I.G for General Fund Support (GFS) Overview
****************************************
Please note that all documents uploaded into this application must be less than 100 MB in file size. We cannot accept
documents via email or through another platform, such as Dropbox or Google Drive. Applicants may split larger
documents into multiple smaller files, label them appropriately with “part X of X” and then upload them directly into
this application.
Do not upload password-protected documents into this application. All password-protected documents will be
removed during threshold review. This may negatively impact scoring of your application.
Page 34 of 444
Printed By: Donna Hawkins on 10/13/2025 3 of 18
A. Applicant Information
Completed by planning@capslo.org on 10/10/2025 10:15 AM
Case Id: 30571
Name: 40 Prado Homeless Services Center, CAPSLO -
2026Address: 40 Prado Road, (Additional services at 1344
Nipomo Street, and 265 South Street, SLO), San
Luis Obispo, CA 93401--5813A. Applicant Information
Please provide the following information.
PRIMARY APPLICANT INFORMATION-LEAD AGENCY
A.1. Organization Name
Community Action Partnership of San Luis Obispo County, Inc. (CAPSLO)
A.2. Type of Organization
Non-Profit
A.2.a. Define Other:
A.3. Please upload the following documentation:
Proof of Active SAM.gov Registration *Required
SAM-CAPSLO Registration 25-26 screenshot.jpg
A.3.a UEI Number: For more information, visit SAM.GOV
GBL8FWWWCLC5
A.4. Address
1030 Southwood Drive San Luis Obispo , CA 93401--5813
A.5. Is the organization faith based?
No
A.6. Date of Incorporation
12/09/1965
A.7. Please upload the following documentation:
Incorporation Documents *Required
Articles of Incorporation.pdf
Organization Mission Statement *Required
CAPSLO Mission Statement.pdf
Page 35 of 444
Printed By: Donna Hawkins on 10/13/2025 4 of 18
General Liability Insurance *Required
25-26 Cert of Liability Insurance.pdf
A.8. REQUIRED ACKNOWLEDGEMENT OF INSURANCE REQUIREMENTS. Has your organization read and understood
the insurance requirements listed in “CDBG Example Exhibit D-General Conditions”?
Yes
A.9 Annual Operating Budget
$111,548,450.00
A.10 Number of Paid Staff
984
A.11 Number of Volunteers
1,334
CONTACT INFORMATION
A.12 Contact Person Name
Elizabeth "Biz" Steinberg
A.12a. Contact Person Title
Chief Executive Officer
A.12b. Phone Number
(805) 544-4355
A.12c. Email
esteinberg@capslo.org
Page 36 of 444
Printed By: Donna Hawkins on 10/13/2025 5 of 18
B. Applicant Capacity
Completed by planning@capslo.org on 10/10/2025 10:15 AM
Case Id: 30571
Name: 40 Prado Homeless Services Center, CAPSLO -
2026Address: 40 Prado Road, (Additional services at 1344
Nipomo Street, and 265 South Street, SLO), San
Luis Obispo, CA 93401--5813B. Applicant Capacity
Please provide the following information.
B.1. Describe the organization’s history of receiving and managing grants from County/State/Federal sources.
Since its inception in 1965, CAPSLO has received and successfully managed a variety of grants that address the unmet
needs of low-income individuals and families: County - Includes but is not limited to over 20 years of funding from
CBO/PHG, DSS, and CDBG funding (since 2002), as well as funding from ESG (since 2004), General Fund Support (since
2012), and more recently, Continuum of Care, CESH, and PLHA grants. State - Includes but is not limited to Office of
Emergency Services, Office of Child Abuse Prevention, and Community Services Block Grant funding, which designates
CAPSLO as a Community Action Agency. Federal - The majority of CAPSLO's funding comes from the Office of Head Start,
which the agency has been receiving since 1965. For over 20 years we've also received funding from the Area Agency on
Aging and Low-Income Home Energy Assistance Program (LIHEAP). In 2017, CAPSLO was awarded a Federal Substance
Abuse and Mental Health Services Administration (SAMHSA) grant for providing services to dual-diagnosed, chronically
homeless individuals in its SLO-Hub program, which was awarded another five-year term in 2024.
B.2. Describe how the organization participates in HMIS, Coordinated Entry, and the San Luis Obispo County
Continuum of Care.
CAPSLO is the management entity for the San Luis Obispo (SLO) County Continuum of Care (CoC) Coordinated Entry
System (CES), and has served as the management entity since 2016. In FY24, the CES finalized its system transition from
CAPSLO’s Client Track database to the CoC’s HMIS, Clarity, enabling more effective data sharing and improved program
alignment. CAPSLO participated in the implementation of a centralized Housing Referral system, previously managed
separately by housing providers. Housing inventory is now fully integrated into CES, which also integrated the Veterans
by Name list into the Community Queue to better coordinate placements with veteran-serving providers. Additionally,
CAPSLO is leading the CES implementation of an Emergency Shelter Queue for Individuals and an Emergency Shelter
Queue for Families, which launched in FY25 to enhance access to shelter placements through a consistent and fair
process, and the initiation of the new CES Data Management Plan. Coordinated Entry has been partnering with CAPSLO
shelter staff to configure an “inventory model” that represents each bed in CAPSLO’s Housing Focused Shelter Program
(HFSP) and night-by-night shelter programs in Clarity, allowing those units to receive referrals. This past year, CAPSLO
employed two additional staff to better fulfill the CES's needs, in addition to the CES Program Manager. These new roles
increased the CES’s capacity to coordinate assessments, manage referrals, and support cross-agency collaboration.
CAPSLO worked closely with the SLO CoC to establish the first officially designated CES Oversight Committee, which will
include CAPSLO and representatives from other agencies, housing developers, the local public housing authority, and
individuals with lived experience, strengthening system accountability and transparency.
B.3. Briefly describe your organization’s auditing requirements (as outlined in 2 CFR § 200.500 and 24 CFR § 5.801),
including those for the proposed project.
CAPSLO undergoes an agency-wide, rigorous audit process annually by the firm of Brown Armstrong Certified Public
Accountants. The process includes inquiry and observation to understand and evaluate CAPSLO’s internal controls,
confirmations, interim testing and compliance audits, and substantive procedural analysis. Critical audit areas include
compliance with federal and state awards, expenses for program and support services, accounts payable and accrued
Page 37 of 444
Printed By: Donna Hawkins on 10/13/2025 6 of 18
liabilities, program revenue and unearned deferred revenue, cash, property and equipment, and long-term debt. A
summary of the audit is formally presented by Brown Armstrong to both the Audit and Finance Committees of the
Board, as well as the full Board of Directors and senior management. Additionally, CAPSLO Homeless Services staff
participate in County of San Luis Obispo CDBG and other HUD program reviews and desk audits as required.
B.3.a. Please upload your organization's Most Recent Financial Audit.
Most Recent Financial Audit *Required
Audit 2024.pdf
B.4. Describe the organization’s experience delivering related programs/projects.
For decades, CAPSLO has operated the largest homeless services team and sheltering programs in the county. Currently,
40 Prado Homeless Services Center (HSC) is the only shelter in the county offering nightly emergency shelter beds, which
is crucial because the average waiting time for a shelter bed in 90-day programs is between 60 to 90 days. Our program
serves those who might be ideal 90-day shelter clients, but there is no available bed for them between the time they
identify the need and can be enrolled. We also don't have an upper threshold for duration in our Housing Focused
Shelter Program (90-day), unlike other programs in our county. We will continue to provide shelter to individuals and
families for as long as they remain engaged with our case management services beyond the initial 90 days. 40 Prado HSC
is a low-barrier shelter, and we will take individuals that other shelters in the county will not serve. CAPSLO has taken
the lead in pioneering many collaborative and innovative projects to address unmet needs for the homeless, working
with other homeless-serving agencies. CAPSLO initiated the Recuperative Care Program, providing respite care and
medical case management for medically fragile homeless individuals released from local hospitals, while the
Warming/Cooling Center operations as well as the Rotating Safe Parking have expanded as their own grant-funded
programs. The SLO-Hub program for dually diagnosed homeless individuals is in its second, five-year SAMHSA grant
award. As the number of unsheltered individuals has increased in the county, so has CAPSLO’s outreach team increased
in size and scope.
B.5. How will you document and maintain income status or presumed benefit status of each beneficiary?
CAPSLO’s Homeless Services Division uses two databases, the county’s HMIS (Clarity), which is now CAPSLO’s Homeless
Services Division’s primary database, and CAPSLO’s agency-wide database, Client Track, to track CAPSLO clients across all
its programs, and also for SLO-HUB and Recuperative Care additional client data. CAPSLO documents and maintains the
income and benefit status of each client with the CES intake form, which is then stored digitally in the Client Track
database. Income verification for CDBG/ESG beneficiaries is provided in accordance with 24 CFR Part 5. CAPSLO’s Client
Track is an advanced case management system that is used to collect and manage client data associated with
assessments on and referrals for individual clients. CAPSLO uses the program for client file management, case
management coordination, and service reporting. Both systems keep and store client files such as demographic data,
family information, attendance, services accessed, individual daily client activities and incidents, services provided,
meals, and referrals. All client information is stored in Client Track’s secure cloud-based system to ensure confidentiality.
B.6. Briefly describe your agency’s record keeping system with relevance to the proposed project.
As described above, CAPSLO participates in the county’s HMIS as required, and also utilizes its own database, Client
Track, to collect client data that does not require HMIS entry, such as the CenCal-funded Recuperative Care Program,
and SLO-Hub. Both systems keep and store client files such as demographic data, family information, attendance,
services accessed, individual daily client activities and incidents, services provided, meals, and referrals.
B.7. Identify all budgeted funds for project related costs. Include leveraged funding to exhibit financial sustainability
Page 38 of 444
Printed By: Donna Hawkins on 10/13/2025 7 of 18
of the project beyond the grant term if awarded.
Approximately 54% of CAPSLO Homeless Services' Division $2.3 million 2024-25 budget was received from various local
government grants; the remainder was private donations, Friends of 40 Prado fundraising, and corporate giving. A $5
million grant from the Day One Foundation was received in 2022 but is restricted for housing families, who comprise a
small percentage of all shelter clients, leaving a gap for shelter operations. CAPSLO struggles with sustaining the growing
operations of the Prado Homeless Services Center. With an increase in homelessness, donor fatigue and donor
competition among homeless-serving agencies, sustaining funding for homeless services operations is a significant
challenge.
B.8. REQUIRED ACKNOWLEDGEMENT FOR FEDERAL GRANTS OR CONTRACTS. Does your organization certify that, if
awarded funds, it will comply with the requirements as shown on "CDBG Example D-General Conditions" and "CDBG
Example Exhibit E-Special Conditions"?
Yes
B.9. Does your organization comply with the Generally Accepted Accounting Principles (as outlined in 2 CFR § 200)?
Yes
Page 39 of 444
Printed By: Donna Hawkins on 10/13/2025 8 of 18
C. Proposed Project & Project
Details
Completed by planning@capslo.org on 10/10/2025 10:16 AM
Case Id: 30571
Name: 40 Prado Homeless Services Center, CAPSLO -
2026Address: 40 Prado Road, (Additional services at 1344
Nipomo Street, and 265 South Street, SLO), San
Luis Obispo, CA 93401--5813
C. Proposed Project & Project Details
Please provide the following information.
C.1. Name of Proposed Project
40 Prado Homeless Services Center
C.2. Project/Program Address
40 Prado Road (Additional services at 1344 Nipomo Street, and 265 South Street, SLO) San Luis Obispo, CA 93401--
5813
C.3. Areas Served-Select all that apply
City of Arroyo Grande
City of Atascadero
City of Grover Beach - Not eligible for CDBG or ESG
City of Morro Bay
City of Paso Robles
City of Pismo Beach
City of San Luis Obispo
Unincorporated Community
Name of Unincorporated Community:
Countywide
C.4. Provide a brief narrative of the proposed project, including projected outcomes:
The 40 Prado Homeless Services Center (Prado HSC) in SLO offers an Access Center and emergency shelter services,
meals, showers, health screenings at the CHC on-site clinic, behavioral health services from the county’s mobile van,
services to dual-diagnosed individuals, recuperative care for those recently released from the hospital, a
Warming/Cooling Center during inclement weather, a Safe Parking program, animal kennels, a community garden,
laundry, internet access, and a mail and message center to facilitate job and housing searches. Case managers and
staff assist clients in creating individualized housing plans with set goals and objectives to obtain housing and self-
sufficiency. CAPSLO operates the largest shelter program in SLO County, frequently providing shelter for 130-150
households per night through hoteling, shelter beds at Prado HSC, the Overflow, Safe Parking and Warming/Cooling
Page 40 of 444
Printed By: Donna Hawkins on 10/13/2025 9 of 18
Center Programs. With its new Housing Focused Shelter Program (90-day program), CAPSLO was able to house 221
participants in the 24-25 fiscal year. We project that 250 will be housed, and 1,200 sheltered in 2026-2027.
C.5. For proposed projects serving individuals at risk of or experiencing homelessness, upload your organization's
HUD Annual Performance Report (APR) or CE APR generated from HMIS for the previous 12-month period. The
report should be run for a single project type and correspond to the project type (Emergency Shelter, Street
Outreach, etc.) for which you are applying. This information will be used by the grant review committee to assess
past performance, outcomes, and alignment with funding priorities. Please be sure to not include any Client PII,
including Clarity ID, along with the reports. Many review committee members will not be HMIS users.
If your organization does not currently have a project in HMIS, please provide a comparable performance report
that includes outcome data and performance metrics relevant to your proposed project type.
For guidance on how to run reports in HMIS, please visit the HMIS Knowledge Base.
HUD Annual Performance Report (APR)
CAPSLO APR Access Center 09.01.2024 to 09.01.2025.pdf
CAPSLO APR Entry Exit Shelter Programs 09.01.2024 to 09.01.2025.pdf
CAPSLO APR Night by Night Shelter Programs 09.01.2024 to 09.01.2025.pdf
C.6. What is the level of need for this activity within SLO County? Please include data to support your answer.
San Luis Obispo County consistently ranks among one of the most expensive areas to live in the nation, with the
current median home cost at $1,000,000, while the median household income is $98,312 annually. United Way’s 2025
Real Cost Measure shows a combined income of $107,098 is necessary for a family comprised of two adults and two
children to meet basic needs, and two adults would need to work three minimum wage jobs to earn $93,000 per year.
In SLO County, 31% of households live below the Real Cost Measure. The rental vacancy rate has fluctuated between
2-5% over the last ten years, making affordable rentals scarce, and causing even more families to be extremely cost-
burdened, or doubling/tripling up to pay rent. CAPSLO’s Prado Homeless Services Center (Prado HSC) routinely assists
over 1,600 unhoused individuals per year. The 2024 San Luis Obispo County biennial Point-in-Time homeless
enumeration report, The San Luis Obispo Community Report, showed 1,175 homeless individuals in San Luis Obispo
County in January 2024. Of those, 800 were unsheltered, living on the streets, in encampments, or in vehicles. Of
those who were unsheltered, 28.8% reported behavioral health illnesses, and 34.3% reported Substance Use Disorder.
When asked about their obstacles to housing, 25.8% reported physical impairments, 8.8% reported medical issues,
and 33.6% reported psychiatric impairment. The county's overnight shelters are filled to capacity every night, and
families with children are given priority to beds. Those living at and below the poverty level are the most affected, as
the cost of Fair Market Value housing far exceeds their income.
C.7. Please upload a timeline for key steps of project implementation.
Timeline *Required
CAPSLO Milestone Timeline 26-27.pdf
C.8. Is this effort new, continuing, or expanding? Please describe.
This effort is all three: continuing, expanding, and new. CAPSLO will be continuing its Housing-Focused Shelter
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Program (HFSP) and a 90-Day bed program, which was launched last year. This housing-first model is focused on
connecting clients to housing through rapid engagement with Housing Navigation and problem-solving services. These
supplemental services are provided to all participants in the shelter program. Those participating in the HFSP are
focused on securing housing, working with their assigned Housing Navigators and Homeless Services Workers to
address any obstacles they encounter in their stay at Prado HSC, finding steady employment and/or income, and
obtaining all necessary documents for housing. Having a secure place to sleep each night allows clients to better focus
on working with their Case Manager and Housing Navigator, who assists clients in developing a housing plan. If
appropriate, 30-day extensions are approved for clients who are unable to meet with a Housing Navigator or for those
who need more time to secure housing, but have been following through with program requirements. This new
system consists of 89 individual and 28 family beds, with 10 of the beds serving as night-by-night shelter beds that can
either be filled by the community (for example, CAT teams, Mobile Crisis Units, and hospitals), and 12 Recuperative
Care program beds (serving individuals who have recently been discharged from hospitals and would otherwise
recover on the street). Participants who are only receiving Access Center services (formerly Day Center) are now able
to stay at Prado HSC until 4 pm and are provided with a community dinner. CAPSLO expanded its Street Outreach
program by securing a downtown office rented from St Stephen's Episcopal Church, from which additional outreach
staff can be rapidly deployed. As 40 Prado HSC accommodates more and more clients, CAPSLO has added more staff,
but lacks additional office space at 40 Prado HSC. Other outreach staff are now using CAPSLO offices on South Street
as a base. With full funding, Prado HSC could expand its overflow program, adding an additional 10 beds for the
community on any given night. This is critical, as Prado HSC will be the only provider in the entire county offering
night-by-night emergency shelter beds, providing a life-saving service for the unhoused community. Often, individuals
and families have to wait between 60 and 90 days for a shelter bed in the Prado HSFP or the 90-day programs of ECHO
or 5CHC. Night-by-night shelter beds give individuals and families access to shelter while they are awaiting enrollment
in a longer-term emergency shelter program. With an increased capacity of 40 beds, 40 Prado HSC is operating an
expanded Warming Center program, which now operates year-round and is dependent only on the weather, not the
time of year. New this year is the Overnight Parking program throughout six rotating sites in the City of San Luis
Obispo. CAPSLO will also begin offering a Warming Center in Morro Bay once a location is secured, and in the
meantime, outreach workers are connecting Morro Bay homeless residents to services at 40 Prado HSC. Another new
service is the County’s behavioral health mobile clinic, which will visit 40 Prado HSC twice weekly.
C.9. Describe how the project will align with a (or multiple) Line(s) of Effort to support the San Luis Obispo
Countywide Plan to Address Homelessness (2022-2027).
LOE1: Create affordable and appropriately designed housing opportunities and shelter options for underserved
populations – With the increasing number of unhoused individuals in SLO County, the Prado Homeless Services Center
(HSC) is now at capacity every night. Families are given shelter priority or individuals, but families are approximately
only 20% of shelter participants. Prado HSC continues to be the largest shelter program in SLO CoC, providing
emergency shelter for 1,214 non-duplicated individuals in SLO County in FY 24-25, and is currently the only shelter in
the county offering nightly emergency beds. LOE 2: Focus efforts to reduce or eliminate the barriers to housing
stability for those experiencing homelessness or at risk of homelessness, including prevention, diversion, supportive
services, and housing navigation efforts - At CAPSLO, case managers and housing staff assist clients in creating
individualized plans with set goals and objectives to obtain housing and self-sufficiency. They screen clients to
establish which individuals have the greatest need. For eviction prevention assistance, clients must provide proof of
emergency need, participate in the Case Management program and show that they can afford the monthly rent once
housed. Case managers continue to work with their housed clients for six months after placement, further supporting
their success. LOE 3: Improve and expand data management efforts through HMIS and coordinated entry system to
strengthen data-driven operational guidance and strategic oversight. CAPSLO was involved with the County in
replacing the HMIS data system. The CES implemented a new Community Queue, so that any CoC participating agency
can place an individual on the list for the next available housing opportunity. LOE4: Create, identify, and streamline
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funding and resources - CAPSLO is utilizing CenCal Health funding through CalAIM for Enhanced Case Management
and Recuperative Care. In addition, CAPSLO received private funding for homeless families with children. LOE5:
Strengthen Regional Collaboration – CAPSLO’s long-standing tradition of partnering with organizations to enhance and
not duplicate services aligns with LOE5. CAPSLO routinely works with other organizations including those within the
SLO Supportive Housing Consortium, and actively coordinates with the partner organizations that provide permanent
housing. CAPSLO staff identify the best options for the most complicated and challenging situations presented and
most often this includes extensive partnerships with other organizations. In its strategic planning process, CAPSLO is
intentionally aligning with the San Luis Obispo Countywide Plan to Address Homelessness, 2022-2027. LOE6: Build
public engagement through information-sharing and partnership - Monthly Town Hall sessions are being held at Prado
HSC, allowing clients to ask questions, air concerns, and provide input. Whenever possible, CAPSLO incorporates peer
leadership, especially in outreach activities.
C.10. Select all population(s) expected to be served through this project:
Adults with children
Adults without children
Elderly/Senior
Parenting Youth
Persons Experiencing Chronic Homelessness
Persons At Risk of Homelessness
Veterans
Domestic Violence Survivors
Persons with Disabilities
Unaccompanied Youth (under 25 years of age)
Individuals with Co-occurring Disorders (Substance Use and Mental Health)
Low – Moderate Income Persons or Households
C.11. How does your program/service complement and collaborate with existing efforts in the County? Describe
how the program/project will increase capacity of services/housing for persons experiencing homelessness and at-
risk persons in the County.
CAPSLO has a long-standing tradition of partnering with organizations to enhance, not duplicate, services. With the
commitment to providing participants with easier access to care, CAPSLO has worked diligently to collaborate with
service providers to bring necessary services on-site. As previously noted, CAPSLO is the Lead Agency in Coordinated
Entry and frequently contracts with ECHO and 5CHC. CAPSLO's commitment to and role within CES has allowed it to
align programming changes with the strategic goals of the SLO CoC. Specifically, CAPSLO created a universal intake
process in HMIS for CES and has increased its CES enrollments by over 100% in the first half of the CES grant year.
More specifically to this proposed program, CAPSLO operates the largest shelter program in SLO County, frequently
providing shelter for 130-150 households nightly through hoteling, shelter beds at Prado HSC, and the Overflow and
Warming Center Programs. Without proper funding, this critical resource will not be able to continue to operate at
capacity and will increase the number of households experiencing unsheltered homelessness in SLO CoC.
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C.12. Describe any consultation with local jurisdictions to gain support for the project.
CAPSLO Homeless Services Division works with the cities of Morro Bay and San Luis Obispo to support their efforts in
addressing homelessness. The City of San Luis Obispo, in addition to its CDBG allocation, also supports homeless
services operations through its General Fund Support for Safe Parking, Warming Center, hotel vouchers, and outreach
for the Bob Jones Bike Trail, as well as homeless prevention through the Human Relation Commission's Grants-in-Aid.
As previously stated, CAPSLO is currently working closely with City of Morro Bay staff to secure a location for a
Warming Center.
C.12a. Please attach any letters of support or commitment from local governments or community partners.
Letters of Support *Required
CAPSLO - City of SLO Letter of Support 2025.pdf
C.13. Name partner agencies as applicable and describe how they will be participating in the delivery of the
proposed activity.
C.14. Indicate the predicted, unduplicated performance outcome listed below:
Population Number of Individuals
Served
Number of Households
Served
Number of unsheltered persons to become sheltered 530 472
Number of people experiencing homelessness to be
entering permanent housing
225 191
Number of people experiencing Chronic Homelessness
served
598 591
Number of persons At-Risk of Homelessness served 144 134
Number of Unaccompanied Youth served 0 0
Number of Youth At-Risk of Homelessness served 91 91
Number of persons in families with children served 167 58
Total 1,755 1,537
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Printed By: Donna Hawkins on 10/13/2025 13 of 18
D. Funding & Eligible Activities
Completed by planning@capslo.org on 10/10/2025 10:16 AM
Case Id: 30571
Name: 40 Prado Homeless Services Center, CAPSLO -
2026Address: 40 Prado Road, (Additional services at 1344
Nipomo Street, and 265 South Street, SLO), San
Luis Obispo, CA 93401--5813D. Funding & Eligible Activities
Please provide the following information.
D.1. Total Funding Requested
$429,261.00
D.1a. Please upload a Budget & Budget Narrative for the project for which you are applying. The budget narrative
should include FTEs to be provided. Please include the value of any matching funding. Project budget must include
committed and anticipated funding for total project cost--not just for funding requested in this application.
Budget and Budget Narrative *Required
CAPSLO CDBG-ESG-GFS 26-27 Budget & Narrative.pdf
D.2. Are you requesting CDBG funds?
Yes
D.2a. Amount of CDBG funds requested:
$117,981.00
D.2.b. Please indicate the amount you are requesting for each jurisdiction:
Jurisdiction Amount
Arroyo Grande $0.00
Atascadero $0.00
Morro Bay $9,639.00
Paso Robles $0.00
Pismo Beach $0.00
San Luis Obispo $79,025.00
County $29,317.00
TOTAL $117,981.00
D.2c. Estimated number of unduplicated persons to benefit from CDBG funds:
1,755
D.2d. Estimated number of unduplicated households to benefit from CDBG funds:
1,615
D.2.e. Please select the national objective that best applies to the proposed project. Please refer to "Basically
CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" for more information regarding CDBG
national objectives.
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Low Moderate Income
LOW/MODERATE INCOME: Select which criteria the proposed project intends to qualify under to meet the
Low/Moderate Income objective.
Low/Moderate Income Clientele
D.2.f. Identify all eligible activities that apply to the proposed project:
Public Services -General
Operating Costs of Homeless/AIDS Patients Programs
Senior Services
Handicapped Services
Legal Services
Youth Services
Transportation Services
Substance Abuse Services
Services for Battered and Abused Spouses
Crime Awareness or Neighborhood Cleanups
Fair Housing Activities
Tenant/Landlord/Housing Counseling
Child Care Services
Health Services
Services for Abused and Neglected Children
Mental Health Services
Job Training and Job Placement Services
Subsistence Payments, Homeless Assistance, Rental Housing Subsidies or Security Deposits
Assistance to microenterprises (technical assistance, business support services, and other similar services to
owners of microenterprises or persons developing microenterprises)
D.2g. Explain how the proposed project meets the selected National Objective:
The proposed project meets the National Objective because 100% of the beneficiaries of the proposed activities will
be Low/Moderate income persons. The specific group of persons the proposed project will serve are homeless
persons. CAPSLO requests documentation of family/individual income for clients of the 40 Prado Homeless Services
Center. This meets the CDBG primary National Objective, since more than 70% of funds received will be expended on
activities that benefit Low/Moderate income clients.
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D.2h. Will the services offered by your organization increase or expand as a result of CDBG assistance?
Yes
D.2i. Explain how your services will increase or expand as a result of CDBG assistance:
CAPSLO expanded its Street Outreach program by securing a downtown office rented from St Stephen's Episcopal
Church, from which additional outreach staff can be rapidly deployed. As 40 Prado HSC accommodates more and
more clients, CAPSLO has added more staff, but lacks additional office space at 40 Prado HSC. Other outreach staff are
now using CAPSLO offices on South Street as a base. With an increased capacity of 40 beds, 40 Prado HSC is operating
an expanded Warming Center program, which now operates year-round and is dependent only on the weather, not
the time of year. New this year is the Overnight Parking program throughout six rotating sites in the City of San Luis
Obispo. CAPSLO will also begin offering a Warming Center in Morro Bay once a location is secured, and in the
meantime, outreach workers are connecting Morro Bay homeless residents to services at 40 Prado HSC. Another new
service is the County’s behavioral health mobile clinic, which will visit 40 Prado HSC twice weekly.
D.2j. Describe how the project will directly benefit the populations identified.
The 40 Prado Homeless Services Center directly benefits low-income and very low-income populations who are
homeless by providing shelter, providing basic needs such as showers and meals, and engaging them in a partnership
with community outreach programs to set them on a path to housing. CAPSLO's system of diversion and case
management ensures that homeless individuals across the county are connected to social security benefits, physical
and behavioral health care, community resources, available employment training and workforce development
programs, and other supportive services that promote long-term health and housing stability.
D.3. Are you requesting ESG funds?
Yes
D.3a. Amount of ESG funds requested:
$135,680.00
D.3b. Please upload your ESG Policies and Procedures for each activity for which you are applying.
ESG Policies and Procedures *Required
CAPSLO HCD Approved Policies & Procedures.pdf
D.3.c. Identify all eligible activities and their amounts that apply to the proposed project:
Eligible Activities Amount Approximate Persons Served
Emergency Shelter $135,680.00 1,755
Street Outreach $0.00 0
Rapid Re-Housing $0.00 0
Homelessness Prevention $0.00 0
HMIS $0.00 0
TOTAL $135,680.00 1,755
D.3.d. ESG Matching Funds (1:1 Match Required)
Funding Source Amount
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Printed By: Donna Hawkins on 10/13/2025 16 of 18
Private Donations $135,680.00
TOTAL $135,680.00
D.4. Are you requesting General Fund Support funds?
Yes
D.4a. Amount of GFS funds requested:
$175,600.00
D.4b. Identify all eligible activities that apply to the proposed project:
Amount Approximate
Persons Served
Emergency Shelters $175,600.00 1,755
Safe Parking $0.00 0
Essential Services for Persons Experiencing Homelessness $0.00 0
Warming Centers $0.00 0
Street Outreach $0.00 0
Tenant Based Rental Assistance-TBRA $0.00 0
TOTAL $175,600.00 1,755
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E. Supplemental Documents
Completed by planning@capslo.org on 10/10/2025 10:16 AM
Case Id: 30571
Name: 40 Prado Homeless Services Center, CAPSLO -
2026Address: 40 Prado Road, (Additional services at 1344
Nipomo Street, and 265 South Street, SLO), San
Luis Obispo, CA 93401--5813E. Supplemental Documents
Please note that all documents uploaded into this application must be less than 100 MB in file size. We cannot accept documents
via email or through another platform, such as Dropbox or Google Drive. Applicants may split larger documents into multiple smaller
files, label them appropriately with “part X of X” and then upload them directly into this application.
Do not upload password-protected documents into this application. All password-protected documents will be removed during
threshold review and this may negatively impact scoring of your application.
Documentation
Please upload any other documentation that should be considered during review of your application. Multiple files may
be uploaded if needed.
Supplemental Documentation
**No files uploaded
Page 49 of 444
Printed By: Donna Hawkins on 10/13/2025 18 of 18
Submit
Completed by planning@capslo.org on 10/10/2025 10:17 AM
Case Id: 30571
Name: 40 Prado Homeless Services Center, CAPSLO -
2026Address: 40 Prado Road, (Additional services at 1344
Nipomo Street, and 265 South Street, SLO), San
Luis Obispo, CA 93401--5813Submit
Please provide the following information.
The applicant certifies that all information contained in this application, and supporting documentation, given
for the purpose of obtaining assistance, is true and complete to the best of the applicant’s knowledge.
I hereby certify that our organization has complied with all applicable laws and regulations pertaining to the
application and is an eligible applicant for the requested funding. The organization proposes to provide the program
services or complete the project identified in this application. If this application is approved and this organization
receives the requested funding this organization agrees to adhere to all relevant Federal, State, and local regulations
and other assurances as required by the County.
I hereby certify that the organization is fully capable of fulfilling its obligation under this application, as stated
herein.
I further certify that the information provided in this Funding Application is correct, accurate, and complete.
In addition, the content of the application shall be incorporated as part of the written agreement and, as such, will be
used to monitor performance. Activities, commitments, and representations described in the written agreement that
are not subsequently made a part of the program/project as funded shall be considered a material contract failure
and may result in a repayment of all awarded funds and/or suspension from participation in future funding rounds.
Authorized Representative Signature
Elizabeth "Biz" Steinberg
Electronically signed by planning@capslo.org on 10/10/2025 10:17 AM
Authorized Representative Title
Chief Executive Officer
Page 50 of 444
Printed By: Donna Hawkins on 10/13/2025 1 of 19
Overview
Completed by grants@pshhc.org on 10/7/2025 7:26 PM
Case Id: 30590
Name: Supportive Housing Program, Peoples' Self-Help
Housing - 2026Address: 1060 Kendall Road, San Luis Obispo , CA 93401
Overview
County of San Luis Obispo
Public Service Grants Program
Department of Social Services
Adult and Homeless Services Branch
PO Box 8119
San Luis Obispo, CA 93403-8119
Page 51 of 444
Printed By: Donna Hawkins on 10/13/2025 2 of 19
SS_HomelessGrants@co.slo.ca.us
Community Development Block Grant (CDBG), Emergency Solutions Grant Program (ESG), and County General Fund
Support (GFS) funding is available. The County of San Luis Obispo 2026 Action Plan Notice of Funding Availability
(NOFA) is posted on the County's Department of Social Services - Homeless Services Division website at
slocounty.gov/HomelessServicesGrants.
Applications for the 2026 Action Plan NOFA will be accepted until the 5:00 pm submission deadline on Friday,
October 10, 2025.
If you have any questions about the application process, please contact the Homeless Services Division directly at
SS_HomelessGrants@co.slo.ca.us.
****************************************
For each Public Service funding source, an overview is available in the County of San Luis Obispo 2026 Action Plan
Notice of Funding Availability (NOFA). These overviews include program descriptions, federal award information,
eligible applicants, eligible activities, eligible beneficiaries, and reporting requirements:
Section I.C for Community Development Block Grant (CDBG) Overview
Section I.D for Emergency Solutions Grant Program (ESG) Overview
Section I.G for General Fund Support (GFS) Overview
****************************************
Please note that all documents uploaded into this application must be less than 100 MB in file size. We cannot accept
documents via email or through another platform, such as Dropbox or Google Drive. Applicants may split larger
documents into multiple smaller files, label them appropriately with “part X of X” and then upload them directly into
this application.
Do not upload password-protected documents into this application. All password-protected documents will be
removed during threshold review. This may negatively impact scoring of your application.
Page 52 of 444
Printed By: Donna Hawkins on 10/13/2025 3 of 19
A. Applicant Information
Completed by grants@pshhc.org on 10/5/2025 8:54 PM
Case Id: 30590
Name: Supportive Housing Program, Peoples' Self-Help
Housing - 2026Address: 1060 Kendall Road, San Luis Obispo , CA 93401
A. Applicant Information
Please provide the following information.
PRIMARY APPLICANT INFORMATION-LEAD AGENCY
A.1. Organization Name
People's Self-Help Housing
A.2. Type of Organization
Non-Profit
A.2.a. Define Other:
A.3. Please upload the following documentation:
Proof of Active SAM.gov Registration *Required
PSHH Sam Reg.pdf
A.3.a UEI Number: For more information, visit SAM.GOV
NHC6G8NUGY17
A.4. Address
1060 Kendall Road San Luis Obispo, CA 93401
A.5. Is the organization faith based?
No
A.6. Date of Incorporation
07/01/1970
A.7. Please upload the following documentation:
Incorporation Documents *Required
PSHHC Articles of Incorporation.pdf
Organization Mission Statement *Required
PSHH Mission Statement.pdf
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General Liability Insurance *Required
PSHH COI Umbrella 2025-26.pdf
A.8. REQUIRED ACKNOWLEDGEMENT OF INSURANCE REQUIREMENTS. Has your organization read and understood
the insurance requirements listed in “CDBG Example Exhibit D-General Conditions”?
Yes
A.9 Annual Operating Budget
$20,881,241.00
A.10 Number of Paid Staff
230
A.11 Number of Volunteers
100
CONTACT INFORMATION
A.12 Contact Person Name
June Eastham
A.12a. Contact Person Title
Grants Manager
A.12b. Phone Number
(805) 548-2345
A.12c. Email
grants@pshhc.org
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B. Applicant Capacity
Completed by grants@pshhc.org on 10/10/2025 12:01 PM
Case Id: 30590
Name: Supportive Housing Program, Peoples' Self-Help
Housing - 2026Address: 1060 Kendall Road, San Luis Obispo , CA 93401
B. Applicant Capacity
Please provide the following information.
B.1. Describe the organization’s history of receiving and managing grants from County/State/Federal sources.
People’s Self-Help Housing (PSHH) has substantial history of receiving and managing grants from County, State, and
Federal sources – demonstrating financial capacity, feasibility, and sustainability over extended periods. PSHH receives
over $750,000 per year, year over year, in federal funds, triggering a Single Audit in compliance with federal regulations.
Major highlights are as follows: 1. Multiple Capital CDBG grants through the Central Coast for the construction of
affordable housing properties over several decades. 2. Community Development Block Grant (CDBG) funding from
Ventura County and City for over five years to Supportive Housing Program (SHP) services 3. County of San Luis Obispo
Continuum of Care (CoC) funding for FY23-24 4. CDBG funding from San Luis Obispo CoC jurisdictions for SHP services
over multiple years 5. An American Rescue Plan (ARPA) award of $200,000 for SHP services in SLO County 6. City of
Santa Barbara funding for SHP services at our Victoria Hotel and Heath House properties 7. City of Santa Maria CDBG
capital funding for an Education Department learning center rehabilitation 8. Regular regional, state, and federally-
sponsored grants and forgivable loans to the Multifamily Housing development Department to bring new and continued
affordable housing properties 9. $1,000,000+ in Paycheck Protection Program (PPP) funding 10. Recurring HUD Technical
Assistance funding 11. Continuous renewal of the HUD Service Coordinators in Multifamily Housing funding, renewal
dependent on compliant financials and programmatic outcomes within renewal guidelines. 12. California State Parks
Outdoor Equity Education (CSP-OEE) funding for education program expansion over a five-year period.
B.2. Describe how the organization participates in HMIS, Coordinated Entry, and the San Luis Obispo County
Continuum of Care.
For CoC-participating units, PSHH records unit availability, client intake, service provision, record-keeping, and ongoing
updates through the Homeless Management Information System (HMIS), ensuring all Supportive Housing Program
participants and housing units are registered and their progress is tracked in alignment with federal standards. PSHH
utilizes the Coordinated Entry System for selection of new residents for its CoC-participating housing units, which ranks
eligible individuals with the greatest needs based on standardized vulnerability assessments. All vacancies in PSHH’s
dedicated homeless set-aside units are filled via CoC referrals, and the organization collaborates closely with the
Coordinated Entry team to ensure countywide prioritization goals are met. PSHH is a key partner in the San Luis Obispo
County Continuum of Care (CoC), regularly collaborating with other service providers and CoC members, government
agencies, and stakeholders to implement a Housing First approach, provide comprehensive case management, share
data, and participate in governance and planning activities. The organization helps match prioritized individuals to
available housing resources and maintains compliance with CoC standards and policies.
B.3. Briefly describe your organization’s auditing requirements (as outlined in 2 CFR § 200.500 and 24 CFR § 5.801),
including those for the proposed project.
For CoC-participating units, PSHH records unit availability, client intake, service provision, record-keeping, and ongoing
updates through the Homeless Management Information System (HMIS), ensuring all Supportive Housing Program
participants and housing units are registered and their progress is tracked in alignment with federal standards. PSHH
utilizes the Coordinated Entry System for selection of new residents for its CoC-participating housing units, which ranks
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eligible individuals with the greatest needs based on standardized vulnerability assessments. All vacancies in PSHH’s
dedicated homeless set-aside units are filled via CoC referrals, and the organization collaborates closely with the
Coordinated Entry team to ensure countywide prioritization goals are met. PSHH is a key partner in the San Luis Obispo
County Continuum of Care (CA-614), regularly collaborating with other service providers and CoC members, government
agencies, and stakeholders to implement a Housing First approach, provide comprehensive case management, share
data, and participate in governance and planning activities. The organization helps match prioritized individuals to
available housing resources and maintains compliance with CoC standards and policies.
B.3.a. Please upload your organization's Most Recent Financial Audit.
Most Recent Financial Audit *Required
PSHH Audit FYE24 reduced.pdf
B.4. Describe the organization’s experience delivering related programs/projects.
PSHH has provided SHP services to residents free of charge for over 22 years. The program has been designed and
continuously adapted in direct response to needs expressed and observed across service clients, particularly as housing
instability challenges have evolved. These clinical case management services help retain residents, even when they face
challenges such as lease violations and nonpayment of rent, keeping eviction rates near zero. SHP usage in San Luis
Obispo County has leveled out at around 62% of PSHH's nearly 2,200 households annually, only a few points lower than
the peak of the pandemic. These clinical case management services help retain residents, even when they face
challenges such as lease violations and nonpayment of rent, keeping eviction rates near zero. SHP usage in San Luis
Obispo County has leveled out at around 62% of PSHH’s 943 County households annually, only a few points lower than
the peak of the pandemic. PSHH was a member of the original CoC cohort when the Continuum of Care was founded in
San Luis Obispo County, rejoining only a few years ago. This reintegration includes incorporating new County units
opening during the grant period and expanding HMIS participation across properties, with all vacancies in HMIS-
participating units now filled through Coordinated Entry System referrals following Housing First principles. The
organization continues to provide Supportive Services, Rental Assistance, and Permanent Housing as a key member of
the CoC, employing effective strategies such as Housing First principles, Progressive Engagement, and income
enhancement efforts for people experiencing homelessness.
B.5. How will you document and maintain income status or presumed benefit status of each beneficiary?
PSHH safely collects and verifies information on family size, income, disability, and senior status in accordance with
federal HUD and USDA regulations as part of a household’s application process prior to move-in at a PSHH property.
Once residing at a PSHH rental property, every household’s income and size is recertified annually including those
receiving services through Supportive Housing Program (SHP), for which grant funding is sought. In most cases,
household income may not exceed 60% of the Area Median Income (AMI) at move-in. Household size, income, disability,
and senior status information is stored in PSHH’s tenant database, which is easily cross referenced with the client
database maintained by the Supportive Housing Program. The SHP database is specifically configured to generate
reports aligned with performance metrics and reporting requirements, ensuring we can provide accurate data on
income increases and economic stability outcomes. Our documentation process includes obtaining signed releases of
information at intake, collecting pay stubs or employer verification for earned income, securing award letters for Social
Security, SSI/SSDI, and other benefits, and documenting SNAP, TANF, and other public assistance through benefit
verification systems. For participants with no income, we complete standardized self-declaration forms and conduct
follow-up verification as required by HUD and/or USDA guidelines. All documentation is date-stamped, reviewed by
supervisory staff for completeness and accuracy, and maintained in secure filing systems with restricted access to
ensure confidentiality.
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B.6. Briefly describe your agency’s record keeping system with relevance to the proposed project.
PSHH uses two parallel databases relevant to the program that document beneficiary information to maintain
compliance. The first is the organization’s resident database which is maintained by the Property Management
Department, which stores information on every PSHH household, including members, ages, race, ethnicity, income at
move-in, and income level at the most recent recertification. The second is the HIPPA-compliant SHP program database,
used for storage of case management records and maintained by our clinical social workers. This second database
includes case files containing notes tagged for specific services rendered and is easily cross-referenced to the resident
database. The tags such as crisis intervention, healthcare service referrals, food assistance, transportation, counseling,
and legal services are relevant to various outcomes, outputs, and funder reports. Both system databases maintain
documentation of presumed benefit status for households experiencing homelessness. All records are secured with
restricted access, date-and-time stamped for audits, and retained for the standard set by federal and state regulations.
The dual-system approach guarantees accurate data collection and reporting across all funding streams and maintains
integrity of performance metrics across program requirements.
B.7. Identify all budgeted funds for project related costs. Include leveraged funding to exhibit financial sustainability
of the project beyond the grant term if awarded.
Unincorporated San Luis Obispo budgeted funds: Avila Beach Community Foundation, $2,700 PSHH Property Service &
Program Revenue, $264,720 City of San Luis Obispo budgeted funds: City of San Luis Obispo grants, $13,500 PSHH
Property Service & Program Revenue, $181,594
B.8. REQUIRED ACKNOWLEDGEMENT FOR FEDERAL GRANTS OR CONTRACTS. Does your organization certify that, if
awarded funds, it will comply with the requirements as shown on "CDBG Example D-General Conditions" and "CDBG
Example Exhibit E-Special Conditions"?
Yes
B.9. Does your organization comply with the Generally Accepted Accounting Principles (as outlined in 2 CFR § 200)?
Yes
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C. Proposed Project & Project
Details
Completed by grants@pshhc.org on 10/7/2025 7:22 PM
Case Id: 30590
Name: Supportive Housing Program, Peoples' Self-Help
Housing - 2026Address: 1060 Kendall Road, San Luis Obispo , CA 93401
C. Proposed Project & Project Details
Please provide the following information.
C.1. Name of Proposed Project
Supportive Housing Program for Community Members at Risk of Homelessness
C.2. Project/Program Address
1060 Kendall Road San Luis Obispo , CA 93401
C.3. Areas Served-Select all that apply
City of Arroyo Grande
City of Atascadero
City of Grover Beach - Not eligible for CDBG or ESG
City of Morro Bay
City of Paso Robles
City of Pismo Beach
City of San Luis Obispo
Unincorporated Community
Name of Unincorporated Community:
Oceano, Los Osos, Avila Beach, Cambria, Templeton
Countywide
C.4. Provide a brief narrative of the proposed project, including projected outcomes:
The Supportive Housing Program provides clinical case management through licensed and associate clinical social
workers serving residents across 30 County affordable rental properties. Services are free, confidential, voluntary, and
provided in English and Spanish with bilingual staff serving a predominantly Latinx population (80% of clients), with
residents never placed on waiting lists for immediate access to support. Social workers deliver crisis intervention,
financial assistance coordination, healthcare navigation, behavioral health support, and proactive outreach to
residents facing eviction risk. Strategic partnerships with CenCal Health Enhanced Care Management, County
Behavioral Health, and emergency assistance providers enable comprehensive coordinated care for individuals with
complex needs. The program is expanding with a new property opening in the City of San Luis Obispo and, while not
part of this CDBG project, one additional property in Grover Beach to serve growing demand countywide. The
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program will serve approximately 1,400 persons and 500 households annually, maintaining near-zero eviction rates
among extremely vulnerable populations (57% extremely low-income, 27% very low-income) through clinical
intervention.
C.5. For proposed projects serving individuals at risk of or experiencing homelessness, upload your organization's
HUD Annual Performance Report (APR) or CE APR generated from HMIS for the previous 12-month period. The
report should be run for a single project type and correspond to the project type (Emergency Shelter, Street
Outreach, etc.) for which you are applying. This information will be used by the grant review committee to assess
past performance, outcomes, and alignment with funding priorities. Please be sure to not include any Client PII,
including Clarity ID, along with the reports. Many review committee members will not be HMIS users.
If your organization does not currently have a project in HMIS, please provide a comparable performance report
that includes outcome data and performance metrics relevant to your proposed project type.
For guidance on how to run reports in HMIS, please visit the HMIS Knowledge Base.
HUD Annual Performance Report (APR)
PSHH_HUD_HMIS_AnnualPerformanceReport_[FY2024].pdf
C.6. What is the level of need for this activity within SLO County? Please include data to support your answer.
San Luis Obispo County faces a critical gap between the need for stable, affordable housing and available resources,
with housing insecurity threatening thousands of low-income households. PSHH residents mirror this vulnerability:
57% are extremely low-income, 27% are very low-income, and 12% are low-income, placing nearly all served
households at elevated risk of homelessness without ongoing supportive services. In January 2024, the County's Point-
in-Time Count identified 1,175 individuals experiencing homelessness on a single night, with nearly one-third (339)
being seniors aged 55 and older. Current shelter capacity can accommodate only 20–30% of those in need on any
given night, and the five-year Consolidated Plan projects the need for housing solutions for an additional 2,050 people
by 2030 to meet County goals. The 2023 poverty rate in San Luis Obispo County was 12.8%, above the state average.
Over half of renter households (56%) are rent-burdened, devoting more than 30% of income to housing costs. With
median rents ranging from $2,400 to $2,644 per month in late 2025, and a two-adult household requiring an annual
income of $76,161 to meet basic needs, extremely low-income and very low-income households face constant
housing instability. According to the California Housing Partnership's 2023 Housing Needs Report, San Luis Obispo
County requires an additional 13,000 affordable rental homes to meet the needs of its low-income residents. Only 9%
of homes are affordable to a family earning median household income, and the County rank high on my lists of least
affordable areas in the United States, with one of the largest factors being a lack of naturally occurring affordable
housing. This shortage disproportionately affects very low-income and extremely low-income households, the exact
populations served by PSHH. PSHH's resident population exemplifies the housing insecurity crisis, with 57% earning
extremely low incomes (typically 30% or less of Area Median Income), 27% earning very low incomes (31–50% AMI),
and 12% earning low incomes (51–80% AMI), these households are extraordinarily vulnerable to economic shocks,
eviction, and homelessness. Many residents struggle with mental health challenges, substance use issues, or are
transition-age youth—populations that benefit critically from the Supportive Housing Program's clinical case
management and housing stabilization services. The Community Foundation's Housing & Homelessness reports
document persistent barriers including limited affordable rental options, scarcity of non-congregate beds, and
disproportionate impacts on Indigenous and Latinx communities, underscoring the need for culturally tailored
supportive housing. The intersection of a sizable unsheltered population, limited system capacity, elevated poverty,
acute housing cost burdens, and the extreme income vulnerability of PSHH's resident population demonstrates that
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San Luis Obispo County's need for expanded Supportive Housing Program services is both high and urgent. Enhanced
clinical case management, housing-focused supportive services, and targeted financial assistance are vital to prevent
homelessness among the County's most vulnerable low-income households and close the gap between need and
available resources.
C.7. Please upload a timeline for key steps of project implementation.
Timeline *Required
PSHH Timeline.pdf
C.8. Is this effort new, continuing, or expanding? Please describe.
This effort is expanding. PSHH has provided the Supportive Housing Program (SHP) continuously for over 22 years,
establishing a track record of preventing homelessness and stabilizing vulnerable households across San Luis Obispo
County. The program is now undergoing expansion to meet growing demand driven by new property developments
and increased service utilization rates. The 53 unit Cleaver and Clarks Commons is opening in December 2026, where
grant funds will be applied. The organization is expanding the total number of SHP staff, consisting of licensed and
associate clinical social workers, to maintain appropriate client-to-staff caseload ratios as the portfolio grows.
Comprehensive professional development is being provided to all new and existing Supportive Housing Program staff
to ensure high-quality, evidence-based service delivery across the expanding service area.
C.9. Describe how the project will align with a (or multiple) Line(s) of Effort to support the San Luis Obispo
Countywide Plan to Address Homelessness (2022-2027).
The Supportive Housing Program (SHP) as whole serves all CDBG jurisdiction with the County of San Luis Obispo. The
Supportive Housing Program aligns directly with Line of Effort 2 of the San Luis Obispo Countywide Plan to Address
Homelessness by reducing barriers to housing stability through comprehensive supportive services, housing
navigation, and prevention efforts. SHP provides housing-focused case management and services through the
provision of clinical case management and onsite care that builds capacity, well-being, and personal resiliency for
residents transitioning from housing instability. PSHH is actively increasing Supportive Housing Program staff to keep
pace with new property developments and providing professional development for new and existing staff as the
organization expands San Luis Obispo County's affordable housing stock, including new homeless set-aside units. This
directly supports the Plan's strategy to increase staff capacity for coordinated entry, outreach, and housing case
management while meeting best-practice client-to-staff ratios. PSHH is expanding our housing inventory and system
integration. While CoC-participating units are not included in this proposal, PSHH is entering many new homeless set-
aside units into Continuum of Care participation which will utilize HMIS and associated processes, which aligns with
the Plan's emphasis on using the coordinated entry system as the foundation for service assessment. This includes
units at Beacon Studios, opening with 78 units, most homeless set-asides, including 35 Transition Age Youth (TAY)
units. PSHH provides housing in non-CoC-participating units to 146 households, comprised of 323 residents, who were
homeless prior to move-in. The organization commits to placing at least 10% of each newly developed property to
homeless set-aside units. Targeted Services for Subpopulations: SHP targets housing units and program services to
diverse subpopulations experiencing homelessness, including veterans, Transition Age Youth, individuals living with
disabilities, and those classified as chronically homeless. This approach directly addresses the Plan's strategy to target
program services to subpopulations with specific needs while ensuring services are culturally appropriate and vary
based on household makeup and support requirements.[1] Homelessness Prevention and Stabilization: SHP provides
ongoing homelessness prevention services to all residents, as the program is designed to build housing security. The
organization serves many residents who qualify as low-income and are at risk of homelessness, even if not
immediately homeless prior to move-in. PSHH has increased temporary financial support funding by tens of thousands
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of dollars per year over the last two years through private donations and community support organizations, helping
residents with rent, unpaid utilities, and other household needs. This aligns with the Plan's diversion and prevention
strategies to help households stabilize through temporary financial support. Behavioral Health Integration: SHP
provides short-term behavioral health support and connects residents to longer-term behavioral health services. The
program has partnered with CenCal Health to provide Enhanced Care Management (ECM), offering person-centered,
comprehensive care coordination for individuals with highly complex health and social needs, including those
experiencing homelessness or serious health conditions. This partnership directly supports the Plan's emphasis on
expanding behavioral health services and creating active partnerships with healthcare providers to better support
people with complex needs. Culturally Responsive Services: PSHH provides ongoing diversity, equity, and inclusion
professional development for all Supportive Housing Program staff and prioritizes hiring bilingual/bicultural service
providers. The program enhances security and ability to engage with and build community among formerly homeless
residents. These efforts align with the Plan's strategies to implement culturally and linguistically responsive programs,
improve access for people with limited English proficiency, and create opportunities for formerly homeless persons to
participate in mutually supportive neighborhoods.
C.10. Select all population(s) expected to be served through this project:
Adults with children
Adults without children
Elderly/Senior
Parenting Youth
Persons Experiencing Chronic Homelessness
Persons At Risk of Homelessness
Veterans
Domestic Violence Survivors
Persons with Disabilities
Unaccompanied Youth (under 25 years of age)
Individuals with Co-occurring Disorders (Substance Use and Mental Health)
Low – Moderate Income Persons or Households
C.11. How does your program/service complement and collaborate with existing efforts in the County? Describe
how the program/project will increase capacity of services/housing for persons experiencing homelessness and at-
risk persons in the County.
PSHH collaborates through the Supportive Housing Program with organizations throughout San Luis Obispo County,
creating a comprehensive network of wraparound services that links residents to health, social services, and
employment programs. SHP social workers act as advocates and connectors, helping stabilize households and build
resiliency by facilitating access to services residents would otherwise struggle to navigate. Clinical case managers
routinely coordinate appointments, assist with intake processes, and provide mediation, language support, and
service navigation assistance. SHP complements DHHS services by helping residents anticipate and mitigate challenges
before they occur, reducing staff time and program resources invested by County agencies. Partnerships and working
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relationships enable SHP social workers to act as advocates and connectors, helping stabilize households and build
resiliency by facilitating access to services that residents would otherwise struggle to navigate. The following selection
of partnerships, formalized through Memoranda of Understanding (MOUs), demonstrates how integrated care
coordination enhances housing stability and reduces barriers to mainstream benefits: SLO County Behavioral Health:
PSHH coordinates with SLO County Behavioral Health to connect residents to voluntary wraparound supports—
including case management, therapy, crisis response, and life skills—that help them stabilize and maintain housing.
On-site Health Clinics: Free, on-site primary care removes transportation and cost barriers for uninsured residents,
supporting early intervention, chronic condition management, and better health outcomes that promote housing
stability. Emergency One-Time Assistance Partnerships (Starfish Connection, South SLO County Womenade, and
Womenade SLO): When urgent expenses like utilities, transportation, or medical copays threaten housing stability,
PSHH case managers quickly coordinate direct payments to providers, helping residents bridge short-term crises and
maintain housing. CenCal Health Enhanced Care Management Partnership: Eligible residents with complex health
needs receive coordinated care through a dedicated Lead Care Manager who organizes medical, behavioral, dental,
and social services across multiple systems. This partnership streamlines access to comprehensive supports,
addressing both clinical and social determinants of health in one integrated model. VA Supportive Housing (VASH)
Partnership: PSHH coordinates closely with VA social workers to provide integrated case management for homeless
veterans and veterans at imminent risk of homelessness. VASH-voucher holders receive priority placement, moving to
the top of waiting lists for both dedicated VASH units and other available units across PSHH properties. This
coordinated intake and shared case management model ensures rapid housing placement and wraparound support
that promotes long-term housing stability for veterans. SHP annual usage remains elevated at approximately 62% of
PSHH's 948 households, demonstrating sustained need for clinical case management.. The household count will rise to
1001 by the end of the grant period. SHP significantly increases the County's capacity to serve community members at
risk of homelessness, including those previously homeless and those at risk due to low-income status. PSHH provides
SHP services across 30 County affordable rental properties, where we serve approximately 1,100 persons and 500
households annually. About 85% of client households are very low-income or extremely low-income, placing them at
elevated risk without ongoing supportive services. This homelessness prevention focus addresses a critical gap by
stabilizing vulnerable households before they enter the homeless services system. The program is expanding staff
capacity to accommodate the 79-unit Beacon Studios (opening December 2026) and 53-unit Cleaver and Clark
Commons (opening March 2026), with comprehensive professional development for all staff. PSHH has increased
temporary financial support funding by tens of thousands of dollars annually, providing assistance for rent, utilities,
and household needs. Over the past five years, PSHH has housed 314 homeless community members. While this grant
will not fund CoC-participating units, many formerly homeless residents live in non-CoC units and benefit from SHP
clinical case management that prevents returns to homelessness. The program provides ongoing diversity, equity, and
inclusion professional development and prioritizes hiring bilingual/bicultural service providers. Latinx households
account for 80% of clients served, with services in English and Spanish and live telephone translation available in any
language. By expanding service capacity for low-income households at risk, providing prevention services, serving
formerly homeless residents in non-CoC units, and building culturally responsive delivery, SHP significantly increases
the County's capacity to prevent and reduce homelessness among its most vulnerable populations.
C.12. Describe any consultation with local jurisdictions to gain support for the project.
PSHH’s commitment to providing Supportive Housing Program services is built into the affordable housing framework
starting with property development. Support for the Supportive Housing Program is integrated into PSHH's property
development process from the earliest planning stages, with supportive services functioning as a core component of
the organization's commitment to building quality affordable housing. PSHH engages in consultation with local
jurisdictions, the Continuum of Care, various County departments and boards, and organizational partners to ensure
that each new affordable housing development includes dedicated resources for comprehensive case management
and housing stabilization services. County CDBG capital funding has been provided to many PSHH properties during
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construction, with the supportive services offered by SHP serving as a critical component of funding decisions. This
demonstrates how local jurisdictions view the Supportive Housing Program as essential infrastructure that enhances
the viability and long-term success of affordable housing developments. SHP is currently supported by City of Morro
Bay CDBG funds and has been approved for portions of County of San Luis Obispo Continuum of Care funding. The
project is also supported by the City of San Luis Obispo municipal grant funds, County CBO/PHG funding, and County
ARPA funds. This multi-jurisdictional support reflects broad recognition among local government partners that the
Supportive Housing Program is essential to the success of affordable housing development and the County's
homelessness response strategy.
C.12a. Please attach any letters of support or commitment from local governments or community partners.
Letters of Support *Required
DRR_SLO County Services Letter 2024 signed.docx
C.13. Name partner agencies as applicable and describe how they will be participating in the delivery of the
proposed activity.
C.14. Indicate the predicted, unduplicated performance outcome listed below:
Population Number of Individuals
Served
Number of Households
Served
Number of unsheltered persons to become sheltered 0 0
Number of people experiencing homelessness to be
entering permanent housing
8 8
Number of people experiencing Chronic Homelessness
served
0 0
Number of persons At-Risk of Homelessness served 338 192
Number of Unaccompanied Youth served 0 0
Number of Youth At-Risk of Homelessness served 50 43
Number of persons in families with children served 70 0
Total 466 243
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D. Funding & Eligible Activities
Completed by grants@pshhc.org on 10/7/2025 7:26 PM
Case Id: 30590
Name: Supportive Housing Program, Peoples' Self-Help
Housing - 2026Address: 1060 Kendall Road, San Luis Obispo , CA 93401
D. Funding & Eligible Activities
Please provide the following information.
D.1. Total Funding Requested
$50,000.00
D.1a. Please upload a Budget & Budget Narrative for the project for which you are applying. The budget narrative
should include FTEs to be provided. Please include the value of any matching funding. Project budget must include
committed and anticipated funding for total project cost--not just for funding requested in this application.
Budget and Budget Narrative *Required
Public Services - Proposed Budget Draft PSHH.xlsx
D.2. Are you requesting CDBG funds?
Yes
D.2a. Amount of CDBG funds requested:
$50,000.00
D.2.b. Please indicate the amount you are requesting for each jurisdiction:
Jurisdiction Amount
Arroyo Grande $0.00
Atascadero $0.00
Morro Bay $0.00
Paso Robles $0.00
Pismo Beach $0.00
San Luis Obispo $25,000.00
County $25,000.00
TOTAL $50,000.00
D.2c. Estimated number of unduplicated persons to benefit from CDBG funds:
466
D.2d. Estimated number of unduplicated households to benefit from CDBG funds:
243
D.2.e. Please select the national objective that best applies to the proposed project. Please refer to "Basically
CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" for more information regarding CDBG
national objectives.
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Low Moderate Income
LOW/MODERATE INCOME: Select which criteria the proposed project intends to qualify under to meet the
Low/Moderate Income objective.
Low/Moderate Income Clientele
D.2.f. Identify all eligible activities that apply to the proposed project:
Public Services -General
Operating Costs of Homeless/AIDS Patients Programs
Senior Services
Handicapped Services
Legal Services
Youth Services
Transportation Services
Substance Abuse Services
Services for Battered and Abused Spouses
Crime Awareness or Neighborhood Cleanups
Fair Housing Activities
Tenant/Landlord/Housing Counseling
Child Care Services
Health Services
Services for Abused and Neglected Children
Mental Health Services
Job Training and Job Placement Services
Subsistence Payments, Homeless Assistance, Rental Housing Subsidies or Security Deposits
Assistance to microenterprises (technical assistance, business support services, and other similar services to
owners of microenterprises or persons developing microenterprises)
D.2g. Explain how the proposed project meets the selected National Objective:
The Supportive Housing Program meets the CDBG Low/Moderate Income (LMI) national objective under the Limited
Clientele category, as the program serves a documented client population where over 95 percent qualify as low and
moderate income persons, far exceeding the 51 percent threshold required. The program's income profile
demonstrates this clearly, with 57% extremely low-income, 27% very low-income, and 12% low-income residents.
PSHH maintains comprehensive documentation of household income through HUD-required certification at move-in
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and annual recertification thereafter, with all data stored in the resident database and cross-referenced with the
Supportive Housing Program client database. This documentation process ensures clear compliance with the LMI
Limited Clientele national objective.
D.2h. Will the services offered by your organization increase or expand as a result of CDBG assistance?
Yes
D.2i. Explain how your services will increase or expand as a result of CDBG assistance:
CDBG assistance will enable the Supportive Housing Program to expand services to accommodate increasing numbers
of VA Supportive Housing (VASH) voucher holders throughout the County, who receive priority placement at the top
of waiting lists when units become available. The program will also expand to serve residents at non-CoC units at
Beacon Studios, opening in the City of San Luis Obispo in December 2026. This expansion requires hiring a minimum
of one additional licensed or associate clinical social worker to maintain appropriate client-to-staff caseload ratios as
service demand grows. CDBG funding will support comprehensive professional development for all new and existing
Supportive Housing Program staff to ensure high-quality, evidence-based service delivery across the expanding service
area. The program will establish new Memoranda of Understanding (MOUs) with partner organizations to enhance
service delivery, strengthen referral pathways, and enhance wraparound supports for vulnerable residents. The
program will continue to deepen and diversify partnerships with community organizations, healthcare providers, and
County agencies to provide new and modified services that better address evolving client needs, where utilization
rates remain elevated at approximately 62% of County households annually.
D.2j. Describe how the project will directly benefit the populations identified.
The Supportive Housing Program directly benefits all identified populations through comprehensive clinical case
management and housing stabilization services delivered by licensed and associate clinical social workers across 29
County affordable rental properties. Adults with Children: The program serves families with children through crisis
intervention, financial assistance coordination for household needs, healthcare navigation for pediatric and family
care, and school-related support services. Social workers help families access childcare resources, educational
supports, and emergency assistance for rent and utilities that prevent housing instability and keep children in stable
home environments. Adults without Children: Single adults and couples without children receive individualized case
management addressing employment barriers, healthcare access, mental health support, and financial stability. Social
workers provide counseling services, crisis intervention, and connections to community resources that build personal
resiliency and long-term housing stability. Elderly/Senior: Senior residents, who comprised nearly one-third of the
County's homeless population in the January 2024 Point-in-Time Count, receive specialized support including
healthcare navigation for chronic condition management, assistance accessing Medicare and Social Security benefits,
transportation coordination for medical appointments, and connections to senior-specific services. On-site health
clinic partnerships remove transportation and cost barriers for uninsured seniors, while social workers provide
advocacy for age-related housing accommodations. Persons At Risk of Homelessness: With 96% of residents qualifying
as low-income or below (57% extremely low-income, 27% very low-income, 12% low-income), the program principally
serves households at elevated risk of homelessness. Social workers provide proactive outreach when property
managers identify residents experiencing challenges, coordinate emergency financial assistance for urgent expenses
like rent and utilities, and offer crisis intervention that prevents eviction and maintains housing stability. Veterans:
Veterans receive coordinated case management through the VA Supportive Housing (VASH) partnership, where PSHH
social workers collaborate with VA social workers to provide integrated services. VASH voucher holders receive
priority placement at the top of waiting lists for both dedicated VASH units and other available units across PSHH
properties, with wraparound supports that address service-related disabilities, healthcare needs, and benefits
navigation. Persons with Disabilities: Residents with disabilities receive behavioral health support, coordination with
SLO County Behavioral Health for voluntary wraparound services including therapy and crisis response, healthcare
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navigation for disability-related medical needs, and assistance accessing disability benefits and accommodations. The
CenCal Health Enhanced Care Management partnership provides person-centered comprehensive care coordination
for individuals with highly complex health and social needs through dedicated Lead Care Managers who organize
medical, behavioral, dental, and social services. Unaccompanied Youth (under 25 years of age): While PSHH does
serve Transition Age Youth, all TAY units are participating the Continuum of Care and not covered by this grant
program. Low-Moderate Income Persons or Households: The program meets the CDBG Low/Moderate Income
national objective through the Limited Clientele category, with over 95% of clients qualifying as LMI persons. PSHH
documents household income according to HUD standards at move-in and through annual recertification, with all
data stored in the resident database and cross-referenced with the Supportive Housing Program client database.
Clinical case management services prevent housing loss among extremely vulnerable low-income households,
maintaining near-zero eviction rates and preventing entries into the homeless services system.
D.3. Are you requesting ESG funds?
No
D.3a. Amount of ESG funds requested:
$0.00
D.3b. Please upload your ESG Policies and Procedures for each activity for which you are applying.
ESG Policies and Procedures *Required
**No files uploaded
D.3.c. Identify all eligible activities and their amounts that apply to the proposed project:
Eligible Activities Amount Approximate Persons Served
TOTAL $0.00 0
D.3.d. ESG Matching Funds (1:1 Match Required)
Funding Source Amount
TOTAL $0.00
D.4. Are you requesting General Fund Support funds?
No
D.4a. Amount of GFS funds requested:
$0.00
D.4b. Identify all eligible activities that apply to the proposed project:
Amount Approximate
Persons Served
TOTAL $0.00 0
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E. Supplemental Documents
Completed by grants@pshhc.org on 10/7/2025 7:25 PM
Case Id: 30590
Name: Supportive Housing Program, Peoples' Self-Help
Housing - 2026Address: 1060 Kendall Road, San Luis Obispo , CA 93401
E. Supplemental Documents
Please note that all documents uploaded into this application must be less than 100 MB in file size. We cannot accept documents
via email or through another platform, such as Dropbox or Google Drive. Applicants may split larger documents into multiple smaller
files, label them appropriately with “part X of X” and then upload them directly into this application.
Do not upload password-protected documents into this application. All password-protected documents will be removed during
threshold review and this may negatively impact scoring of your application.
Documentation
Please upload any other documentation that should be considered during review of your application. Multiple files may
be uploaded if needed.
Supplemental Documentation
PSHH C14. Regional Outcomes.pdf
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Submit
Completed by grants@pshhc.org on 10/10/2025 12:02 PM
Case Id: 30590
Name: Supportive Housing Program, Peoples' Self-Help
Housing - 2026Address: 1060 Kendall Road, San Luis Obispo , CA 93401
Submit
Please provide the following information.
The applicant certifies that all information contained in this application, and supporting documentation, given
for the purpose of obtaining assistance, is true and complete to the best of the applicant’s knowledge.
I hereby certify that our organization has complied with all applicable laws and regulations pertaining to the
application and is an eligible applicant for the requested funding. The organization proposes to provide the program
services or complete the project identified in this application. If this application is approved and this organization
receives the requested funding this organization agrees to adhere to all relevant Federal, State, and local regulations
and other assurances as required by the County.
I hereby certify that the organization is fully capable of fulfilling its obligation under this application, as stated
herein.
I further certify that the information provided in this Funding Application is correct, accurate, and complete.
In addition, the content of the application shall be incorporated as part of the written agreement and, as such, will be
used to monitor performance. Activities, commitments, and representations described in the written agreement that
are not subsequently made a part of the program/project as funded shall be considered a material contract failure
and may result in a repayment of all awarded funds and/or suspension from participation in future funding rounds.
Authorized Representative Signature
June Eastham
Electronically signed by grants@pshhc.org on 10/10/2025 12:02 PM
Authorized Representative Title
Grants Manager
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Overview
Completed by mleal@haslo.org on 10/9/2025 4:18 PM
Case Id: 30594
Name: Monterey Family Apartments - 2026
Address: 1422 Monterey Street, San Luis Obispo, CA
93401
Overview
County of San Luis Obispo
Affordable Housing Program
Department of Social Services
Adult and Homeless Services Branch
PO Box 8119
San Luis Obispo, CA 93403-8119
Page 70 of 444
Printed By: Donna Hawkins on 10/13/2025 2 of 20
SS_HomelessGrants@co.slo.ca.us
Community Development Block Grant (CDBG) and HOME Investment Partnerships Program (HOME) funding is
available. The County of San Luis Obispo 2026 Action Plan Notice of Funding Availability (NOFA) is posted on the
County’s Department of Social Services – Homeless Services Division website at
slocounty.gov/HomelessServicesGrants.
All applications must meet the eligibility criteria and requirements set forth in the NOFA and the respective funding
program regulations. The Urban County of San Luis Obispo receives funding from local, state, and federal sources
including Community Development Block Grant (CDBG), HOME Investment Partnership (HOME), and Emergency
Solutions Grant (ESG). Please be aware that the CDBG, HOME, and ESG fund sources are not permitted to support
activities or projects located in the City of Grover Beach.
Applications for the 2026 Action Plan NOFA will be accepted until the 5:00 pm submission deadline on October 10,
2025.
If you have any questions about the applications process, please contact the Homeless Services Division directly at
SS_HomelessGrants@co.slo.ca.us.
****************************************
For each Affordable Housing funding source, an overview is available that includes program description, federal award
information, eligible applicants, eligible activities, eligible beneficiaries, and reporting in the County of San Luis
Obispo 2026 Action Plan Notice of Funding Availability (NOFA):
Section I.C for Community Development Block Grant (CDBG) Overview
Section I.E for HOME Investment Partnerships Program (HOME) Overview
****************************************
Please note that all documents uploaded into this application must be less than 100 MB in file size. We cannot accept
documents via email or through another platform, such as Dropbox or Google Drive. Applicants may split larger
documents into multiple smaller files, label them appropriately with “part X of X” and then upload them directly into
this application.
Do not upload password-protected documents into this application. All password-protected documents will be
removed during threshold review and this may negatively impact scoring of your application.
Page 71 of 444
Printed By: Donna Hawkins on 10/13/2025 3 of 20
A. Applicant Information
Completed by mleal@haslo.org on 10/9/2025 5:27 PM
Case Id: 30594
Name: Monterey Family Apartments - 2026
Address: 1422 Monterey Street, San Luis Obispo, CA
93401
A. Applicant Information
Please provide the following information.
PRIMARY APPLICANT INFORMATION-LEAD AGENCY
A.1. Organization Name
San Luis Obispo Nonprofit Housing Corporation
A.2. Type of Organization
Non-Profit
A.2.a. Define Other:
A.3. UEI Number: For more information, visit SAM.GOV
DKJWAFNQ2JN4
A.3.a. Please upload proof of active SAM.gov registration for your organization.
Proof of Active SAM.gov Registration *Required
A.03.a. SLONP SAM.gov Registration.pdf
A.4. Address
487 Leff Street San Luis Obispo, CA 93401
A.5. Is the organization faith based?
No
A.6. Date of Incorporation
10/16/1991
A.7. Please upload the following documentation:
Organizational Chart *Required
A.7 - SLONP Org Chart.pdf
Incorporation Documents *Required
A.7. - COI Insurance for SLONP.pdf
Page 72 of 444
Printed By: Donna Hawkins on 10/13/2025 4 of 20
A.7. - EOP Insurance for SLONP.pdf
A.7 - SLONP Articles of Incorporation.pdf
A.7 - SLONP Bylaws 2017.pdf
A.7 - SLONP Cert _ Legal Disclosure.pdf
A.7 - SLONP Certificate of Good Standing - 2022-6-14.pdf
A.7 - SLONP Evidence fo Tax-exempt status - IRS 501(c)(3).pdf
A.7 - SLONP Signature Block.docx
A.7 - SLONP Statement of Information - 2023-3-18 Signed.pdf
General Liability Insurance *Required
A.7. - COI Insurance for SLONP.pdf
A.7. - EOP Insurance for SLONP.pdf
A.7 - SLONP Articles of Incorporation.pdf
A.7 - SLONP Bylaws 2017.pdf
A.7 - SLONP Cert _ Legal Disclosure.pdf
A.7 - SLONP Certificate of Good Standing - 2022-6-14.pdf
A.7 - SLONP Evidence fo Tax-exempt status - IRS 501(c)(3).pdf
A.7 - SLONP Signature Block.docx
A.7 - SLONP Statement of Information - 2023-3-18 Signed.pdf
A.8. REQUIRED ACKNOWLEDGEMENT OF INSURANCE REQUIREMENTS. Has your organization read and understood
the insurance requirements listed in “Example Exhibit D - General Conditions”?
Yes
A.9. Annual Operating Budget
$1,577,868.00
A.10. Number of Full-Time Paid Staff
1
A.11. Number of Part-Time Paid Staff
0
A.12. Number of Volunteers
0
CONTACT INFORMATION
A.13. Contact Person Name
Matt Leal
A.13a. Contact Person Title
Project Manager
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A.13b. Phone Number
(805) 391-1063
A.13c. Email
mleal@haslo.org
FINANCE CONTACT INFORMATION
A.14. Finance Contact Person Name
Ken Litzinger
A.14a. Finance Contact Person Title
CFO
A.14b. Finance Phone Number
(805) 594-5304
A.14c. Finance Email
klitzinger@haslo.org
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Printed By: Donna Hawkins on 10/13/2025 6 of 20
B. Applicant Capacity
Completed by mleal@haslo.org on 10/9/2025 1:13 PM
Case Id: 30594
Name: Monterey Family Apartments - 2026
Address: 1422 Monterey Street, San Luis Obispo, CA
93401
B. Applicant Capacity
Please provide the following information.
B.1. Describe your organization’s history of receiving and managing grants from County/State/Federal sources.
B.1. Describe your organization’s history of receiving and managing grants from County/State/Federal sources. SLONP,
and The Fort Group (partner) have received and managed grants since both organizations’ incorporation, which totals
over 30 years. There have been a variety of grants received and managed including but not limited to; HOME, CDBG,
T-29, Project Homekey, AFH, RDA, CARES, ROSS, Decarbonization, and HTF. To manage the variety of grants, there are
systems in place to track and manage regulation compliance and reporting to the respective grantor. As the County
knows, some of these grants may be set up as soft loans.
B.2. Briefly list any recent development projects your organization has proposed, is currently working on, and/or
has recently completed (regardless of funding source).
There are about fifteen (15) projects in the pipeline at various stages. Recently, the Anderson Hotel project and Shell
Beach Senior have stabilized and converted from construction to permanent financing. There are three (3) that will be
completed in the 4 - 5 months, including Maxine Lewis, Bridge Street Phase I, and Cleaver and Clark Commons. Two
(2) projects are under construction, which include Monterey Senior, and Arroyo Terrace. And finally at the pre-
development stage there are nine (9) projects, which, two (2) will be requesting funding in this round.
B.3. Briefly describe your organization’s auditing requirements (as outlined in 2 CFR § 200.500 and 24 CFR § 5.801),
including those for the proposed project.
SLONP administers Federal, State, and Local grants, and has strong systems and controls in place. SLONP will provide
the record-keeping services for the project. SLONP undergoes annual audits by an independent CPA firm.
B.3.a. Please upload your organization's Most Recent Financial Audit.
Most Recent Financial Audit *Required
B.3.a. SLONP Audited Financials.pdf
B.4. Briefly describe your organization’s record keeping system with relevance to the proposed project.
SLONP owns and operates hundreds of deed restricted housing units in San Luis Obispo County. It is accustomed to
keeping detailed records regarding income eligibility for all programs. Additionally, the Housing Authority of San Luis
Obispo (HASLO) will be the management agent for this housing. HASLO has many years of experience in maintaining
record keeping and accounting in conformity with HUD and State regulations. Staff are certified in low-income
housing compliance. Projects are audited annually, and reports are provided to all funding sources. Detailed
accounting records are maintained for all project costs and audited by third party auditing firms.
B.5. Describe how your organization will document and maintain income status of each beneficiary in compliance
with regulations?
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As the managing agent, HASLO will perform all income certifications. HASLO has certified compliance specialists on
staff with years of experience. At the housing application/intake stage income and asset information will be collected
from each client, with back up documentation. Files will be maintained and available for county inspection. HASLO
currently performs income and compliance certifications for over 3,000 clients annually.
B.6. Describe your project staff’s experience and capacity to comply with Section 3 requirements (as outlined in 24
CFR Part 75).
Our team has worked with County staff closely over the years to satisfy Section 3 as outlined in 24 CFR Part 75. The
Director of Construction ensures that Section 3 language is included in the relevant construction documents and
requests for proposals for contractors. Our team also provides the annual reports per the County’s request.
B.7. If the County allocated funds to your organization in previous years, do any of those funds remain unspent?
Yes
B.7.a. Please provide the following information:
Project Name Funding Source and Year Remaining Amount
Monterey Family CDBG 2025 $321,866.00
Monterey Family T-29 2025 $69,448.00
$391,314.00
B.8. Does your organization comply with the Generally Accepted Accounting Principles as outlined in 2 CFR § 200?
Yes
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C. Proposed Project & Project
Details
Completed by mleal@haslo.org on 10/9/2025 4:33 PM
Case Id: 30594
Name: Monterey Family Apartments - 2026
Address: 1422 Monterey Street, San Luis Obispo, CA
93401
C. Proposed Project & Project Details
Please provide the following information.
C.1. Name of Proposed Project
Monterey Family Apartments
C.2. What is the estimated total project completion cost?
$52,926,816.00
C.3. Project/Program Address(es)
1422 Monterey Street San Luis Obispo, CA 93401
C.4. Accessor's Parcel Number(s).
001-137-015, 001-137-013
C.5. Areas Served-Select all that apply
City of Arroyo Grande
City of Atascadero
City of Morro Bay
City of Paso Robles
City of Pismo Beach
City of San Luis Obispo
City of Grover Beach - Not eligible for CDBG or HOME
Unincorporated Community
Name of Unincorporated Community:
Countywide
C.6. Will the project require any acquisitions?
Yes
C.6.a. Please upload the following documentation:
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Appraisal of Property *Required
C.6.a - HASLO Monterey St Apts SLO Land Appr.pdf
C.6.b. What is the proposed purchase amount?
$3,800,000.00
C.6.c. What is the anticipated escrow closing date?
11/18/2026
C.7. Will the current owner, residential occupants, and/or commercial occupants be displaced by the project?
No
C.7.a. Please upload the following documentation:
Relocation Plan or Certified Tenant Notifications *Required
**No files uploaded
C.7.b. Will the displacement be temporary or permanent?
C.7.c. How long will the displacement last?
C.7.d. Describe how the relocation costs will be paid. Include these costs in your Sources and Uses document.
C.8. Provide a complete description of the proposed project and proposed outcomes:
See questions C12 and C 13 below.
C.8.a. Number and Unit Type (size) of Proposed Units Created and/or Rehabilitated:
Unit Type (Size)Created Units Rehabbed Units
0 br 3
1 br 20
2 br 14
3 br 14
C.8.b. Of the total number of new units created, how many will be deed-restricted?
50
C.9. Please upload a timeline for key steps of project implementation. Include key steps or phases of project
implementation such as, but not limited to, the following: predevelopment, financing, use permitting, construction
permitting, demolition, grading, construction finance close, construction milestones, placed in service date,
permanent loan conversion, etc.
Timeline *Required
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Printed By: Donna Hawkins on 10/13/2025 10 of 20
C.9. - Project Timeline - Monterey Crossing Family.pdf
C.10. Please upload a complete set of drawing/plans. Also include any maps or photos available.
Maps, Photos, Drawings, Plans *Required
C.10. Aerial- Map- Photos Monterey Crossing Senior.pdf
C.10. Project Plans (ARCH-0020-2022) Entitlement Set.pdf
C.11. Please upload the Most Recent Market Study for the project. The market study is required for HOME funding.
It is not required but is recommended for all other funding.
Most Recent Market Study
C.11. Market Study Monterey St Apts SLO Family 4.15.2025.pdf
C.12. Describe site and neighborhood standards including proximity to services, transportation, and employment:
The project site is located in the northern portion of the City within a mixed-use neighborhood comprised of single-
family homes and commercial properties. The project site is accessible from Monterey St. Residents will have access
to transit options right along Monterey St. and the site is within walking distance of numerous amenities including
Grocery, Pharmacy, Parks, Library, Medical and Senior Services. The site slopes uphill from Monterey St. with
approximately 11’ of elevation difference. The project minimizes potential impacts to and from adjacent properties by
locating commercial activities and open space areas towards Monterey Street and residential uses above the
commercial towards the center of the property to provide adequate separation from the existing single-family
residences in the adjacent R-2 zoning district. The vicinity is developed with a mix of commercial and residential uses
that is conducive to a mixed-use project at this location. The project’s proposed common area is located along
Monterey Street, which is oriented toward the commercial frontage, minimizing potential adverse impacts from non-
residential project noise to the adjacent residential neighborhood.
C.13. Describe in detail the current zoning designation of the project site.
The project has obtained all land use entitlements from the San Luis Obispo Planning Commission for a new 86,180
square foot mixed use project consisting of 55 senior affordable units and 51 family affordable units and 4,336 of
commercial space and a three-story parking garage and associated various exceptions, concessions and development
waivers.
C.14. Describe in detail the current land use of the project site.
The site is vacant.
C.15. Explain how the site’s current land use and zoning designation are, or are not, consistent with the proposed
project.
The Project site is vacant and the site is fully entitled for the proposed use.
C.16. Provide an explanation of efforts and a timetable to obtain the necessary jurisdictional amendments to bring
forth the project.
N/A The project is fully entitled.
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C.17. Have necessary Land Use Permits and/or Construction Building Permits been issued?
Yes
C.17a. If yes, what is their current expiration date(s)?
D. Yes, project is fully entitled and in 4th round of building plan check. A Building permit ready letter is anticipated to
be in hand in December.
C.17b. If no, indicate when the permit(s) will be applied for or issued:
C.18. Describe how the project will align with a Line of Effort (or multiple Lines of Effort) to support the San Luis
Obispo Countywide Plan to Address Homelessness (2022-2027).
The project aligns with LOE 1, LOE 4 - The project creates new affordable housing and proposes to use CDBG to
support affordable housing, while also leveraging tax credits. LOE 4(D)(3)) In addition, the City of San Luis Obispo can
pool its CDBG with the County to speed up housing development, and thus in this scenario provide local support to
address our funding gap.
C.19. Select all population(s) expected to be served through this project and include number of units expected for
each chosen population:
Low-/moderate-income households
Expected number of units:
Multifamily
Expected number of units:
51
Age Restricted (including seniors)
Expected number of units:
Persons Experiencing Homelessness
Expected number of units:
Persons with Disabilities
Expected number of units:
Person Experiencing Chronic Homelessness
Expected number of units:
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Printed By: Donna Hawkins on 10/13/2025 12 of 20
Farmworkers
Expected number of units:
Veterans
Expected number of units:
Domestic Violence Survivors
Expected number of units:
Unaccompanied Youth (under 25 years of age)
Expected number of units:
C.20. Has your organization previously received a grant to serve any of the populations expected to be served??
Yes
C.20a. Provide a brief description of those grant activities and the outcomes you achieved:
SLONP have successfully received grants for several development projects. These projects have positively contributed
to the lack of affordable housing in San Luis Obispo County.
C.21. Please name partner agencies as applicable and describe how they will participate in the delivery of the
proposed project:
The proposed project will complement the county’s efforts by providing affordable housing to those that meet the
definition of low to moderate income. In our project’s case, developing new affordable housing for seniors. The
agencies that we collaborate with are a part of the Commission on Aging and include but are not limited to SLO Health
Agency, AmeriCorps Seniors, and Adult Services.
C.22. Does the proposed project have support from the community?
Yes
C.22a. Please upload any letters of support or commitment from local governments or community partners.
Letters of Support
**No files uploaded
C.23. Has an environmental review been completed, CEQA and/or NEPA?
Yes - CEQA Review Complete
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No - CEQA Review Not Complete
Yes - NEPA Review Complete
No - NEPA Review Not Complete
Yes - Both Have Been Completed
No - Neither Have Been Completed
C.24. Has a Phase I or Phase II environmental assessment been conducted for the property?
Yes
C.24a. Please upload the following documentation:
Environmental Assessment, Phase I or II *Required
C.24.a. 2024-0925_1422-1480 Monterey Street Phase I ESA.pdf
C.25. Has a Phase I or Phase II archeological/historical survey been conducted at the project site?
Yes
C.25a. Please upload the following documentation:
Archeological/Historical Survey, Phase I or II *Required
C.25.a. Albion Phase I report for 1422 Monterey Street project.pdf
C.26. List and describe any known hazards-e.g., asbestos, radon, lead-based paint, storage tanks – aboveground,
underground. Please enter “N/A” if not applicable.
N/A- All materials have been removed previously.
C.27. Is the project on a property designated or been determined to be potentially eligible for designation as a local,
state, or national historical site?
No
C.28. Are the building(s)/structure(s) located on a historic site or within a local historic district?
No
C.29. Is the project located within a 100-year and/or 500-year flood zone?
No
C.29a. How will the project mitigate potential flooding on the site?
C.29b. Does your organization have flood insurance for the project site?
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C.30. Will demolition be required?
No
C.31. Are there any existing buildings on the project property that were constructed prior to 1978?
No
C.31a. Has an asbestos risk assessment report(s) been prepared for the building(s)?
C.31b. Has the building(s) been abated for asbestos?
C.31c. Has a lead hazard risk assessment report(s) been prepared for the building(s)?
C.31d. Has the building(s) been abated for lead paint?
C.31e. Will children occupy the building(s)?
C.31f. Indicate the age range of the children that will occupy the building:
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Printed By: Donna Hawkins on 10/13/2025 15 of 20
D. Funding & Eligible Activities
Completed by mleal@haslo.org on 10/9/2025 5:24 PM
Case Id: 30594
Name: Monterey Family Apartments - 2026
Address: 1422 Monterey Street, San Luis Obispo, CA
93401
D. Funding & Eligible Activities
Please provide the following information.
D.1. Total Project Funding (include all Sources and Uses of funding)
$53,745,426.00
D.1.a. Please upload a Sources & Uses document for your proposed project:
Sources and Uses *Required
D.01.a Monterey Family Proforma v6.00 Local Funding 100925.pdf
D.1.b. Please upload all Commitment Letters for Funds. Required to demonstrate the 25% HOME matching funds;
not required but recommended for all other funding requests.
Commitment Letters for Funds *Required
D.01.b Banc of Cal Construction & Perm Loan.pdf
D.01.b HASLO Commitment Letter - Monterey Family.pdf
D.01.b HASLO PBV Commitment Letter - Monterey Family.pdf
D.01.b HCD IIG Award Letter - Monterey Family.pdf
D.01.b HTF Commitment - Monterey Family.pdf
D.1.c. How do you plan to fund the operation and maintenance costs (if any) associated with this project? Are these
funds available now? If not, when will they be available?
The project will size debt reflective of at least a 1.15 debt service coverage ratio for the permanent mortgage.
Additionally, we maintain an operating reserve budget for additional contingency. The project will also feature a
replacement reserve with regular contributions to ensure long term building operating is maintained.
D.1.d. Please upload the 20-Year Pro Forma for the project to demonstrate continued viability and affordability of
the project for at least 20 years.
Pro Forma (20-year) *Required
D.01.d. 20 year Proforma - Monterey Family.xlsx
D.2. Are you requesting HOME funds?
Yes
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D.2.a. Amount of HOME funds requested:
$869,961.00
D.2.b. Proposed number of HOME-assisted (deed-restricted) units:
3
D.2.c. HOME Matching Funds:
Sources Amount
HASLO Public Funds Loan $2,681,125.00
$2,681,125.00
D.2.d. Identify all eligible activities that apply to the proposed project:
Acquisition
Rehabilitation
Relocation
Demolition
Site Preparation
New Construction
Multi-Family
Single Family
D.2.e. Please indicate the number and type of all units CREATED
Unit Type 30% AMI 31 to 50% AMI 51 to 80% AMI Unrestricted
Resident
Manager
81% and higher
AMI
Studio 2
1-Bedroom 7
2-Bedroom 7
3-Bedroom 8
Studio 1
1-Bedroom 8
2-Bedroom 5
3-Bedroom 4
1-Bedroom 5
2-Bedroom 2
3-Bedroom 1
Total 24 18 8 0 0
D.2.f. Is your project for REHABILITATION of existing units only?
No
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Printed By: Donna Hawkins on 10/13/2025 17 of 20
Please indicate the number and type of all EXISTING Units:
Unit Type 30% AMI 31 to 50% AMI 51 to 80% AMI Unrestricted
Resident
Manager
81% and higher
AMI
Total 0 0 0 0 0
Please indicate the number and type of all units AFTER rehabilitation
Unit Type 30% AMI 31 to 50% AMI 51 to 80% AMI Unrestricted
Resident
Manager
81% and higher
AMI
Total 0 0 0 0 0
D.3. Are you requesting CDBG funds?
Yes
D.3.a. Amount of CDBG funds requested:
$722,388.00
D.3.b. Identify all eligible activities that apply to the proposed project:
Acquisitions
Rehabilitation
Demolition
Clearance and Site Preparation - In anticipation of a HOME funded project
D.3.c. Are at least 51% of the units in the project designated as low-/moderate-income units?
Yes
D.3.d. How many new deed-restricted units will be constructed with CDBG funds?
50
D.3.e. Estimated number of unduplicated households to benefit from CDBG funds:
Beneficiary Type Estimated Number
Unduplicated Households 50
D.3.f. Please select the national objective that best applies to the proposed project.
Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" for more
information regarding CDBG national objectives.
Low Moderate Income
LOW/MODERATE INCOME: Select which criteria the proposed project intends to qualify under to meet the
Low/Moderate Income objective.
Housing
SLUM OR BLIGHT: Select which criteria the proposed project intends to qualify under to meet the Slums or Blight
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Printed By: Donna Hawkins on 10/13/2025 18 of 20
objective
D.3.g. Explain how the proposed project meets the selected National Objective:
The project meets the National Objective by benefiting low/moderate income households and persons through
supporting the creation of affordable housing.
D.3.h. REQUIRED ACKNOWLEDGEMENT FOR FEDERAL GRANTS OR CONTRACTS. Does your organization certify that,
if awarded funds, it will comply with the requirements as shown as “Example Exhibit D - General Conditions” and
“Example Exhibit E - Special Conditions”.
Yes
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Printed By: Donna Hawkins on 10/13/2025 19 of 20
E. Supplemental Documents
Completed by mleal@haslo.org on 10/9/2025 5:29 PM
Case Id: 30594
Name: Monterey Family Apartments - 2026
Address: 1422 Monterey Street, San Luis Obispo, CA
93401
E. Supplemental Documents
Please note that all documents uploaded into this application must be less than 100 MB in file size. We cannot accept documents
via email or through another platform, such as Dropbox or Google Drive. Applicants may split larger documents into multiple smaller
files, label them appropriately with “part X of X” and then upload them directly into this application.
Do not upload password-protected documents into this application. All password-protected documents will be removed during
threshold review and this may negatively impact scoring of your application.
Documentation
Please upload any other documentation that should be considered during review of your application. Multiple files may
be uploaded if needed.
Supplemental Information
24b. org docs.pdf
24b.Certified Copies Acknowledgment.pdf
26b. Certified LLC Registration- The Fort Group LLC.pdf
26e. Certificate of Standing Fort Group.pdf
22a. Fort Group Cert.pdf
22b. Statement of Info- Fort Group LLC.pdf
22c.Org Chart- The Fort Group, LLC.pdf
22d. Fort Group LLC Signature Block.docx
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Printed By: Donna Hawkins on 10/13/2025 20 of 20
Submit
Completed by mleal@haslo.org on 10/9/2025 5:30 PM
Case Id: 30594
Name: Monterey Family Apartments - 2026
Address: 1422 Monterey Street, San Luis Obispo, CA
93401
Submit
Please provide the following information.
The applicant certifies that all information contained in this application, and supporting documentation, given
for the purpose of obtaining assistance, is true and complete to the best of the applicant’s knowledge.
I hereby certify that our organization has complied with all applicable laws and regulations pertaining to the
application and is an eligible applicant for the requested funding. The organization proposes to provide the program
services or complete the project identified in this application. If this application is approved and this organization
receives the requested funding this organization agrees to adhere to all relevant Federal, State, and local regulations
and other assurances as required by the County.
I hereby certify that the organization is fully capable of fulfilling its obligation under this application, as stated
herein.
I further certify that the information provided in this Funding Application is correct, accurate, and complete.
In addition, the content of the application shall be incorporated as part of the written agreement and, as such, will be
used to monitor performance. Activities, commitments, and representations described in the written agreement that
are not subsequently made a part of the program/project as funded shall be considered a material contract failure
and may result in a repayment of all awarded funds and/or suspension from participation in future funding rounds.
Authorized Representative Signature
Matt Leal
Electronically signed by mleal@haslo.org on 10/9/2025 5:29 PM
Authorized Representative Title
Project Manager
Page 89 of 444
Printed By: Donna Hawkins on 10/13/2025 1 of 19
Overview
Completed by dkilburn@asn.org on 10/9/2025 3:32 PM
Case Id: 30582
Name: Access Support Network Adriance Court - 2026
Address: 1062 Islay and 1531 Santa Rosa Sts., San Luis
Obispo, CA 93401
Overview
County of San Luis Obispo
Affordable Housing Program
Department of Social Services
Adult and Homeless Services Branch
PO Box 8119
San Luis Obispo, CA 93403-8119
Page 90 of 444
Printed By: Donna Hawkins on 10/13/2025 2 of 19
SS_HomelessGrants@co.slo.ca.us
Community Development Block Grant (CDBG) and HOME Investment Partnerships Program (HOME) funding is
available. The County of San Luis Obispo 2026 Action Plan Notice of Funding Availability (NOFA) is posted on the
County’s Department of Social Services – Homeless Services Division website at
slocounty.gov/HomelessServicesGrants.
All applications must meet the eligibility criteria and requirements set forth in the NOFA and the respective funding
program regulations. The Urban County of San Luis Obispo receives funding from local, state, and federal sources
including Community Development Block Grant (CDBG), HOME Investment Partnership (HOME), and Emergency
Solutions Grant (ESG). Please be aware that the CDBG, HOME, and ESG fund sources are not permitted to support
activities or projects located in the City of Grover Beach.
Applications for the 2026 Action Plan NOFA will be accepted until the 5:00 pm submission deadline on October 10,
2025.
If you have any questions about the applications process, please contact the Homeless Services Division directly at
SS_HomelessGrants@co.slo.ca.us.
****************************************
For each Affordable Housing funding source, an overview is available that includes program description, federal award
information, eligible applicants, eligible activities, eligible beneficiaries, and reporting in the County of San Luis
Obispo 2026 Action Plan Notice of Funding Availability (NOFA):
Section I.C for Community Development Block Grant (CDBG) Overview
Section I.E for HOME Investment Partnerships Program (HOME) Overview
****************************************
Please note that all documents uploaded into this application must be less than 100 MB in file size. We cannot accept
documents via email or through another platform, such as Dropbox or Google Drive. Applicants may split larger
documents into multiple smaller files, label them appropriately with “part X of X” and then upload them directly into
this application.
Do not upload password-protected documents into this application. All password-protected documents will be
removed during threshold review and this may negatively impact scoring of your application.
Page 91 of 444
Printed By: Donna Hawkins on 10/13/2025 3 of 19
A. Applicant Information
Completed by dkilburn@asn.org on 10/6/2025 11:16 AM
Case Id: 30582
Name: Access Support Network Adriance Court - 2026
Address: 1062 Islay and 1531 Santa Rosa Sts., San Luis
Obispo, CA 93401
A. Applicant Information
Please provide the following information.
PRIMARY APPLICANT INFORMATION-LEAD AGENCY
A.1. Organization Name
Access Support Network
A.2. Type of Organization
Non-Profit
A.2.a. Define Other:
A.3. UEI Number: For more information, visit SAM.GOV
TKGWRKNCNKP1
A.3.a. Please upload proof of active SAM.gov registration for your organization.
Proof of Active SAM.gov Registration *Required
EntityInformation_20250823-150920.pdf
A.4. Address
1320 Nipomo St. San Luis Obispo, CA 93401
A.5. Is the organization faith based?
No
A.6. Date of Incorporation
05/26/1988
A.7. Please upload the following documentation:
Organizational Chart *Required
2025 SLO, SB, MC, SBn Org Chart.pdf
Incorporation Documents *Required
Articles of Incorporation.pdf
Page 92 of 444
Printed By: Donna Hawkins on 10/13/2025 4 of 19
3422662_Commercial Package Policy 01-CP-0000449-01-27.PDF
3422666_Accident Policy 07-AC-0000449-01-12.PDF
3422669_Commercial Umbrella Policy 01-UB-0000449-01-18.PDF
3432884_Commercial Package Endo 001 01-CP-0000449-01-27.PDF
General Liability Insurance *Required
Articles of Incorporation.pdf
3422662_Commercial Package Policy 01-CP-0000449-01-27.PDF
3422666_Accident Policy 07-AC-0000449-01-12.PDF
3422669_Commercial Umbrella Policy 01-UB-0000449-01-18.PDF
3432884_Commercial Package Endo 001 01-CP-0000449-01-27.PDF
A.8. REQUIRED ACKNOWLEDGEMENT OF INSURANCE REQUIREMENTS. Has your organization read and understood
the insurance requirements listed in “Example Exhibit D - General Conditions”?
Yes
A.9. Annual Operating Budget
$3,050,000.00
A.10. Number of Full-Time Paid Staff
22
A.11. Number of Part-Time Paid Staff
3
A.12. Number of Volunteers
55
CONTACT INFORMATION
A.13. Contact Person Name
David Kilburn
A.13a. Contact Person Title
Executive Director
A.13b. Phone Number
(805) 242-3345
A.13c. Email
dkilburn@asn.org
FINANCE CONTACT INFORMATION
A.14. Finance Contact Person Name
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Printed By: Donna Hawkins on 10/13/2025 5 of 19
Rick Hossli
A.14a. Finance Contact Person Title
Finance Coordinator
A.14b. Finance Phone Number
(805) 459-0553
A.14c. Finance Email
rhossli@asn.org
Page 94 of 444
Printed By: Donna Hawkins on 10/13/2025 6 of 19
B. Applicant Capacity
Completed by dkilburn@asn.org on 10/9/2025 2:26 PM
Case Id: 30582
Name: Access Support Network Adriance Court - 2026
Address: 1062 Islay and 1531 Santa Rosa Sts., San Luis
Obispo, CA 93401
B. Applicant Capacity
Please provide the following information.
B.1. Describe your organization’s history of receiving and managing grants from County/State/Federal sources.
The Access Support Network (ASN) has proudly served San Luis Obispo County for over 40 years, expanding its reach
to now serve four counties: San Luis Obispo, Monterey, San Benito, and Santa Barbara. ASN delivers a wide range of
health and supportive services to individuals and communities in need. The organization has earned a strong
reputation as a reliable and accountable recipient of local, county, state, and federal grant funding. Because ASN
receives more than $750,000 in federal funds annually, it is subject to the Single Audit requirements. Throughout its
history, ASN has maintained an exemplary compliance record, with no findings reported in any individual grant audit
or agency-wide Single Audit.
B.2. Briefly list any recent development projects your organization has proposed, is currently working on, and/or
has recently completed (regardless of funding source).
While ASN does not currently have any active housing development projects, the organization is deeply focused on
advancing health programs that promote health equity among the most underserved populations in our communities.
ASN is at the forefront of innovation with the development of a pilot program designed to treat hepatitis C using a
“rapid start” treatment protocol. This program incorporates a newly developed point-of-care testing device capable of
providing HCV RNA results in less than one hour, allowing clients to begin treatment immediately. The California
Department of Public Health has recognized ASN’s leadership in this area and is collaborating with the organization to
establish best practices that maximize treatment success and improve cure rates for individuals living with hepatitis C.
B.3. Briefly describe your organization’s auditing requirements (as outlined in 2 CFR § 200.500 and 24 CFR § 5.801),
including those for the proposed project.
ASN’s annual audit is conducted in accordance with Generally Accepted Auditing Standards (GAAS) and the
Government Accountability Office (GAO) Standards for Audits of Governmental Organizations, Programs, Activities,
and Functions. The audit also complies with the requirements of Title 2 U.S. Code of Federal Regulations (CFR) Part
200—Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (Uniform
Guidance), formerly referred to as A-133. Audit procedures are tailored to meet the specific needs of nonprofit
organizations and include tests of documentary evidence supporting recorded transactions. When appropriate,
auditors may confirm certain assets and liabilities directly with funding sources, creditors, and financial institutions.
During the audit, written representations are obtained from management regarding the accuracy of financial
statements and related matters, including a formal management representation letter signed by the Executive
Director. While every effort is made to ensure thoroughness, audits inherently carry some risk that material errors,
irregularities, or illegal acts—including fraud or embezzlement—may not be detected. However, any such findings or
concerns that come to the auditor’s attention are promptly reported to ASN management and the Board of Directors.
B.3.a. Please upload your organization's Most Recent Financial Audit.
Most Recent Financial Audit *Required
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ASN Audit Report FYE June 30 2022.pdf
B.4. Briefly describe your organization’s record keeping system with relevance to the proposed project.
ASN utilizes double entry-bookkeeping and classification standards as well as a client services database that is
maintained outside of the CDPH portal (formerly ARIES, now HCC). Finance staff also keep detailed spreadsheets in
addition to those used for invoicing purposes to track contract requirements, budget to actuals, etc. We utilize both
Sharepoint and Google Drive for Document storage, and keep hard copies of all files at our office in San Luis Obispo.
Any files with sensitive information (i.e. identifying client information) are kept in locked filing cabinets.
B.5. Describe how your organization will document and maintain income status of each beneficiary in compliance
with regulations?
Each tenant in our program is a Section 8 Housing Choice Voucher recipient. The local Public Housing Authority (PHA)
is solely responsible for determining each tenant’s income eligibility and verifying their continued qualification for the
program. We maintain documentation from the PHA confirming each tenant’s voucher status and rent portion based
on verified income. All records are securely stored and kept up to date in compliance with HUD and local regulations.
Our staff are trained to coordinate with the PHA and ensure ongoing compliance through proper documentation and
file management. ASN keeps detailed records of expenditures and other fiscal files for at least seven years following
the final date of an authorized payment. After this time, documents may be destroyed.
B.6. Describe your project staff’s experience and capacity to comply with Section 3 requirements (as outlined in 24
CFR Part 75).
Our project staff has extensive experience complying with Section 3 requirements under 24 CFR Part 75 and is well-
versed in the updated benchmarks and definitions. We have a dedicated compliance coordinator who oversees all
Section 3 activities, including local hiring outreach, recordkeeping, and reporting through HUD systems. Staff regularly
engage with local workforce agencies and community organizations to recruit Section 3 workers and businesses.
Subcontractors are provided with guidance and monitored to ensure full compliance. Our team is fully equipped to
meet Section 3 goals and maximize economic opportunities for low-income individuals.
B.7. If the County allocated funds to your organization in previous years, do any of those funds remain unspent?
No
B.7.a. Please provide the following information:
Project Name Funding Source and Year Remaining Amount
$0.00
B.8. Does your organization comply with the Generally Accepted Accounting Principles as outlined in 2 CFR § 200?
Yes
Page 96 of 444
Printed By: Donna Hawkins on 10/13/2025 8 of 19
C. Proposed Project & Project
Details
Completed by dkilburn@asn.org on 10/10/2025 9:58 AM
Case Id: 30582
Name: Access Support Network Adriance Court - 2026
Address: 1062 Islay and 1531 Santa Rosa Sts., San Luis
Obispo, CA 93401
C. Proposed Project & Project Details
Please provide the following information.
C.1. Name of Proposed Project
Adriance Court Roofing
C.2. What is the estimated total project completion cost?
$0.00
C.3. Project/Program Address(es)
1062 Islay and 1531 Santa Rosa Sts. San Luis Obispo, CA 93401
C.4. Accessor's Parcel Number(s).
003 244 017
C.5. Areas Served-Select all that apply
City of Arroyo Grande
City of Atascadero
City of Morro Bay
City of Paso Robles
City of Pismo Beach
City of San Luis Obispo
City of Grover Beach - Not eligible for CDBG or HOME
Unincorporated Community
Name of Unincorporated Community:
Countywide
C.6. Will the project require any acquisitions?
No
C.6.a. Please upload the following documentation:
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Printed By: Donna Hawkins on 10/13/2025 9 of 19
Appraisal of Property *Required
**No files uploaded
C.6.b. What is the proposed purchase amount?
$0.00
C.6.c. What is the anticipated escrow closing date?
C.7. Will the current owner, residential occupants, and/or commercial occupants be displaced by the project?
No
C.7.a. Please upload the following documentation:
Relocation Plan or Certified Tenant Notifications *Required
**No files uploaded
C.7.b. Will the displacement be temporary or permanent?
C.7.c. How long will the displacement last?
C.7.d. Describe how the relocation costs will be paid. Include these costs in your Sources and Uses document.
C.8. Provide a complete description of the proposed project and proposed outcomes:
Adriance Court Bungalows offers low-income, permanent housing to medically fragile clients. The roof of each of the
nine bungalows must be replaced. We will prioritize the highest need roof and work our way to having them all
completed. These needed repairs will help ensure that these households remain stably housed.
C.8.a. Number and Unit Type (size) of Proposed Units Created and/or Rehabilitated:
Unit Type (Size)Created Units Rehabbed Units
1bed/1 bath Approx. 800 sq ft 9
C.8.b. Of the total number of new units created, how many will be deed-restricted?
0
C.9. Please upload a timeline for key steps of project implementation. Include key steps or phases of project
implementation such as, but not limited to, the following: predevelopment, financing, use permitting, construction
permitting, demolition, grading, construction finance close, construction milestones, placed in service date,
permanent loan conversion, etc.
Timeline *Required
Timeline of Project.pdf
Timeline for Adriance Court Roof Replacement.pdf
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C.10. Please upload a complete set of drawing/plans. Also include any maps or photos available.
Maps, Photos, Drawings, Plans *Required
newgenerationpaintinginc_invoice_670_Redacted.pdf
C.11. Please upload the Most Recent Market Study for the project. The market study is required for HOME funding.
It is not required but is recommended for all other funding.
Most Recent Market Study
**No files uploaded
C.12. Describe site and neighborhood standards including proximity to services, transportation, and employment:
These units are conveniently located downtown San Luis Obispo near bus routes, hospitals, grocery stores, and places
with employment opportunities.
C.13. Describe in detail the current zoning designation of the project site.
The property is zoned residential.
C.14. Describe in detail the current land use of the project site.
N/A
C.15. Explain how the site’s current land use and zoning designation are, or are not, consistent with the proposed
project.
N/A
C.16. Provide an explanation of efforts and a timetable to obtain the necessary jurisdictional amendments to bring
forth the project.
N/A
C.17. Have necessary Land Use Permits and/or Construction Building Permits been issued?
No
C.17a. If yes, what is their current expiration date(s)?
C.17b. If no, indicate when the permit(s) will be applied for or issued:
The roofing contractor will obtain the necessary permits as required.
C.18. Describe how the project will align with a Line of Effort (or multiple Lines of Effort) to support the San Luis
Obispo Countywide Plan to Address Homelessness (2022-2027).
Repairing the roofs directly supports **Line of Effort 1: Expand Permanent and Supportive Housing** by preserving
safe, stable housing units for Section 8 voucher recipients at risk of homelessness. Ensuring the habitability of these
units helps prevent displacement and maintains long-term housing stability. The project also aligns with **Line of
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Printed By: Donna Hawkins on 10/13/2025 11 of 19
Effort 2: Strengthen Supportive Services**, as safe housing is foundational to delivering effective support services. A
secure and well-maintained home environment allows case managers and service providers to focus on tenant well-
being and progress. By addressing critical repairs, the project reinforces the County’s strategic goal of preventing
homelessness through housing retention.
C.19. Select all population(s) expected to be served through this project and include number of units expected for
each chosen population:
Low-/moderate-income households
Expected number of units:
8
Multifamily
Expected number of units:
Age Restricted (including seniors)
Expected number of units:
Persons Experiencing Homelessness
Expected number of units:
8
Persons with Disabilities
Expected number of units:
8
Person Experiencing Chronic Homelessness
Expected number of units:
8
Farmworkers
Expected number of units:
Veterans
Expected number of units:
Domestic Violence Survivors
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Printed By: Donna Hawkins on 10/13/2025 12 of 19
Expected number of units:
Unaccompanied Youth (under 25 years of age)
Expected number of units:
C.20. Has your organization previously received a grant to serve any of the populations expected to be served??
Yes
C.20a. Provide a brief description of those grant activities and the outcomes you achieved:
As ASN has over 40 years of successful grant deliverables and strong partnerships. Our work is funded through a
diverse range of sources, including the State of California Department of Public Health, the City of San Luis Obispo,
San Luis Obispo County grants, and private funders. These partnerships and funding streams ensure alignment with
the Countywide Plan and provide comprehensive services to those in need. We have four decades of programmatic
success in meeting deliverables.
C.21. Please name partner agencies as applicable and describe how they will participate in the delivery of the
proposed project:
We regularly partner with HASLO (Housing Authority of San Luis Obispo), TMHA (Transitions-Mental Health
Association), the Coalition of Homeless Services of San Luis Obispo County, and the Housing Coalition of San Luis
Obispo to support coordinated efforts in addressing homelessness and expanding access to stable housing. These
collaborations help align our work with the Countywide Plan to Address Homelessness and ensure residents receive
comprehensive support. However, for this specific project, we will not engage in active collaboration due to its narrow
scope, which is limited to essential roof repairs. The project focuses solely on maintaining the safety and habitability
of existing housing units for current Section 8 tenants. While collaboration remains a cornerstone of our broader
initiatives, the technical nature of this work does not require external coordination.
C.22. Does the proposed project have support from the community?
Yes
C.22a. Please upload any letters of support or commitment from local governments or community partners.
Letters of Support
**No files uploaded
C.23. Has an environmental review been completed, CEQA and/or NEPA?
Yes - CEQA Review Complete
No - CEQA Review Not Complete
Yes - NEPA Review Complete
No - NEPA Review Not Complete
Yes - Both Have Been Completed
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Printed By: Donna Hawkins on 10/13/2025 13 of 19
No - Neither Have Been Completed
C.24. Has a Phase I or Phase II environmental assessment been conducted for the property?
No
C.24a. Please upload the following documentation:
Environmental Assessment, Phase I or II *Required
**No files uploaded
C.25. Has a Phase I or Phase II archeological/historical survey been conducted at the project site?
No
C.25a. Please upload the following documentation:
Archeological/Historical Survey, Phase I or II *Required
**No files uploaded
C.26. List and describe any known hazards-e.g., asbestos, radon, lead-based paint, storage tanks – aboveground,
underground. Please enter “N/A” if not applicable.
N/A
C.27. Is the project on a property designated or been determined to be potentially eligible for designation as a local,
state, or national historical site?
No
C.28. Are the building(s)/structure(s) located on a historic site or within a local historic district?
Yes
C.29. Is the project located within a 100-year and/or 500-year flood zone?
No
C.29a. How will the project mitigate potential flooding on the site?
C.29b. Does your organization have flood insurance for the project site?
C.30. Will demolition be required?
No
C.31. Are there any existing buildings on the project property that were constructed prior to 1978?
Yes
C.31a. Has an asbestos risk assessment report(s) been prepared for the building(s)?
No
C.31b. Has the building(s) been abated for asbestos?
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Printed By: Donna Hawkins on 10/13/2025 14 of 19
No
C.31c. Has a lead hazard risk assessment report(s) been prepared for the building(s)?
No
C.31d. Has the building(s) been abated for lead paint?
No
C.31e. Will children occupy the building(s)?
No
C.31f. Indicate the age range of the children that will occupy the building:
Page 103 of 444
Printed By: Donna Hawkins on 10/13/2025 15 of 19
D. Funding & Eligible Activities
Completed by dkilburn@asn.org on 10/10/2025 2:00 PM
Case Id: 30582
Name: Access Support Network Adriance Court - 2026
Address: 1062 Islay and 1531 Santa Rosa Sts., San Luis
Obispo, CA 93401
D. Funding & Eligible Activities
Please provide the following information.
D.1. Total Project Funding (include all Sources and Uses of funding)
$76,000.00
D.1.a. Please upload a Sources & Uses document for your proposed project:
Sources and Uses *Required
Adriance Roofs_sources_and_uses.pdf
D.1.b. Please upload all Commitment Letters for Funds. Required to demonstrate the 25% HOME matching funds;
not required but recommended for all other funding requests.
Commitment Letters for Funds *Required
ASN Letter of Commitment.pdf
D.1.c. How do you plan to fund the operation and maintenance costs (if any) associated with this project? Are these
funds available now? If not, when will they be available?
Operating and maintenance costs are included in the profit and loss statements. Income originates from tenant rents
and HAP rent payments from the Housing Authority of San Luis Obispo.
D.1.d. Please upload the 20-Year Pro Forma for the project to demonstrate continued viability and affordability of
the project for at least 20 years.
Pro Forma (20-year) *Required
Adriance 2025 proforma.pdf
D.2. Are you requesting HOME funds?
No
D.2.a. Amount of HOME funds requested:
$0.00
D.2.b. Proposed number of HOME-assisted (deed-restricted) units:
Page 104 of 444
Printed By: Donna Hawkins on 10/13/2025 16 of 19
D.2.c. HOME Matching Funds:
Sources Amount
$0.00
D.2.d. Identify all eligible activities that apply to the proposed project:
Acquisition
Rehabilitation
Relocation
Demolition
Site Preparation
New Construction
Multi-Family
Single Family
D.2.e. Please indicate the number and type of all units CREATED
Unit Type 30% AMI 31 to 50% AMI 51 to 80% AMI Unrestricted
Resident
Manager
81% and higher
AMI
Total 0 0 0 0 0
D.2.f. Is your project for REHABILITATION of existing units only?
Please indicate the number and type of all EXISTING Units:
Unit Type 30% AMI 31 to 50% AMI 51 to 80% AMI Unrestricted
Resident
Manager
81% and higher
AMI
Total 0 0 0 0 0
Please indicate the number and type of all units AFTER rehabilitation
Unit Type 30% AMI 31 to 50% AMI 51 to 80% AMI Unrestricted
Resident
Manager
81% and higher
AMI
Total 0 0 0 0 0
D.3. Are you requesting CDBG funds?
Yes
D.3.a. Amount of CDBG funds requested:
$70,000.00
Page 105 of 444
Printed By: Donna Hawkins on 10/13/2025 17 of 19
D.3.b. Identify all eligible activities that apply to the proposed project:
Acquisitions
Rehabilitation
Demolition
Clearance and Site Preparation - In anticipation of a HOME funded project
D.3.c. Are at least 51% of the units in the project designated as low-/moderate-income units?
Yes
D.3.d. How many new deed-restricted units will be constructed with CDBG funds?
0
D.3.e. Estimated number of unduplicated households to benefit from CDBG funds:
Beneficiary Type Estimated Number
D.3.f. Please select the national objective that best applies to the proposed project.
Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" for more
information regarding CDBG national objectives.
Low Moderate Income
LOW/MODERATE INCOME: Select which criteria the proposed project intends to qualify under to meet the
Low/Moderate Income objective.
Housing
SLUM OR BLIGHT: Select which criteria the proposed project intends to qualify under to meet the Slums or Blight
objective
D.3.g. Explain how the proposed project meets the selected National Objective:
This project supports the rehabilitation and improvement of housing for low- and moderate-income (L/M) individuals,
including people living with HIV/AIDS. Access Support Network, a nonprofit organization and the property owner, will
carry out the improvements. Eligible under the CDBG program, activities include site improvements on publicly owned
land to support affordable rental housing, as well as the rehabilitation of nonprofit-owned, nonresidential buildings
that provide housing or related services to low-income populations. The goal is to preserve and expand safe,
affordable housing while supporting vulnerable residents in alignment with HUD’s community development
objectives.
D.3.h. REQUIRED ACKNOWLEDGEMENT FOR FEDERAL GRANTS OR CONTRACTS. Does your organization certify that,
if awarded funds, it will comply with the requirements as shown as “Example Exhibit D - General Conditions” and
“Example Exhibit E - Special Conditions”.
Yes
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Printed By: Donna Hawkins on 10/13/2025 18 of 19
E. Supplemental Documents
Completed by dkilburn@asn.org on 10/10/2025 2:01 PM
Case Id: 30582
Name: Access Support Network Adriance Court - 2026
Address: 1062 Islay and 1531 Santa Rosa Sts., San Luis
Obispo, CA 93401
E. Supplemental Documents
Please note that all documents uploaded into this application must be less than 100 MB in file size. We cannot accept documents
via email or through another platform, such as Dropbox or Google Drive. Applicants may split larger documents into multiple smaller
files, label them appropriately with “part X of X” and then upload them directly into this application.
Do not upload password-protected documents into this application. All password-protected documents will be removed during
threshold review and this may negatively impact scoring of your application.
Documentation
Please upload any other documentation that should be considered during review of your application. Multiple files may
be uploaded if needed.
Supplemental Information
**No files uploaded
Page 107 of 444
Printed By: Donna Hawkins on 10/13/2025 19 of 19
Submit
Completed by dkilburn@asn.org on 10/10/2025 2:02 PM
Case Id: 30582
Name: Access Support Network Adriance Court - 2026
Address: 1062 Islay and 1531 Santa Rosa Sts., San Luis
Obispo, CA 93401
Submit
Please provide the following information.
The applicant certifies that all information contained in this application, and supporting documentation, given
for the purpose of obtaining assistance, is true and complete to the best of the applicant’s knowledge.
I hereby certify that our organization has complied with all applicable laws and regulations pertaining to the
application and is an eligible applicant for the requested funding. The organization proposes to provide the program
services or complete the project identified in this application. If this application is approved and this organization
receives the requested funding this organization agrees to adhere to all relevant Federal, State, and local regulations
and other assurances as required by the County.
I hereby certify that the organization is fully capable of fulfilling its obligation under this application, as stated
herein.
I further certify that the information provided in this Funding Application is correct, accurate, and complete.
In addition, the content of the application shall be incorporated as part of the written agreement and, as such, will be
used to monitor performance. Activities, commitments, and representations described in the written agreement that
are not subsequently made a part of the program/project as funded shall be considered a material contract failure
and may result in a repayment of all awarded funds and/or suspension from participation in future funding rounds.
Authorized Representative Signature
David Kilburn
Electronically signed by dkilburn@asn.org on 10/10/2025 2:01 PM
Authorized Representative Title
Executive Director
Page 108 of 444
Printed By: Donna Hawkins on 10/13/2025 1 of 21
Overview
Completed by planning@capslo.org on 10/10/2025 2:26 PM
Case Id: 30580
Name: Minor Home Repair, Community Action
Partnership of San Luis Obispo County, Inc. -
2026
Address: 3970 Short St., Suite 110, San Luis Obispo, CA
93401--4547
Overview
County of San Luis Obispo
Affordable Housing Program
Department of Social Services
Adult and Homeless Services Branch
PO Box 8119
San Luis Obispo, CA 93403-8119
Page 109 of 444
Printed By: Donna Hawkins on 10/13/2025 2 of 21
SS_HomelessGrants@co.slo.ca.us
Community Development Block Grant (CDBG) and HOME Investment Partnerships Program (HOME) funding is
available. The County of San Luis Obispo 2026 Action Plan Notice of Funding Availability (NOFA) is posted on the
County’s Department of Social Services – Homeless Services Division website at
slocounty.gov/HomelessServicesGrants.
All applications must meet the eligibility criteria and requirements set forth in the NOFA and the respective funding
program regulations. The Urban County of San Luis Obispo receives funding from local, state, and federal sources
including Community Development Block Grant (CDBG), HOME Investment Partnership (HOME), and Emergency
Solutions Grant (ESG). Please be aware that the CDBG, HOME, and ESG fund sources are not permitted to support
activities or projects located in the City of Grover Beach.
Applications for the 2026 Action Plan NOFA will be accepted until the 5:00 pm submission deadline on October 10,
2025.
If you have any questions about the applications process, please contact the Homeless Services Division directly at
SS_HomelessGrants@co.slo.ca.us.
****************************************
For each Affordable Housing funding source, an overview is available that includes program description, federal award
information, eligible applicants, eligible activities, eligible beneficiaries, and reporting in the County of San Luis
Obispo 2026 Action Plan Notice of Funding Availability (NOFA):
Section I.C for Community Development Block Grant (CDBG) Overview
Section I.E for HOME Investment Partnerships Program (HOME) Overview
****************************************
Please note that all documents uploaded into this application must be less than 100 MB in file size. We cannot accept
documents via email or through another platform, such as Dropbox or Google Drive. Applicants may split larger
documents into multiple smaller files, label them appropriately with “part X of X” and then upload them directly into
this application.
Do not upload password-protected documents into this application. All password-protected documents will be
removed during threshold review and this may negatively impact scoring of your application.
Page 110 of 444
Printed By: Donna Hawkins on 10/13/2025 3 of 21
A. Applicant Information
Completed by planning@capslo.org on 9/23/2025 9:57 AM
Case Id: 30580
Name: Minor Home Repair, Community Action
Partnership of San Luis Obispo County, Inc. -
2026
Address: 3970 Short St., Suite 110, San Luis Obispo, CA
93401--4547
A. Applicant Information
Please provide the following information.
PRIMARY APPLICANT INFORMATION-LEAD AGENCY
A.1. Organization Name
Community Action Partnership of San Luis Obispo County, Inc.
A.2. Type of Organization
Non-Profit
A.2.a. Define Other:
A.3. UEI Number: For more information, visit SAM.GOV
GBL8FWWVCLC5
A.3.a. Please upload proof of active SAM.gov registration for your organization.
Proof of Active SAM.gov Registration *Required
SAM-CAPSLO Registration 2025-2026 screenshot.jpg
A.4. Address
1030 Southwood Dr. San Luis Obispo, CA 93401
A.5. Is the organization faith based?
No
A.6. Date of Incorporation
12/09/1965
A.7. Please upload the following documentation:
Organizational Chart *Required
CAPSLO Org Chart 1-25.pdf
Incorporation Documents *Required
25-26 Cert of Liability Insurance.pdf
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Articles of Incorporation.pdf
General Liability Insurance *Required
25-26 Cert of Liability Insurance.pdf
Articles of Incorporation.pdf
A.8. REQUIRED ACKNOWLEDGEMENT OF INSURANCE REQUIREMENTS. Has your organization read and understood
the insurance requirements listed in “Example Exhibit D - General Conditions”?
Yes
A.9. Annual Operating Budget
$111,548,450.00
A.10. Number of Full-Time Paid Staff
892
A.11. Number of Part-Time Paid Staff
26
A.12. Number of Volunteers
1,334
CONTACT INFORMATION
A.13. Contact Person Name
Jim McNamara
A.13a. Contact Person Title
CAPSLO Energy Director
A.13b. Phone Number
(805) 541-4122
A.13c. Email
jmcnamara@capslo.org
FINANCE CONTACT INFORMATION
A.14. Finance Contact Person Name
Joan Limov
A.14a. Finance Contact Person Title
Chief Financial Officer
A.14b. Finance Phone Number
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(805) 544-4355
A.14c. Finance Email
jlimov@capslo.org
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B. Applicant Capacity
Completed by planning@capslo.org on 10/10/2025 2:36 PM
Case Id: 30580
Name: Minor Home Repair, Community Action
Partnership of San Luis Obispo County, Inc. -
2026
Address: 3970 Short St., Suite 110, San Luis Obispo, CA
93401--4547
B. Applicant Capacity
Please provide the following information.
B.1. Describe your organization’s history of receiving and managing grants from County/State/Federal sources.
Since its inception in 1965, CAPSLO has received and successfully managed a variety of grants that address the unmet
needs of low-income and vulnerable individuals and families through County, State, and Federal sources. County
grants include but are not limited to CBO/PHG, Departments of CDBG, Social Services (DSS), Public Health, Behavioral
Health, Probation, ESG, General Funds, and more recently, Coordinated Entry and PLHA grants. State grants include
but are not limited to the Office of Emergency Services, Office of Child Abuse Prevention, Department of Education,
Department of Social Services, and Community Services and Development (CSD), which designates the organization as
a Community Action Agency because it distributes funds from the Community Services Block Grant (CSBG). Federal -
The majority of CAPSLO's funding comes from the Administration for Children and Families, Office of Head Start,
which the agency has been receiving since 1965, but also Substance Abuse and Mental Health Services Administration
(SAMHSA) and the Department of Veteran Affairs. The Energy Division, the focus of this application, receives funding
from CSD for the Low-Income Home Energy Assistance Program (LIHEAP), Department of Energy for the
Weatherization Assistance Program (DOE WAP) and Bipartisan Infrastructure Law Weatherization Assistance Program
(Bil WAP), the Area Agency on Aging, Santa Barbara County CDBG, City of Pismo Beach, City of Santa Maria, andPG&E.
B.2. Briefly list any recent development projects your organization has proposed, is currently working on, and/or
has recently completed (regardless of funding source).
In the past five years, the agency completed 34 Prado as a licensed substance use disorder facility and two Head Start
child care centers are nearing completion in Atascadero and Salinas. Energy Services has completed an average of 40
larger home repair projects per year over the past four years.
B.3. Briefly describe your organization’s auditing requirements (as outlined in 2 CFR § 200.500 and 24 CFR § 5.801),
including those for the proposed project.
CAPSLO undergoes an agency-wide, rigorous audit process annually by the firm of Brown Armstrong Certified Public
Accountants. The process includes inquiry and observation to understand and evaluate CAPSLO’s internal controls,
confirmations, interim testing and compliance audits, and substantive procedural analysis. Critical audit areas include
compliance with federal and state awards, expenses for program and support services, accounts payable and accrued
liabilities, program revenue and unearned deferred revenue, cash, property and equipment, and long-term debt. A
summary of the audit is formally presented by Brown Armstrong to both the Audit and Finance Committees of the
Board as well as the full Board of Directors and senior management annually.
B.3.a. Please upload your organization's Most Recent Financial Audit.
Most Recent Financial Audit *Required
Audit 2024.pdf
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B.4. Briefly describe your organization’s record keeping system with relevance to the proposed project.
Client and household demographic data is captured, including household income, size, disability status, age, services
provided, etc. Appropriate income documentation is required, which includes one of the following: recent pay-stubs,
bank statements, income tax returns, or proof of participation in an approved alternative low-income program
(provided the income thresholds are equal to or lower than the HUD identified income levels). All copies of client
household data are kept in client files, and recorded in Hancock Software, the Energy Service's program database, and
in CAPSLO's agency-wide database, ClientTrack. The agency will be transitioning from ClientTrack to WIPFLI starting
October 1; full backup of client data is ensured.
B.5. Describe how your organization will document and maintain income status of each beneficiary in compliance
with regulations?
Energy Services will collect income documentation from all household members and documentation of home
ownership as part of the enrollment process for each beneficiary. All documents will be kept in client files along with
completed applications.
B.6. Describe your project staff’s experience and capacity to comply with Section 3 requirements (as outlined in 24
CFR Part 75).
The Energy Services Director is responsible for all areas of the Weatherization, Utility Assistance, and Home Repair
programs, including staff supervision; budgeting and financial management; program administration; achievement of
each program's goals and objectives; marketing and promotion; research and new program development; technical
support and construction management; quality control; and continuous program improvement in San Luis Obispo,
Monterey, Santa Cruz, and northern Santa Barbara counties. Under the supervision of the Program Director, three
Crew Supervisors oversee all construction and home repair work, monitor quality, and ensure compliance with
program standards and building codes. Energy Outreach Specialists conduct site visits, interview clients, complete
intake applications, collect income documentation and proof of home ownership, and conduct pre-assessments for
the home repair projects. Administrative staff, including Program Specialists and Finance Specialists, organize client
files, process building permit applications, schedule work and prepare invoices and reports. Under supervision of the
Crew Supervisor, Installers and Technicians inspect homes to determine materials needed and repairs to be made;
install weatherization measures and perform home repairs on designated homes for funded programs; and maintain
accurate records of work performed and materials used on the job. Repairs are carried out by CAPSLO staff who work
under the company's contractor's license (#623259). The Program Director, along with administrative and field staff,
average over 20 years of experience in all aspects of the program. They participate in annual training and updates
with SLO County Adult Protective Services staff.
B.7. If the County allocated funds to your organization in previous years, do any of those funds remain unspent?
Yes
B.7.a. Please provide the following information:
Project Name Funding Source and Year Remaining Amount
Minor Home Repair County of San Luis Obispo 2025 $64,550.00
Minor Home Repair City of Pismo Beach $18,600.00
We have projects lined up and are
working on them daily.
$0.00
$83,150.00
B.8. Does your organization comply with the Generally Accepted Accounting Principles as outlined in 2 CFR § 200?
Yes
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C. Proposed Project & Project
Details
Completed by planning@capslo.org on 10/10/2025 2:55 PM
Case Id: 30580
Name: Minor Home Repair, Community Action
Partnership of San Luis Obispo County, Inc. -
2026
Address: 3970 Short St., Suite 110, San Luis Obispo, CA
93401--4547
C. Proposed Project & Project Details
Please provide the following information.
C.1. Name of Proposed Project
Minor Home Repair
C.2. What is the estimated total project completion cost?
$675,266.00
C.3. Project/Program Address(es)
3970 Short St., Suite 110 San Luis Obispo, CA 93401--4547
C.4. Accessor's Parcel Number(s).
There will be separate Accessor's Parcel Numbers for each home repair project. These will be collected at the time of
client intake and enrollment.
C.5. Areas Served-Select all that apply
City of Arroyo Grande
City of Atascadero
City of Morro Bay
City of Paso Robles
City of Pismo Beach
City of San Luis Obispo
City of Grover Beach - Not eligible for CDBG or HOME
Unincorporated Community
Name of Unincorporated Community:
Countywide
C.6. Will the project require any acquisitions?
No
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C.6.a. Please upload the following documentation:
Appraisal of Property *Required
**No files uploaded
C.6.b. What is the proposed purchase amount?
$0.00
C.6.c. What is the anticipated escrow closing date?
C.7. Will the current owner, residential occupants, and/or commercial occupants be displaced by the project?
No
C.7.a. Please upload the following documentation:
Relocation Plan or Certified Tenant Notifications *Required
**No files uploaded
C.7.b. Will the displacement be temporary or permanent?
C.7.c. How long will the displacement last?
C.7.d. Describe how the relocation costs will be paid. Include these costs in your Sources and Uses document.
C.8. Provide a complete description of the proposed project and proposed outcomes:
The project involves the completion of minor home repairs and accessibility improvements in homes occupied by low-
and very low-income members of the community. The agency will perform outreach and work with its partners to
identify households that qualify for this assistance and have needs that can be met through the program. Once
projects are identified, the program will develop a project description and cost estimate for each project and submit
that information to County staff for review and approval. Approved projects will then be scheduled for work to be
completed by agency staff. The outcome is to help vulnerable members of our community remain safely in their own
homes, improving their self-sufficiency and independence and thereby reducing homelessness and dependency.
C.8.a. Number and Unit Type (size) of Proposed Units Created and/or Rehabilitated:
Unit Type (Size)Created Units Rehabbed Units
Single-family homes 0 35
Manufactured homes 25
C.8.b. Of the total number of new units created, how many will be deed-restricted?
0
C.9. Please upload a timeline for key steps of project implementation. Include key steps or phases of project
implementation such as, but not limited to, the following: predevelopment, financing, use permitting, construction
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permitting, demolition, grading, construction finance close, construction milestones, placed in service date,
permanent loan conversion, etc.
Timeline *Required
C9 Timeline for key steps of project implementation.pdf
C.10. Please upload a complete set of drawing/plans. Also include any maps or photos available.
Maps, Photos, Drawings, Plans *Required
Minor Home Repair does not possess any maps.pdf
C.11. Please upload the Most Recent Market Study for the project. The market study is required for HOME funding.
It is not required but is recommended for all other funding.
Most Recent Market Study
**No files uploaded
C.12. Describe site and neighborhood standards including proximity to services, transportation, and employment:
This will vary. The program will involve completing projects on homes located throughout the County of San Luis
Obispo and cities identified.
C.13. Describe in detail the current zoning designation of the project site.
N/A
C.14. Describe in detail the current land use of the project site.
N/A
C.15. Explain how the site’s current land use and zoning designation are, or are not, consistent with the proposed
project.
N/A
C.16. Provide an explanation of efforts and a timetable to obtain the necessary jurisdictional amendments to bring
forth the project.
N/A
C.17. Have necessary Land Use Permits and/or Construction Building Permits been issued?
No
C.17a. If yes, what is their current expiration date(s)?
C.17b. If no, indicate when the permit(s) will be applied for or issued:
We will obtain construction building permits when and if they are needed.
C.18. Describe how the project will align with a Line of Effort (or multiple Lines of Effort) to support the San Luis
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Obispo Countywide Plan to Address Homelessness (2022-2027).
Minor Home Repair aligns best with the county's "Line of Effort 2: Focus efforts to reduce or eliminate the barriers to
housing stability for those experiencing homelessness or at risk of homelessness, including prevention, diversion,
supportive services, and housing navigation efforts." This project is a supportive service for one of the county's
identified beneficiary groups -- older adults/medically fragile. Minor Home Repair keeps this population safely housed
and helps prevent homelessness by amending substandard housing and accessibility issues.
C.19. Select all population(s) expected to be served through this project and include number of units expected for
each chosen population:
Low-/moderate-income households
Expected number of units:
60
Multifamily
Expected number of units:
Age Restricted (including seniors)
Expected number of units:
Persons Experiencing Homelessness
Expected number of units:
Persons with Disabilities
Expected number of units:
45
Person Experiencing Chronic Homelessness
Expected number of units:
Farmworkers
Expected number of units:
5
Veterans
Expected number of units:
10
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Domestic Violence Survivors
Expected number of units:
Unaccompanied Youth (under 25 years of age)
Expected number of units:
C.20. Has your organization previously received a grant to serve any of the populations expected to be served??
Yes
C.20a. Provide a brief description of those grant activities and the outcomes you achieved:
Since 1980, we have received multiple federal, state and local grants to serve the populations expected to be served.
These include Low-Income Home Energy Assistance Program (LIHEAP), Department of Energy Weatherization
Assistance Program (DOE WAP), Area Agency on Aging Senior Home Repair Program, and CDBG Home Repair
Programs with San Luis Obispo and Santa Barbara counties as well as local municipalities. LIHEAP and DOE WAP
support the weatherization of over 250 homes per year on average, providing diagnostic testing (blower door test,
duct system testing and sealing, combustion appliance safety testing, replacement of furnaces, water heaters and
cooking appliances, installation of weathering measures like attic insulation, door weatherstripping, windows, water
saving measures, and carbon monoxide and smoke alarms. Energy Services completes minor repairs, like the
installation of grab bars and handrails, for approximately 500 households per year in our Senior Home Repair
Program, funded by the Area Agency on Aging. Energy Services completes from 40 to 100 larger Home Repair projects
with the CDBG-funded Minor Home Repair Program, which covers San Luis Obispo and Northern Santa Barbara
counties.
C.21. Please name partner agencies as applicable and describe how they will participate in the delivery of the
proposed project:
Minor Home Repair and other programs targeted at seniors, the disabled, and lower income households benefit from
mutual referral of clients for services. Clients are referred to CAPSLO for home repair services by service providers,
such as the Department of Social Services’ (DSS) Adult Protective Services, the Social Security Administration, the Area
Agency on Aging, in-home health service providers, food service providers (food pantries, Meals That Connect, Senior
Nutrition), and other senior services. This program, along with County senior-serving programs, cross-refer to one
another when additional support services are identified. Programs work together to ensure the safety and
independence of San Luis Obispo County seniors. This program has consistently been supported by local jurisdictions,
evidenced by the many years of CDBG funding received by both SLO County, City of Pismo Beach, City of Santa Maria
and, more recently, County of Santa Barbara.
C.22. Does the proposed project have support from the community?
Yes
C.22a. Please upload any letters of support or commitment from local governments or community partners.
Letters of Support
Letter of Support for Minor Home Repair Program in Morro Bay - 2026 CDBG Funding.pdf
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C.23. Has an environmental review been completed, CEQA and/or NEPA?
Yes - CEQA Review Complete
No - CEQA Review Not Complete
Yes - NEPA Review Complete
No - NEPA Review Not Complete
Yes - Both Have Been Completed
No - Neither Have Been Completed
C.24. Has a Phase I or Phase II environmental assessment been conducted for the property?
No
C.24a. Please upload the following documentation:
Environmental Assessment, Phase I or II *Required
**No files uploaded
C.25. Has a Phase I or Phase II archeological/historical survey been conducted at the project site?
No
C.25a. Please upload the following documentation:
Archeological/Historical Survey, Phase I or II *Required
**No files uploaded
C.26. List and describe any known hazards-e.g., asbestos, radon, lead-based paint, storage tanks – aboveground,
underground. Please enter “N/A” if not applicable.
Lead-based paint may be present in homes built prior to 1978. CAPSLO is an EPA-certified contractor and field staff
have completed applicable training in lead-safe work practices.
C.27. Is the project on a property designated or been determined to be potentially eligible for designation as a local,
state, or national historical site?
No
C.28. Are the building(s)/structure(s) located on a historic site or within a local historic district?
No
C.29. Is the project located within a 100-year and/or 500-year flood zone?
Yes
C.29a. How will the project mitigate potential flooding on the site?
There will be multiple projects, some of which may be located within designated flood zones, which will be addressed
in the environmental review process for each project.
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C.29b. Does your organization have flood insurance for the project site?
No
C.30. Will demolition be required?
No
C.31. Are there any existing buildings on the project property that were constructed prior to 1978?
Yes
C.31a. Has an asbestos risk assessment report(s) been prepared for the building(s)?
No
C.31b. Has the building(s) been abated for asbestos?
No
C.31c. Has a lead hazard risk assessment report(s) been prepared for the building(s)?
No
C.31d. Has the building(s) been abated for lead paint?
No
C.31e. Will children occupy the building(s)?
Yes
C.31f. Indicate the age range of the children that will occupy the building:
0-18
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D. Funding & Eligible Activities
Completed by planning@capslo.org on 10/10/2025 2:56 PM
Case Id: 30580
Name: Minor Home Repair, Community Action
Partnership of San Luis Obispo County, Inc. -
2026
Address: 3970 Short St., Suite 110, San Luis Obispo, CA
93401--4547
D. Funding & Eligible Activities
Please provide the following information.
D.1. Total Project Funding (include all Sources and Uses of funding)
$675,266.00
D.1.a. Please upload a Sources & Uses document for your proposed project:
Sources and Uses *Required
Minor Home Repair Funding Sources and CDBG Allocation.pdf
D.1.b. Please upload all Commitment Letters for Funds. Required to demonstrate the 25% HOME matching funds;
not required but recommended for all other funding requests.
Commitment Letters for Funds *Required
Letter of Support for Minor Home Repair Program in Morro Bay - 2026 CDBG Funding.pdf
D.1.c. How do you plan to fund the operation and maintenance costs (if any) associated with this project? Are these
funds available now? If not, when will they be available?
There are no maintenance costs associated with this project. The work involves providing home modifications on
individual homes. Regarding D.1.a, Sources and Uses, a program breakout of funding sources and CDBG requests is
attached.
D.1.d. Please upload the 20-Year Pro Forma for the project to demonstrate continued viability and affordability of
the project for at least 20 years.
Pro Forma (20-year) *Required
Pro Forma form.docx
D.2. Are you requesting HOME funds?
No
D.2.a. Amount of HOME funds requested:
$0.00
D.2.b. Proposed number of HOME-assisted (deed-restricted) units:
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D.2.c. HOME Matching Funds:
Sources Amount
$0.00
D.2.d. Identify all eligible activities that apply to the proposed project:
Acquisition
Rehabilitation
Relocation
Demolition
Site Preparation
New Construction
Multi-Family
Single Family
D.2.e. Please indicate the number and type of all units CREATED
Unit Type 30% AMI 31 to 50% AMI 51 to 80% AMI Unrestricted
Resident
Manager
81% and higher
AMI
Total 0 0 0 0 0
D.2.f. Is your project for REHABILITATION of existing units only?
Please indicate the number and type of all EXISTING Units:
Unit Type 30% AMI 31 to 50% AMI 51 to 80% AMI Unrestricted
Resident
Manager
81% and higher
AMI
Total 0 0 0 0 0
Please indicate the number and type of all units AFTER rehabilitation
Unit Type 30% AMI 31 to 50% AMI 51 to 80% AMI Unrestricted
Resident
Manager
81% and higher
AMI
Total 0 0 0 0 0
D.3. Are you requesting CDBG funds?
Yes
D.3.a. Amount of CDBG funds requested:
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$545,626.00
D.3.b. Identify all eligible activities that apply to the proposed project:
Acquisitions
Rehabilitation
Demolition
Clearance and Site Preparation - In anticipation of a HOME funded project
D.3.c. Are at least 51% of the units in the project designated as low-/moderate-income units?
Yes
D.3.d. How many new deed-restricted units will be constructed with CDBG funds?
0
D.3.e. Estimated number of unduplicated households to benefit from CDBG funds:
Beneficiary Type Estimated Number
Unduplicated Households 60
D.3.f. Please select the national objective that best applies to the proposed project.
Please refer to "Basically CDBG" or the "CDBG Guide to National Objectives and Eligible Activities" for more
information regarding CDBG national objectives.
Low Moderate Income
LOW/MODERATE INCOME: Select which criteria the proposed project intends to qualify under to meet the
Low/Moderate Income objective.
Housing
SLUM OR BLIGHT: Select which criteria the proposed project intends to qualify under to meet the Slums or Blight
objective
D.3.g. Explain how the proposed project meets the selected National Objective:
Minor Home Repair provides disabled, elderly, or low-income individuals and families who do not have sufficient
resources to make necessary safety- and access-related repairs and/or improvements to their homes. Home repairs
include installation of health and safety devices, grab bars, handrails, smoke alarms, carbon monoxide detectors,
handheld showerheads, minor plumbing, carpentry, electrical, and drywall. Accessibility-related repairs include
widening of entryways and hallways, ramps, wheelchairs lifts, or other larger improvements that are needed to allow
access to, from, and inside the home. These critical services allow individuals to remain in their home and avoid costly
institutionalization. When screening clients in need, several factors are considered, including health and safety,
disability, economic need, and age. In 2023, there were 80,448 persons over age 60; the median age was 70. The
county has a larger proportion of seniors over 65 at nearly 22% than the state at 15% or nation at 17%; this has
significant repercussions on the county’s economy, housing, and health care systems. Among those over 60, 7.6%
(5,987) were below the 100% federal poverty level in 2023. Among those 65 and over, 6.8% (4,067) of the county’s
population were in poverty. This does not include seniors under the 200% poverty level. Among those over 60 in the
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county, 26.7% had a disability.
D.3.h. REQUIRED ACKNOWLEDGEMENT FOR FEDERAL GRANTS OR CONTRACTS. Does your organization certify that,
if awarded funds, it will comply with the requirements as shown as “Example Exhibit D - General Conditions” and
“Example Exhibit E - Special Conditions”.
Yes
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E. Supplemental Documents
Completed by planning@capslo.org on 10/10/2025 2:26 PM
Case Id: 30580
Name: Minor Home Repair, Community Action
Partnership of San Luis Obispo County, Inc. -
2026
Address: 3970 Short St., Suite 110, San Luis Obispo, CA
93401--4547
E. Supplemental Documents
Please note that all documents uploaded into this application must be less than 100 MB in file size. We cannot accept documents
via email or through another platform, such as Dropbox or Google Drive. Applicants may split larger documents into multiple smaller
files, label them appropriately with “part X of X” and then upload them directly into this application.
Do not upload password-protected documents into this application. All password-protected documents will be removed during
threshold review and this may negatively impact scoring of your application.
Documentation
Please upload any other documentation that should be considered during review of your application. Multiple files may
be uploaded if needed.
Supplemental Information
EPA Letter of Approval Certification.pdf
EPA ApprovalCertificate_NAT-33515-4.pdf
Bureau of Household Goods & Services - CAPSLO License.pdf
CSLB LIcense - CAPSLO.pdf
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Submit
Completed by planning@capslo.org on 10/10/2025 2:57 PM
Case Id: 30580
Name: Minor Home Repair, Community Action
Partnership of San Luis Obispo County, Inc. -
2026
Address: 3970 Short St., Suite 110, San Luis Obispo, CA
93401--4547
Submit
Please provide the following information.
The applicant certifies that all information contained in this application, and supporting documentation, given
for the purpose of obtaining assistance, is true and complete to the best of the applicant’s knowledge.
I hereby certify that our organization has complied with all applicable laws and regulations pertaining to the
application and is an eligible applicant for the requested funding. The organization proposes to provide the program
services or complete the project identified in this application. If this application is approved and this organization
receives the requested funding this organization agrees to adhere to all relevant Federal, State, and local regulations
and other assurances as required by the County.
I hereby certify that the organization is fully capable of fulfilling its obligation under this application, as stated
herein.
I further certify that the information provided in this Funding Application is correct, accurate, and complete.
In addition, the content of the application shall be incorporated as part of the written agreement and, as such, will be
used to monitor performance. Activities, commitments, and representations described in the written agreement that
are not subsequently made a part of the program/project as funded shall be considered a material contract failure
and may result in a repayment of all awarded funds and/or suspension from participation in future funding rounds.
Authorized Representative Signature
Elizabeth "Biz" Steinberg
Electronically signed by planning@capslo.org on 10/10/2025 2:57 PM
Authorized Representative Title
Chief Executive Officer
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Overview
Completed by damini@slocity.org on 10/8/2025 1:54 PM
Case Id: 30611
Name: City of San Luis Obispo - 2026
Address: 990 Palm St, San Luis Obispo, CA 93401--3219
Overview
County of San Luis Obispo
Administration and Capacity Building Program
Department of Social Services
Adult and Homeless Services Branch
PO Box 8119
San Luis Obispo, CA 93403-8119
Page 130 of 444
Printed By: David Amini on 10/8/2025 2 of 8
SS_HomelessGrants@co.slo.ca.us
Community Development Block Grant (CDBG) funding is available. The County of San Luis Obispo 2026 Action Plan
Notice of Funding Availability (NOFA) is posted on the County’s Department of Social Services – Homeless Services
Division website at www.slocounty.gov/HomelessServicesGrants.
All applications must meet the eligibility criteria and requirements set forth in the NOFA. The Urban County of San
Luis Obispo receives funding from local, state, and federal sources including Community Development Block Grant
(CDBG), HOME Investment Partnership (HOME), and Emergency Solutions Grant (ESG). Please be aware that the
CDBG, HOME, and ESG fund sources are not permitted to support activities or projects located in the City of Grover
Beach.
Applications for the 2026 Action Plan NOFA will be accepted until the 5:00 pm submission deadline on Friday,
October 10, 2025.
If you have any questions about the applications process, please contact the Homeless Services Division directly at
SS_HomelessGrants@co.slo.ca.us.
****************************************
Cities participating in the Urban County of San Luis Obispo are eligible to apply for funding from the CDBG grant for
Administration and/or Capacity Building projects.
****************************************
Please note that all documents uploaded into this application must be less than 100 MB in file size. We cannot accept
documents via email or through another platform, such as Dropbox or Google Drive. Applicants may split larger
documents into multiple smaller files, label them appropriately with “part X of X” and then upload them directly into
this application.
Do not upload password-protected documents into this application. All password-protected documents will be
removed during threshold review. This may negatively impact scoring of your application.
Page 131 of 444
Printed By: David Amini on 10/8/2025 3 of 8
A. Applicant Information
Completed by damini@slocity.org on 10/8/2025 2:00 PM
Case Id: 30611
Name: City of San Luis Obispo - 2026
Address: 990 Palm St, San Luis Obispo, CA 93401---3219
A. Applicant Information
Please provide the following information.
PRIMARY APPLICANT INFORMATION-LEAD AGENCY
A.1. Organization Name
City of San Luis Obispo
A.2. Type of Organization
Government Or Public Entity
A.3. UEI Number: For more information, visit SAM.GOV
VCUGK243NQ71
A.3.a. Please upload proof of active SAM.gov registration for your organization.
Proof of Active SAM.gov Registration *Required
Proof of Active SAM.gov Registration - City of SLO.pdf
A.4. Address
990 Palm St
San Luis Obispo, CA 93401-3219
CONTACT INFORMATION
A.5. Contact Person Name
David Amini
A.5a. Contact Person Title
Housing Coordinator
A.5b. Phone Number
(805) 781-7524
A.5c. Email
damini@slocity.org
Page 132 of 444
Printed By: David Amini on 10/8/2025 4 of 8
B. Proposed Project & Project
Details
Completed by damini@slocity.org on 10/8/2025 2:02 PM
Case Id: 30611
Name: City of San Luis Obispo - 2026
Address: 990 Palm St, San Luis Obispo, CA 93401----3219
B. Proposed Project & Project Details
Please provide the following information.
B.1. Name of Proposed Project
City of San Luis Obispo - Administration
B.2. Project/Program Address
990 Palm St
San Luis Obispo, CA 93401----3219
B.3. Areas Served-Select all that apply
City of Arroyo Grande
City of Atascadero
City of Morro Bay
City of Paso Robles
City of Pismo Beach
City of San Luis Obispo
B.4. Proposed Project Type - A separate application must be submitted for each project type.
Administration (24 CFR 570.206)
B.5. Provide a brief narrative of the proposed project and how funds will be used for administration or planning and
capacity building.
Staff will use CDBG funds for Program Administrative Costs as allowed under § 570.206 of Title 24. Staff will use the
method of monitoring the pro rata share of the salary, wages, and related costs of each person whose job includes
any program administration assignments. Assignments included in this application include but may not be limited to
the following: Providing local officials and citizens with information about the program; Preparing program budgets
and schedules, and amendments thereto; Developing systems for assuring compliance with program requirements;
Developing interagency agreements and agreements with subrecipients and contractors to carry out program
activities; Monitoring program activities for progress and compliance with program requirements; Preparing reports
and other documents related to the program for submission to HUD; Coordinating the resolution of audit and
monitoring findings; Evaluating program results against stated objectives; and Managing or supervising persons whose
primary responsibilities with regard to the program include such assignments.
B.6. Please upload your organization's Most Recent Financial Audit.
Page 133 of 444
Printed By: David Amini on 10/8/2025 5 of 8
Most Recent Financial Audit *Required
Attachment B - Most Recent Audit.pdf
B.7. REQUIRED ACKNOWLEDGEMENT FOR FEDERAL GRANTS OR CONTRACTS. Does your organization certify that, if
awarded funds, it will comply with the requirements as shown as “CDBG Example Exhibit D-General Conditions ”
and “CDBG Example Exhibit E-Special Conditions ”?
Yes
Page 134 of 444
Printed By: David Amini on 10/8/2025 6 of 8
C. Funding & Eligible Activities
Completed by damini@slocity.org on 10/8/2025 2:13 PM
Case Id: 30611
Name: City of San Luis Obispo - 2026
Address: 990 Palm St, San Luis Obispo, CA 93401-----3219
C. Funding & Eligible Activities
Please provide the following information.
C.1. Amount of CDBG funds requested:
$18,439.50
Page 135 of 444
Printed By: David Amini on 10/8/2025 7 of 8
D. Supplemental Documents
Completed by damini@slocity.org on 10/8/2025 2:16 PM
Case Id: 30611
Name: City of San Luis Obispo - 2026
Address: 990 Palm St, San Luis Obispo, CA 93401------3219
D. Supplemental Documents
Please note that all documents uploaded into this application must be less than 100 MB in file size. We cannot accept documents
via email or through another platform, such as Dropbox or Google Drive. Applicants may split larger documents into multiple smaller
files, label them appropriately with “part X of X” and then upload them directly into this application.
Do not upload password-protected documents into this application. All password-protected documents will be removed during
threshold review. This may negatively impact scoring of your application.
Documentation
Please upload any other documentation that should be considered during review of your application.
Multiple files may be uploaded if needed.
Supplemental Documentation
**No files uploaded
Page 136 of 444
Printed By: David Amini on 10/8/2025 8 of 8
Submit
Completed by damini@slocity.org on 10/8/2025 2:16 PM
Case Id: 30611
Name: City of San Luis Obispo - 2026
Address: 990 Palm St, San Luis Obispo, CA 93401-------3219
Submit
Please provide the following information.
The applicant certifies that all information contained in this application, and supporting documentation, given
for the purpose of obtaining assistance, is true and complete to the best of the applicant’s knowledge.
I hereby certify that our organization has complied with all applicable laws and regulations pertaining to the
application and is an eligible applicant for the requested funding. The organization proposes to provide the
program services or complete the project identified in this application. If this application is approved and this
organization receives the requested funding this organization agrees to adhere to all relevant Federal, State, and
local regulations and other assurances as required by the County.
I hereby certify that the organization is fully capable of fulfilling its obligation under this application, as stated
herein.
I further certify that the information provided in this Funding Application is correct, accurate, and complete.
Authorized Representative Signature
David Amini
Electronically signed by damini@slocity.org on 10/8/2025 2:16 PM
Authorized Representative Title
Housing Coordinator
Page 137 of 444
Printed By: David Amini on 10/8/2025 1 of 8
Overview
Completed by damini@slocity.org on 10/8/2025 2:18 PM
Case Id: 30612
Name: Capacity Building, City of San Luis Obispo - 2026
Address: 990 Palm St, San Luis Obispo, CA 93401--3219
Overview
County of San Luis Obispo
Administration and Capacity Building Program
Department of Social Services
Adult and Homeless Services Branch
PO Box 8119
San Luis Obispo, CA 93403-8119
Page 138 of 444
Printed By: David Amini on 10/8/2025 2 of 8
SS_HomelessGrants@co.slo.ca.us
Community Development Block Grant (CDBG) funding is available. The County of San Luis Obispo 2026 Action Plan
Notice of Funding Availability (NOFA) is posted on the County’s Department of Social Services – Homeless Services
Division website at www.slocounty.gov/HomelessServicesGrants.
All applications must meet the eligibility criteria and requirements set forth in the NOFA. The Urban County of San
Luis Obispo receives funding from local, state, and federal sources including Community Development Block Grant
(CDBG), HOME Investment Partnership (HOME), and Emergency Solutions Grant (ESG). Please be aware that the
CDBG, HOME, and ESG fund sources are not permitted to support activities or projects located in the City of Grover
Beach.
Applications for the 2026 Action Plan NOFA will be accepted until the 5:00 pm submission deadline on Friday,
October 10, 2025.
If you have any questions about the applications process, please contact the Homeless Services Division directly at
SS_HomelessGrants@co.slo.ca.us.
****************************************
Cities participating in the Urban County of San Luis Obispo are eligible to apply for funding from the CDBG grant for
Administration and/or Capacity Building projects.
****************************************
Please note that all documents uploaded into this application must be less than 100 MB in file size. We cannot accept
documents via email or through another platform, such as Dropbox or Google Drive. Applicants may split larger
documents into multiple smaller files, label them appropriately with “part X of X” and then upload them directly into
this application.
Do not upload password-protected documents into this application. All password-protected documents will be
removed during threshold review. This may negatively impact scoring of your application.
Page 139 of 444
Printed By: David Amini on 10/8/2025 3 of 8
A. Applicant Information
Completed by damini@slocity.org on 10/8/2025 2:23 PM
Case Id: 30612
Name: Capacity Building, City of San Luis Obispo - 2026
Address: 990 Palm St, San Luis Obispo, CA 93401---3219
A. Applicant Information
Please provide the following information.
PRIMARY APPLICANT INFORMATION-LEAD AGENCY
A.1. Organization Name
City of San Luis Obispo
A.2. Type of Organization
Government Or Public Entity
A.3. UEI Number: For more information, visit SAM.GOV
VCUGK243NQ71
A.3.a. Please upload proof of active SAM.gov registration for your organization.
Proof of Active SAM.gov Registration *Required
Proof of Active SAM.gov Registration - City of SLO.pdf
A.4. Address
990 Palm St
San Luis Obispo, CA 93401-3219
CONTACT INFORMATION
A.5. Contact Person Name
David Amini
A.5a. Contact Person Title
Housing Coordinator
A.5b. Phone Number
(805) 781-7524
A.5c. Email
damini@slocity.org
Page 140 of 444
Printed By: David Amini on 10/8/2025 4 of 8
B. Proposed Project & Project
Details
Completed by damini@slocity.org on 10/8/2025 2:23 PM
Case Id: 30612
Name: Capacity Building, City of San Luis Obispo - 2026
Address: 990 Palm St, San Luis Obispo, CA 93401----3219
B. Proposed Project & Project Details
Please provide the following information.
B.1. Name of Proposed Project
City of San Luis Obispo Capacity Building
B.2. Project/Program Address
990 Palm St
San Luis Obispo, CA 93401----3219
B.3. Areas Served-Select all that apply
City of Arroyo Grande
City of Atascadero
City of Morro Bay
City of Paso Robles
City of Pismo Beach
City of San Luis Obispo
B.4. Proposed Project Type - A separate application must be submitted for each project type.
Planning and Capacity Building (24 CFR 570.205)
B.5. Provide a brief narrative of the proposed project and how funds will be used for administration or planning and
capacity building.
Under this application, staff will continue to implement Program 1.7 from the 6th Cycle Housing Element which
directly benefits homeless and low-income individuals by continuing to support local and regional solutions to
homelessness by funding supportive programs, services, and housing solutions. Staff will also continue to implement
Program 8.11 from the Housing Element which requires the City's Housing Policies and Programs team to continue to
provide resources that support local and regional solutions to meet the needs of homeless. Staff will also continue to
support, jointly with other agencies, shelters and programs, for the homeless and displaced individuals. These policies
are specifically implemented through the City's Homelessness Response Strategic Plan adopted by City Council in
2023.
B.6. Please upload your organization's Most Recent Financial Audit.
Most Recent Financial Audit *Required
Page 141 of 444
Printed By: David Amini on 10/8/2025 5 of 8
Attachment B - Most Recent Audit.pdf
B.7. REQUIRED ACKNOWLEDGEMENT FOR FEDERAL GRANTS OR CONTRACTS. Does your organization certify that, if
awarded funds, it will comply with the requirements as shown as “CDBG Example Exhibit D-General Conditions ”
and “CDBG Example Exhibit E-Special Conditions ”?
Yes
Page 142 of 444
Printed By: David Amini on 10/8/2025 6 of 8
C. Funding & Eligible Activities
Completed by damini@slocity.org on 10/8/2025 2:24 PM
Case Id: 30612
Name: Capacity Building, City of San Luis Obispo - 2026
Address: 990 Palm St, San Luis Obispo, CA 93401-----3219
C. Funding & Eligible Activities
Please provide the following information.
C.1. Amount of CDBG funds requested:
$18,439.50
Page 143 of 444
Printed By: David Amini on 10/8/2025 7 of 8
D. Supplemental Documents
Completed by damini@slocity.org on 10/8/2025 2:24 PM
Case Id: 30612
Name: Capacity Building, City of San Luis Obispo - 2026
Address: 990 Palm St, San Luis Obispo, CA 93401------3219
D. Supplemental Documents
Please note that all documents uploaded into this application must be less than 100 MB in file size. We cannot accept documents
via email or through another platform, such as Dropbox or Google Drive. Applicants may split larger documents into multiple smaller
files, label them appropriately with “part X of X” and then upload them directly into this application.
Do not upload password-protected documents into this application. All password-protected documents will be removed during
threshold review. This may negatively impact scoring of your application.
Documentation
Please upload any other documentation that should be considered during review of your application.
Multiple files may be uploaded if needed.
Supplemental Documentation
**No files uploaded
Page 144 of 444
Printed By: David Amini on 10/8/2025 8 of 8
Submit
Completed by damini@slocity.org on 10/8/2025 2:24 PM
Case Id: 30612
Name: Capacity Building, City of San Luis Obispo - 2026
Address: 990 Palm St, San Luis Obispo, CA 93401-------3219
Submit
Please provide the following information.
The applicant certifies that all information contained in this application, and supporting documentation, given
for the purpose of obtaining assistance, is true and complete to the best of the applicant’s knowledge.
I hereby certify that our organization has complied with all applicable laws and regulations pertaining to the
application and is an eligible applicant for the requested funding. The organization proposes to provide the
program services or complete the project identified in this application. If this application is approved and this
organization receives the requested funding this organization agrees to adhere to all relevant Federal, State, and
local regulations and other assurances as required by the County.
I hereby certify that the organization is fully capable of fulfilling its obligation under this application, as stated
herein.
I further certify that the information provided in this Funding Application is correct, accurate, and complete.
Authorized Representative Signature
David Amini
Electronically signed by damini@slocity.org on 10/8/2025 2:24 PM
Authorized Representative Title
Housing Coordinator
Page 145 of 444
Page 146 of 444
B. Draft 2026-27 CDBG Funding Allocations
City 2026-27 CDBG
Funding
Recommended
Funding
Requested No. Applicant Activity
Public Services
1
Community
Action
Partnership of
San Luis Obispo
(CAPSLO)
CAPSLO Prado Homeless
Services Center (Prado HSC)
2026-27
$67,172.00 $79,025.00
2 Peoples' Self-
Help Housing Supportive Housing Services $11,853.00 $25,000.00
SUBTOTAL $79,025.00 $104,025.00
Housing and Public Facilities
3
San Luis Obispo
Nonprofit Housing
Corporation
(SLONP)
Monterey Family Apartments $0.00* $722,388.00
4 Access Support
Network Adriance Court Roofing $70,000.00 $70,000.00
5 CAPSLO Energy
Services Minor Home Repair $98,500.00 $98,500.00
SUBTOTAL $168,500.00 $890,888.00
Administration and Capacity Building
6 City of San Luis
Obispo CDBG Administration $18,439.50 $18,439.50
7 City of San Luis
Obispo Capacity Building $18,439.50 $18,439.50
SUBTOTAL $36,879.00 $36,879.00
TOTAL $284,404.00 $1,031,792.00
*Revised to exchange 2026-27 CDBG funds for funding from prior program years. The 2026-27
exchanged funds in the amount of $173,943 intended for Monterey Family Apartments will be
allocated by the County towards the 5 Cities Homeless Coalition Recuperative Care Facility
project. The Monterey Family Apartments project will receive prior-year CDBG funds from the
County allowing SLONP to close financing in March to meet the tax-credit financing deadline.
Page 147 of 444
Page 148 of 444
Item 5d
Department: Police
Cost Center: 8001
For Agenda of: 2/17/2026
Placement: Consent
Estimated Time: N/A
FROM: Rick Scott, Police Chief
Prepared By: Melissa Ellsworth, Senior Administrative Analyst
SUBJECT: AUTHORIZE THE POLICE DEPARTMENT TO SUBMIT A GRANT
APPLICATION TO THE OFFICE OF TRAFFIC SAFETY FOR FY 2026-27
AND ADOPT A RESOLUTION AUTHORIZING THE ACCEPTANCE OF
FUNDS FOR THE FY 2025-26 TOBACCO GRANT PROGRAM
RECOMMENDATION
1. Approve submission of a FY 2026-27 grant application to the California Office of Traffic
Safety in an amount not to exceed $180,000.
2. If the grant is awarded, authorize the City Manager and the Chief of Police to execute
grant related documents and authorize the Finance Director to make the necessary
budget adjustments upon the award of the grant.
3. Approve a resolution titled: “A resolution of the Council of the City of San Luis Obispo,
California, authorizing the acceptance of grant funds in the amount of $74,276 from
the State of California Department of Justice, Office of Attorney General, Tobacco
Grant Program to increase education and enforcement programs focusing on reducing
the illegal sale of tobacco products to minors in the city.” (Attachment A)
POLICY CONTEXT
The recommended actions are consistent with the City of San Luis Obispo’s Financial
Management Manual, Section 740 - Grant Management Policy. The policy states that
Council must approve all grant applications in excess of $5,000 and delegates receipt and
contract execution to the City Manager.
DISCUSSION
The Police Department (“Department”) utilizes grant funds annually to offset costs
associated with focused enforcement activities related to traffic safety, underage drinking
and tobacco enforcement. Grant funding is used to pay for officer overtime and related
equipment.
Page 149 of 444
Item 5d
Office of Traffic Safety
The California Office of Traffic Safety (OTS) provides annual grant funding to agencies
aimed to prevent deaths and injuries on roadways through special enforcement and public
awareness efforts. Grant funds help the City’s efforts to improve traffic safety and quality of
life in the community.
The Department has been awarded funding from the OTS annually for over twenty years.
The grant funding is used to conduct numerous operations specifically focused on alcohol
or drug impaired drivers. The grant application was due January 30, 2026, and staff
submitted the application in late January to meet the quick turnaround deadline. Due to the
timing of the grant deadline, the application was submitted prior to Council’s review;
however, if Council denies this request, the application can be withdrawn. If awarded, grant
funds will be used for overtime costs associated with the following activities: DUI
checkpoints, DUI saturation patrols, traffic enforcement, distracted driving, traffic safety
education, and pedestrian and bicycle enforcement.
Tobacco Grant Resolution
On July 15, 2025, Council authorized staff to submit a grant application to the California
Department of Justice for a Tobacco related grant program which funds efforts to reduce
the illegal sale and marketing of tobacco products to minors. On November 24, 2025, the
Department was notified of the grant award and in mid-December, the granting agency
hosted a virtual workshop to discuss grant requirements. After the award, the grant
requires an approved resolution to authorize the acceptance of grant funds from the State
of California.
Public Engagement
This item is on the agenda for the February 17, 2026, City Council meeting and will follow
all required postings and notifications. The public may have an opportunity to comment on
this item at or before the meeting.
CONCURRENCE
The Director of Finance concurs with staff’s recommendation.
ENVIRONMENTAL REVIEW
The California Environmental Quality Act (CEQA) does not apply to the recommended
action in this report because the action does not constitute a “Project” under CEQA
Guidelines Section 15378.
FISCAL IMPACT
Budgeted: No Budget Year: 2025-26
and 2026-27
Funding Identified: No
Fiscal Analysis:
Page 150 of 444
Item 5d
Funding
Sources
Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
State Grant –
Office of Traffic
Safety
$180,000 $ $ $
California
Department of
Justice
$74,276
Total $254,276 $ $ $
Matching funds are not required for these grants. The OTS grant runs on a Federal fiscal
year, and the Tobacco grant will coincide with the City’s fiscal year. Both grants operate
under a reimbursement basis for repayment.
ALTERNATIVES
Do not submit grant application or decline funding. Grants provide funding for
specialized equipment purchases and overtime for targeted education and enforcement
opportunities. Without grant funds, the department would not be able to carry out these
types of programs which increase safety in our community.
ATTACHMENT
A - Draft Resolution authorizing the acceptance of grant funds from the State of California
Department of Justice
Page 151 of 444
Page 152 of 444
R _____
RESOLUTION NO. _____ (2026 SERIES)
A RESOLUTION OF THE COUNCIL OF THE CITY OF SAN LUIS
OBISPO, CALIFORNIA, AUTHORIZING THE ACCEPTANCE OF GRANT
FUNDS IN THE AMOUNT OF $74,276 FROM THE STATE OF
CALIFORNIA DEPARTMENT OF JUSTICE, OFFICE OF ATTORNEY
GENERAL, TOBACCO GRANT PROGRAM TO INCREASE EDUCATION
AND ENFORCEMENT PROGRAMS FOCUSING ON REDUCING THE
ILLEGAL SALE OF TOBACCO PRODUCTS TO MINORS IN THE CITY
WHEREAS, the San Luis Obispo Police Department (the “Police Department”)
through the City of San Luis Obispo desires to undertake programs to increase education
and enforcement to focus on reducing illegal sales of tobacco products to minors; and
WHEREAS, the City Council authorized the Police Department to submit a grant
application through the California Department of Justice for the Tobacco Grant Program
on July 15, 2025, to conduct enforcement activities to reduce illegal sales and marketing
of tobacco products to minors; and
WHEREAS, in November 2025, the Police Department was notified of the Tobacco
Grant award in the amount of $74,276; and
NOW, THEREFORE, BE IT RESOLVED by the Council of the City of San Luis
Obispo as follows:
SECTION 1. The City Manager or Chief of Police is hereby authorized to accept
grant funding in the amount of $74,276 from the State of California DOJ.
SECTION 2. The City Manager or Chief of Police is hereby authorized to execute
the grant documents and to submit all documents including without limitation, contracts,
amendments, extensions and payment requests as appropriate to accept the funds under
and comply with the conditions of the grant.
SECTION 3. The Finance Director is authorized to make the necessary budget
adjustments upon the award of the grant.
SECTION 4. Grant funds received hereunder shall not be used to supplant
expenditures controlled by this body.
Upon motion of __________________, seconded by___________________, and
on the following roll call vote:
AYES:
NOES:
Page 153 of 444
Resolution No. _____ (2026 Series) Page 2
R ______
ABSENT:
The foregoing resolution was adopted this ______day of _____________2026.
__________________________
Mayor Erica Stewart
ATTEST:
____________________________
Teresa Purrington
City Clerk
APPROVED AS TO FORM:
____________________________
J. Christine Dietrick
City Attorney
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the
City of San Luis Obispo, California, on ______________________.
__________________________
Teresa Purrington
City Clerk
Page 154 of 444
Item 5e
Department: Information Technology
Cost Center: 1101
For Agenda of: 2/17/2026
Placement: Consent
Estimated Time: N/A
FROM: Greg Hermann, Deputy City Manager
Prepared By: Josh Erquiaga, Information Technology Manager
SUBJECT: AUTHORIZATION TO EXECUTE A CONTRACT FOR 911 CALL
HANDLING EQUIPMENT AND SERVICES
RECOMMENDATION
1. Authorize the City Manager to execute a five-year contract with AT&T for 911 call
handling equipment and services; and
2. Waive formal bids and authorize use of California Department of Technology
Agreement 6138-2020 (Attachment A) to procure this purchase as allowed under
03.24.060E of the City of San Luis Obispo Municipal Code.
POLICY CONTEXT
Per the Purchasing Policy, purchases greater than $150,000 (professional services) and
$200,000 (general goods) must come before City Council for approval. Waiving formal
bids and authorizing the use of California Department of Technology Agreement 6138 -
2020 (Attachment B) to procure this purchase is consistent with City Purchasing Policy,
Section 204: No-Bid Purchasing, and Municipal Code Section 03.24.060E, which permits
staff to dispense with bidding requirements, “when the purchase will be made
cooperatively with one, or more, other units of government, or from a local dealer within
the city limit that can provide the same brand, model and configuration of item(s) identified
in the cooperative purchase agreement(s) at or below the cooperative purchasing net cost
within the same terms and conditions.”
DISCUSSION
Background
The City of San Luis Obispo maintains a Public Safety Answering Point (PSAP) at the
Emergency Communications Center (ECC), which is co-located with Fire Station 1. The
PSAP is responsible for handling all 911 emergency calls for service within the City lim its
and for transferring all calls for other agencies to those agencies (e.g., a misrouted call
from a cell phone in another jurisdiction). For the last five full years, 2020 through 2024,
the ECC has handled an average of 105,169 calls annually, including:
Page 155 of 444
Item 5e
52,655 - Non-emergency calls into the ECC
28,135 - 911/emergency calls into the ECC
20,433 - Outbound calls from the ECC
2,926 - Abandoned calls into the ECC
105,169 - total calls through the ECC annually
These averages reflect a broad range of both emergency and non-emergency calls
received from the public. This includes traditional 911 calls requesting police, fire, and
medical assistance, as well as non-emergency requests for public safety services, alarm
company notifications, and interagency coordination during large-scale incidents. In
addition, the ECC serves as a point of contact for community members seeking
assistance when they are unsure where else to direct their call.
The outbound calls represent many different call types:
Requests from field units to the ECC to place calls on their behalf while handling
incidents in the field.
Trying to reach abandoned calls in to the ECC.
The ECC calling third-party vendors for translation services.
Handling the volume of calls and the requests that result requires specialized systems to
receive calls, along with location information and other metadata used to dispatch the
appropriate resources and track those calls until they are closed. The State of California’s
Office of Emergency Services (CalOES), through the California Department of
Technology (CDT), has negotiated with vendors to provide these systems to PSAPs. In
addition, CalOES provides funding to local PSAPs, based on their emergency call
volume, to acquire these systems. CalOES has allocated $490,000 to the City of San Luis
Obispo to acquire upgraded systems for its emergency call-handling needs. In addition
to State funds, the City proactively funds 911 upgrade projects through the Information
Technology Capital Improvement Program (IT CIP). IT CIP funds are programmed in case
State funding is reduced between upgrade cycles, or the State formula doesn’t fully
provide for the equipment necessary to fulfill the City’s operational needs.
The City last updated its 911 call-handling equipment in 2015. Normally, 911 call-handling
equipment is replaced every five to seven years. The City’s systems were eligible for
upgrade in 2022, but the upgrades were postponed by the State as it was in the middle
of its initial attempt to roll out a state-wide Next Generation 911 program. Due to delays
in the statewide roll-out of that program and the age of the City’s systems, CalOES
authorized upgrading the existing systems at this time.
City staff recommend that the Council authorize the contract with AT&T to purchase its
VIPER call-handling equipment and services, along with transcription and translation
services (identified as “New technology integration” in Attachment D). The new
transcription and translation services are built into the software and allow Dispatchers to
better serve callers who may not speak English fluently. Because these services are built
Page 156 of 444
Item 5e
into the software, they can be used immediately to address a caller's emergency request
while an official translation request is submitted, allowing for a quicker emergency
response. Currently, Dispatchers rely on a third-party contractor to provide translation
services, which results in much slower responses to emergencies, as well as limited
information being received by the ECC due to the time it takes to manually translate those
calls. Additionally, the current translation service used by the ECC typically provides only
Spanish translation. Right now, when dispatch receives an emergency call from any other
language, it takes around 10 minutes to find a translator. Viper, integrated with translation,
currently supports over 40 languages, which allows Dispatchers to converse seamlessly
with callers who speak different languages in real time without the need for a third-party
contractor. The current third-party translation contractor is provided by the State at no
charge to PSAPs, so there is no savings to the City if they do not use the third-party
translation service. The State funding contribution will fully cover the equipment purchase;
however, the City will need to pay for the transcription and translation services . The cost
for the additional services is $113,342. Staff recommend using the IT CIP project funds
to increase the total available funding to accommodate the purchase of both the hardware
and the transcription and translation services.
Previous Council or Advisory Body Action
The City Council last approved an upgrade of the 911 call-handling equipment at the
October 6, 2015 City Council meeting as part of the consent agenda (Item 8).
Public Engagement
This item is on the agenda for the February 17, 2026, City Council meeting and will follow
all the required posting and notification. The public may comment on this item at or before
the meeting.
CONCURRENCE
City Information Technology staff have worked closely with the Police Department on this
project and agree with the recommendation.
ENVIRONMENTAL REVIEW
The California Environmental Quality Act (CEQA) does not apply to the recommended
actions in this report, because the action does not constitute a “Project” under CEQA
Guidelines Sec. 15378.
FISCAL IMPACT
Budgeted: Yes Budget Year: 2025-26
Funding Identified: Yes
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Item 5e
Fiscal Analysis:
911 Phone System, Project # 2000601-01
Project #2000601-01 $172,345 $490,000
Project Total
Costs Funding Source* InfoTech Repl -
LRM CalOES
Fund # 403
AT&T $113,342 $490,000 $603,342
Contingencies $0 $0 $0
Total for Construction $113,342 $490,000 $603,342
Construction Management: $0 $0 $0
Materials Testing: $0 $0 $0
Public Relations: $0 $0 $0
Printing: $0 $0 $0
Total Project Cost $113,342 $490,000 $603,342
Current Project Balance: $172,345 $490,000 $662,345
Additional Funding: $0 $0 $0
Post Project Remaining Balance: $59,003 $0 $59,003
The main funding for this project is the $490,000 allotment from CalOES. CalOES will pay AT&T
directly based on the attached quote (Attachment C), so no funding will pass through the City. If
the City opts to move forward with the purchase of the additional translation and transcription
quote (Attachment D), the City would fund the remaining $113,342 from the budgeted CIP Project
# 2000601-01, 911 Phone System. The 911 Phone System project was originally funded in FY
2021-22 based on the expected replacement lifecycle of the 911 call handling equipment but was
delayed due to changes at the State level with the state-wide 911 system. This project funding
would be expended in the current fiscal year in support of this request.
ALTERNATIVES
1. Council could decide not to authorize the additional new technology services.
Should Council choose this option, the City would receive new call -handling
equipment but would not have access to new translation and transcription
technologies.
2. Council could decide not to award the contract to AT&T. Should the Council
choose this option, City staff would need to work with CalOES to identify other
approved vendors of 911 call-handling equipment to implement. Bringing in a new
vendor would add additional cost and time to the project and could require extensive
retraining of Dispatch staff to learn a new call handling system.
3. Council could decide not to award the contract using the California Department
of Technology contract. Should the Council choose this option, City staff would need
to run a new procurement process to acquire new call handling equipment and
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Item 5e
services. Given the size of the State contract and its purchasing power, it is unlikely
that the City of San Luis Obispo would be able to negotiate a more favorable contract.
4. Council could decide not to award the contract. Should the Council choose this
option, the City would not update its 911 call handling equipment. This would leave
the City vulnerable to failures of its 911 system and its ability to take emergency calls
from the public. Service and support for the current system will expire in June 2026,
and AT&T is unlikely to renew those contracts due to the system's age .
ATTACHMENTS
A – Cal OES Allotment Letter.pdf
B – California Department of Technology Agreement 6138-2020.pdf
C – SLO PD – ATT VIPER Hardware and Services Quote.pdf
D – SLO PD – ATT VIPER Translation and Transcription Quote.pdf
Page 159 of 444
Page 160 of 444
GAVIN NEWSOM
GOVERNOR
NANCY WARD
DIRECTOR
601 SEQUOIA PACIFIC BLVD, SACRAMENTO, CA 95811
PUBLIC SAFETY COMMUNICATIONS
(916) 894-5007 TELEPHONE
July 30, 2025 Tracking Number: 25309
Joshua Erquiaga, Information Technology Manager
City of San Luis Obispo Police Department
1135 Roundhouse St.
San Luis Obispo, CA 93401
Subject: Customer Premise Equipment (CPE) Fixed Allotment Funding – On
Premise Solution
Dear Joshua Erquiaga:
The California 9-1-1 Emergency Communications Branch (CA 9-1-1 Branch) has received
your Advance Notification for Call Processing Equipment (CPE) Funding letter of intent to
replace the 9-1-1 system at your Public Safety Answering Point (PSAP). Acceptance of
CPE Allotment funds from the CA 9-1-1 Branch commits your agency to PSAP operations
24 hours-a-day, seven days-a-week, for a minimum of five years. If PSAP operations are
not maintained at that level, the City of San Luis Obispo Police Department may become
financially responsible for all subsequent CPE maintenance and 9 -1-1 network service
charges. Our evaluation of recent 9-1-1 emergency call volume qualifies the City of San
Luis Obispo Police Department for a Fixed Allotment of $490,000 to be used to purchase
an on premise solution. The Fixed Allotment funding will expire upon
expiration/cancellation of the current MPA if your CPE approval process has not been
initiated.
The CA 9-1-1 Branch has implemented a non-mandatory Master Purchase Agreement
(MPA) that enables participating vendors to invoice the CA 9-1-1 Branch directly for the
purchase of 9-1-1 systems and services. Price lists are available at:
https://www.caloes.ca.gov/office-of-the-director/operations/logistics-management/public-
safety-communications/ca-9-1-1-emergency-communications-branch/ca-911-services-
contracts/
The CA 9-1-1 Branch CPE Funding Policy and Funding Processes are detailed in the
9-1-1 Operations Manual – Chapter III available at:
https://www.caloes.ca.gov/office-of-the-director/operations/logistics-management/public-
safety-communications/ca-9-1-1-emergency-communications-branch/ca-911-operations-
manual/
Please contact me directly with any questions at johndiaz@caloes.ca.gov or
(916) 894-5176.
Sincerely,
John Diaz, 9-1-1 Advisor
CA 9-1-1 Emergency Communications Branch
Docusign Envelope ID: 5B26F8D4-732D-470F-BF24-7C8E23EA703E
Page 161 of 444
Page 162 of 444
REGISTRATION NUMBER
AGREEMENT NUMBER AMENDMENT NUMBER
6138-2020 3
1.This Agreement is entered into between the Contracting Agency and the Contractor named below:
CONTRACTING AGENCY NAME
California Governor’s Office of Emergency Services
CONTRACTOR NAME
AT&T Enterprises, LLC, successor in interest to AT&T Corp.
2.The term of this
Agreement is:
July 10, 2020, or upon approval by CDT STP, whichever is later,
through July 9, 2026, with two (2) two-year options to extend
3.The maximum amount of this
Agreement after this Amendment is:
$0.00
(Zero Dollars and Zero Cents)
4.The parties agree to comply with the terms and conditions of this Agreement Amendment #3 for the NG 9-1-1
CLOUD NATIVE OR DATA CENTER CALL PROCESSING EQUIPMENT (CPE) for the California Governor’s
Office of Emergency Services (Cal OES) to add On-Premises CPE. All documents and actions noted below are by
this reference made part of the Agreement and incorporated herein:
ACTIONS:
Amendment #3 – Both parties mutually agree to amend this Agreement as followed:
a. Exhibit A, Statement of Work (SOW), attached hereto, replaces the original Exhibit A, Statement of Work
(SOW) in its entirety.
b. Exhibit 21, Technical Requirements, attached hereto, replaces the original Exhibit 21, Technical
Requirements in its entirety.
c. Exhibit 22, Cost Workbook, attached hereto, replaces the original Exhibit 22, Cost Workbook, in its entirety.
All other terms and conditions shall remain the same.
IN WITNESS WHEREOF, this Agreement has been executed by the parties hereto.
Department of Technology (CDT),
Statewide Technology Procurement (STP)
Use OnlyCONTRACTOR
CONTRACTOR NAME (If other than an individual, state whether a corporation, partnership, etc.)
AT&T Enterprises, LLC, successor in interest to AT&T Corp.
CONTRACTOR AUTHORIZED SIGNATURE DATE SIGNED
PRINTED NAME AND TITLE OF PERSON SIGNING
Samantha Thibault, Sales Director
ADDRESS
1452 Edinger Ave., Tustin, CA 92780
STATE OF CALIFORNIA
CONTRACTING AGENCY NAME
California Governor’s Office of Emergency Services
CONTRACTING AGENCY AUTHORIZED SIGNATURE DATE SIGNED
EXEMPT PER:
PRINTED NAME AND TITLE OF PERSON SIGNING
Mary Rucker, Assistant Director, Finance and Logistics Administration
CONTRACTING AGENCY ADDRESS
3650 Schriever Avenue, Mather, CA 95655
STATE OF CALIFORNIA
DEPARTMENT OF TECHNOLOGY
STATEWIDE TECHNOLOGY PROCUREMENT
STANDARD AGREEMENT AMENDMENT
TECH 213A (rev. 06/2020)
Page 163 of 444
CA Governor’s Office of Emergency Services Contract Number: 6138-2020 A3
Contractor Name: AT&T
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March 26, 2020
EXHIBIT A, STATEMENT OF WORK
1 BACKGROUND AND PURPOSE
The Governor’s Office of Emergency Services (Cal OES), Public Safety Communications,
CA 9-1-1 Emergency Communications Branch (CA 9-1-1 Branch) is authorized by statute
Government Code (GC) Sections 53100-53121 to manage and oversee the statewide
9-1-1 emergency communications system. The authority to oversee the expenditures of
State Emergency Telephone Number Account (SETNA) funds is provided in the
California Department of Finance’s Manual of State Funds, 0022. The CA 9-1-1 Branch is
responsible for administering the SETNA which provides funding to California Public
Safety Answering Points (PSAPs) for 9-1-1 systems and services. The main function of the
9-1-1 Call Processing Equipment (CPE) is to provide PSAPs with call handling equipment
to answer the 9-1-1 calls.
The Next Generation 9-1-1(NG9-1-1) services in California follow the National
Emergency Number Association (NENA) i3 Call Flow per Figure 1 in NENA-STA-010.2-2016
https://cdn.ymaws.com/www.nena.org/resource/resmgr/standards/NENA-STA-
010.2_i3_Architectu.pdf NENA Detailed Functional and Interface Standards for the
NENA i3 Solution. Each CPE provider shall provide NENA i3 call flow to support
interoperability with the Prime Network Service Provider (PNSP) and Regional Network
Service Provider (RNSP).
The CPE solution shall follow the National Emergency Number Association (NENA) i3 Call
Flow per NENA-STA-010.2-2016, NENA Detailed Functional and Interface Standards for
the NENA i3 Solution. The CPE solution shall utilize the NG 9-1-1 trunks maintained by
PNSP and RNSP to deliver all 9-1-1 traffic to the PSAP. The NG 9-1-1 trunks are a CPUC
tariffed service that are maintained by PNSP and RNSP. Figure 1 provides an overview of
the NG 9-1-1 traffic flow and identifies the responsibility of PNSP, RNSP, and the CPE
provider.
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CA Governor’s Office of Emergency Services Contract Number: 6138-2020 A3
Contractor Name: AT&T
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March 26, 2020
FIGURE 1: NG 9-1-1 TRAFFIC RESPONSIBILITY (CLOUD/DATA CENTER)
Additional resource documents for reference:
CA 9-1-1 Branch Operations Manual - https://www.caloes.ca.gov/cal-oes-
divisions/public-safety-communications/ca-9-1-1-emergency-communications-
branch/ca-9-1-1-operations-manual
1.1 OBJECTIVE
This Statement of Work (SOW) establishes the Master Purchase Agreement that shall be
used by every PSAP in California to procure CPE that utilizes both CAMA and PSNP and
RNSP NG 9-1-1 Trunks to deliver 9-1-1 traffic to every PSAP. This SOW shall serve as the
rules and regulations between the CA 9-1-1 Branch and the Contractor to provide
native cloud and data center CPE as well as on-premises CPE.
This SOW will also establish a standard CPE platform that complies with NENA i3,
interfaces with the PNSP and RNSP networks and aligns with the authorized Cal OES
Budget for 9-1-1 services. Cal OES, CA 9-1-1 Branch will oversee and approve all
purchases made under this agreement. The PSAPs will use this agreement to purchase
9-1-1 CPE Systems with SETNA funding as authorized and approved by the CA 9-1-1
Branch.
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CA Governor’s Office of Emergency Services Contract Number: 6138-2020 A3
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2 DESCRIPTION OF PROPOSED SERVICE
2.1 CLOUD BASED/DATA CENTER MODEL SERVICE TO BE PROVIDED
The Contractor agrees to provide CPE services in accordance with the SOW and
EXHIBIT 21, TECHNICAL REQUIREMENTS. The Contractor agrees that CPE shall support all
call handling and call flow elements of NENA i3. Any proprietary components that are
implemented within the CPE shall not compromise the ability to support NENA i3 and
the ability for the PNSP or RNSP to deliver the call to the PSAP, or to support transfers
from one PSAP to another, regardless of Contractor.
CPE services to be provided shall include, but are not limited to:
1) This solution shall be an Evergreen Native Cloud based or Data Center based
service. Contractors shall not provide a Hosted CPE solution that exists in the
current legacy environment.
2) Contractor shall provide solutions to the PSAPs that have been tested in the CA
9-1-1 Branch NG911 Lab and validated by the CA 9-1-1 Branch to ensure
interoperability with PNSP and RNSP;
3) Contractor shall provide CPE performance monitoring and provide access to
PSAPs and the CA 9-1-1 Branch through a dashboard;
4) Contractor shall be solely responsible for trouble ticket reporting for all CPE
services to include subcontractor services. The Contractor shall develop and
maintain trouble ticket e-bonding with RNSP and PNSP trouble ticketing. Trouble
ticket information and status updates must be pushed and received by all
parties in order to reduce confusion and to allow a single point of reference, no
matter which vendor the PSAP chooses to call;
5) Contractor shall implement standards and best practices as determined by the
CA 9-1-1 Branch to ensure global interoperability;
6) Contractor shall provide leadership to promote collaborative mission focused,
implementation that supports interoperability and supports the Cal OES mission;
7) Contractor shall provide a lead team member to work together to maintain the
interoperability interface with PNSP and RNSP;
8) Contractor shall ensure that installation of equipment includes all hardware,
cabling, labor, software and configuration required to deliver and make the
system ready for use, and operational with the manufacturer’s published
specifications;
9) Contractor’s Evergreen coverage shall include maintenance and replacement
of all system components, including but not limited to all workstations, interface
devices, and associated hardware;
10) Contractor shall designate a primary contact person located in the continental
United States (CONUS) to whom all project communications may be addressed
and who has the authority to act on all aspects of the services;
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CA Governor’s Office of Emergency Services Contract Number: 6138-2020 A3
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11) Contractor shall notify the CA 9-1-1 Branch, in writing, of all changes in the
personnel assigned to the tasks. If a Contractor employee is unable to perform
due to illness, resignation, or other factors beyond the Contractor’s control, the
Contractor will provide suitable substitute personnel;
12) Contractor shall install workstation and any peripheral hardware on the premises
of the PSAP, during the best available hours for the PSAP, and at all other times
as required to successfully provide the services;
13) Contractor shall provide the PSAP and the CA 9-1-1 Branch with a copy of the
system update process and schedule;
14) Contractor shall work closely with PSAPs regarding any of the additional
applications provided under Contract and adhere to any changes and future
time-frames listed in the individual requirements;
15) Contractor shall ensure PSAP has unrestricted use of any CPE solution software
that is proprietary in nature;
16) Contractor shall submit a system diagram, depicting data flow and
interconnection requirements;
17) Contractor shall be responsible for all the terms and conditions of this Contract
regardless of whether or not a failure occurs in their system or their
Subcontractors system;
18) Contractor shall implement all functional requirements included in Exhibit 21;
19) The Contractor agrees to provide CAMA integration CPE services in
accordance with this Amendment 1 that includes the Technical Requirements
and Cost Elements needed to support the CAMA interface. These requirements
are mandatory and shall be part of the CPE solution and will be tested in the CA
9-1-1 Branch lab and accepted by Cal OES 9-1-1 Branch, prior to issuing SOW to
the PSAP for CPE purchase.
Amended CPE services to be provided shall include, but are not limited to:
a. The CPE solution shall interface with CAMA according to the additional
technical requirements as per Exhibit 21 - Technical Requirements (See section B
for details).
b. The amended CPE solution shall provide an interface with CAMA according to
the additional cost elements as per Exhibit 22 – Cost Workbook. There will be no
additional costs for maintaining, servicing, or disconnecting the CAMA (See
section C for details).
2.2 ON PREMISES SERVICE TO BE PROVIDED
The Contractor agrees to provide the on-premises CPE solution that passed the Cal OES
9-1-1 lab testing at the rates listed on the Exhibit 22 – Cost Workbook. Administrative
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requirements and SLAs posted within this SOW apply to both on-premises and cloud-
based call-handling unless designated otherwise by the CA 9-1-1 Branch.
2.3 CPE SERVICES ENVIRONMENT
This section is intended to present an overview of the NG9-1-1 environment in California.
The PNSP and RNSP are responsible for delivering NG 9-1-1 traffic to the CPE provider
based on the PSAP that has been identified to receive the 9-1-1 information. The
Contractor shall be responsible for receiving the 9-1-1 traffic from the legacy 9-1-1
network and the PNSP or RNSP. The Contractor shall also provide the call processing
functionality required to display any and all 9-1-1 information at the PSAP.
2.4 COMMERCIALLY AVAILABLE HARDWARE
Wherever possible, commercially available hardware shall be used for simplicity, ease
of maintenance, replacements, and upgrades.
3 CONTRACT TERM
Effective upon approval of the California Department of Technology (CDT), Office of
Statewide Technology Procurement (OSTP), the term of the Contract is four (4) years
with three (3) two (2) year options.
The CA 9-1-1 Branch at its sole discretion, may exercise the option to execute, three (3),
two (2) year extensions of all services identified in this Contract at the costs identified in
EXHIBIT 22, COST WORKBOOK, for a maximum Contract term of ten (10) years.
Contractor shall provide an all-inclusive cloud-based /data-center based or on-
premises CPE solution. All options shall be included with the ability to de-activate or
‘turn off’ options or features based on PSAP needs and requirements. Vendor shall not
provide options that result in tiered service.
Amendments may occur at any time, consistent with the Terms and Conditions of the
Multiple Award Contract and by mutual consent of both parties, subject to approval by
the CA 9-1-1 Branch.
Period of performance for a PSAP’s CPE purchase will continue for the life of the
Contract, including all extensions. Evergreen coverage for all systems and services,
excluding network, shall be included. Coverage starts from the date of system
acceptance. The Contractor shall adhere to this Period of Performance for up five (5)
years, if necessary, after the multiple award Contract term expires
All price quotes/SOWs must be received by the CA 9-1-1 Branch at a minimum of four
(4) weeks prior to the Multiple Award Contract expiration to allow time for review,
revision, and issuance of a TD-288 Commitment to Fund. No quotes or SOWs will be
accepted and processed within this four (4) week period.
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PSAP is required to hold CPE service for a minimum of five (5) years unless Contract is
terminated due to a proven failure to perform. After year five (5), if the PSAP chooses to
continue the CPE maintenance, it will be approved by Cal OES on a year-to-year basis,
for up to 2 years. The PSAP may cancel the service during those 2 years at any time with
30 days written notice to the CPE Provider.
After the multiple award Contract expiration date, new orders shall not be issued and
are prohibited. The terms of this Contract shall be incorporated into the SOW with the
PSAP and survive the expiration of the term noted above until the expiration of the
affected PSAP’s SOW.
For the purposes of Section 20 of SaaS General Provisions limited liability, purchase price
will be defined as the Contractor’s aggregate Monthly Recurring Charges (MRC)
contract amount for the affected solution and PSAP(s) for the previous twelve months
prior to the incident.
3.1 CONTRACT COMMENCEMENT TIME
The Contractor shall not be authorized to deliver goods or commence the performance
of services as described in this SOW until written approval has been obtained from all
entities and CPE testing at the PSAP has been completed. Any delivery or performance
that is commenced prior to the signing of the multiple award Contract shall be
considered voluntary on the part of the Contractor and non-compensable.
3.2 CONTRACT AMENDMENTS
This Contract may be amended, consistent with the terms and conditions of the
Contract and by mutual consent of both parties and is subject to approval by the
California Department of Technology (CDT). No contract amendment shall be
executed to allow adding a CPE solution that did not pass the CAL OES NG 9-1-1 Lab
validation testing.
3.3 CONTRACT TERMINATION
The CA 9-1-1 Branch may exercise its option to terminate the Agreement at any time
with 30 calendar days prior written notice. In the event of such termination, the CA 9-1-1
Branch shall pay all amounts due the Contractor for all deliverables accepted prior to
termination.
3.4 CAL OES NG911 LAB CPE TESTING
All CPE shall be tested in the CA 9-1-1 Branch NG 9-1-1 Lab to validate compliance to
NENA i3 standard and meeting the functional requirements identified in this SOW (refer
to TD 284 System Acceptance and Authorization Form for Cloud CPE Solution as well as
TD 284 System Acceptance and Authorization Form for On-Premises CPE Solution). All
CPE (cloud based and on-premises) shall be validated in the CA 9-1-1 Branch NG 9-1-1
Lab. If the call handling is not Nena i3 compliant at the time of NG go-live, the
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CA Governor’s Office of Emergency Services Contract Number: 6138-2020 A3
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March 26, 2020
Contractor will be provided 6 months to bring the call handling into compliance, at no
cost to the State of California.
4 ORDERING AND DELIVERY PROCESS
The ordering process that the CA 9-1-1 Branch uses is detailed in the 9-1-1 Operations
Manual, Chapter III, Funding which can be viewed at:
https://www.caloes.ca.gov/wp-content/uploads/PSC/Documents/Operations-Manual-
Chapter-III-Updated-6.24.pdf
4.1 PERFORMANCE BOND AT PSAP OR CAL OES REQUEST
If requested by the PSAP or Cal OES, the Contractor shall furnish to the Cal OES, a
performance bond security in a form satisfactory to the 9-1-1 Branch Manager at no
cost to the State, a Performance Bond in the amount of PSAP or Cal OES request for the
CPE provider. The bond shall be on a form from an admitted surety insurer and must
guarantee Contractor’s compliance with the terms of this Contract. The bond shall be
in effect for the duration required by the PSAP or Cal OES.
Failure to submit the required documents may be cause for termination of the
Contract.
4.2 9-1-1 CPE SYSTEM DIAGRAMS
As part of the ordering process for the 9-1-1 CPE System, the SOW submitted to the
PSAPs shall include system diagrams using Microsoft Visio or similar to depict:
1. System connectivity
2. 9-1-1 traffic and data flow
3. PC hardware Requirements
4. Interfaces to any PSAP auxiliary equipment (i.e. CAD, logging recorder)
4.3 9-1-1 CPE INSTALLATION (CLOUD AND ON-PREMISES)
Orders from the PSAP must be completely installed and ready for acceptance testing
within 90 calendar days after TD-288 is issued for cloud or data center CPE and 180 days
for on-premises CPE.
The installation date may be changed by mutual consent of the Contractor and the
PSAP; however, the system installation schedule must be updated with the revised
dates. The Contractor will provide a revised Contractor’s SOW to the PSAP and to the
CA 9-1-1 Branch.
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CA Governor’s Office of Emergency Services Contract Number: 6138-2020 A3
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4.4 PSAP SITE SURVEY
As part of the SOW for the PSAP, the Contractor shall prepare a list detailing the current
electrical power, common ground, and environmental control facilities at the PSAP. The
Contractor shall review and comment on the adequacy of the PSAP’s facility, including
but not limited to, the adequacy of the floor plan, environmental control, cabling, and
NG9-1-1 trunk demarcation to support the installation of the 9-1-1 system. The PSAP shall
permit free access, subject to security restrictions at the site, for the purpose of
reviewing facility readiness.
4.5 PSAP SITE MODIFICATIONS
If required, the CA 9-1-1 Branch and/or PSAP will discuss the needs for PSAP
modification in order to meet the Contractor’s specifications related to CPE
installations.
4.6 CERTIFICATION OF EQUIPMENT READINESS
Equipment must be installed and certified ready for acceptance testing by the agreed
to installation date and acceptance test plan between the Contractor and PSAP.
4.7 RELOCATION
Relocation refers to a PSAP moving to a different location on a long-term basis. This
includes packing up all CPE and associated equipment purchased under this Contract
and transporting to another location and reinstalling it for operational use
1. If it is necessary to move the equipment purchased under this Contract from a
PSAP location to another, the PSAP will provide their date of disconnection, the
locations from and to where the equipment is to be moved, and the re-
connection date to the Contractor. The Contractor and PSAP will mutually agree
on a reasonable amount of time to accomplish disconnection, relocation,
reconnection and having the equipment ready for use. The CA 9-1-1 Branch will
only pay for 30 days of overlapping NG9-1-1 trunk costs. After 30 days is
exceeded, billing from vacated PSAP premises will be transferred and become
the responsibility of the PSAP.
2. The PSAP will pay the Contractor for all reasonable costs for relocation. The
Contractor shall maintain responsibility for the equipment at all times during the
move.
3. In the case of an emergency PSAP CPE relocation, the CA 9-1-1 Branch will pay
for all associated costs. Emergency shall consist of, but is not limited to: force
majeure, man-made disasters, hazard to life and limb of PSAP personnel.
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4. Rearrangement of equipment at a single site or for the convenience of the PSAP,
shall be at the PSAP’s expense. If the Contractor is asked to move and reinstall
equipment at a different facility, the Contractor shall not exceed the hourly
Labor Rate bid in Exhibit 22, COST WORKBOOK.
4.8 MOVES, ADDS AND CHANGES (MACS)
MACs refer to changes in system application configurations to facilitate PSAP
operations, moving equipment from one location to another in the same facility, or
adding additional equipment to completed installations.
1. For those MACs that are performed, such as adding or deleting new
workstations, changing speed dial numbers, etc., the Contractor shall provide
training to the PSAP System Administrator if required.
2. Contractor shall detail the process for the PSAP to request routine MACs, how the
Contractor will perform on-site versus off-site MACs and the anticipated turn-
around time to completion.
3. All costs for MACs will be directly billed to and paid by the PSAP, not to exceed
the hour labor rate bid in Exhibit 22, COST WORKBOOK. If the Contractor is asked
to move and reinstall equipment at a different facility, the labor rates established
by this Contract will apply to similar activities performed, such as those described
above.
4.9 DOCUMENTATION
Contractor shall provide SOW in a format that complies with the template provided in
SOW Attachment 3 Sample SOW Template. Contractor shall provide softcopy of all
manuals and materials as well as web access to updates.
4.10 EQUIPMENT DELIVERY AND SHIPMENT
1. Shipments to and from the installation site shall be the responsibility of the
Contractor.
2. Equipment shall be packed and marked with content description and
destination.
3. The Contractor shall bear the cost of transportation/shipping whenever
equipment is shipped or moved for mechanical replacement purposes.
4. The Contractor shall dispose of any packing material and debris. Post installation,
the Contractor shall pay transportation charges for the removal of empty
packing cases.
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5. The PSAP reserves the option, with concurrence from the Contractor, to arrange
and pay for all transportation/shipping charges for such relocation. Subsequent
moves are not paid for by the CA 9-1-1 Branch, but may be negotiated between
PSAP and Contractor, when the equipment is moved from one PSAP location to
another.
6. The PSAP shall be relieved from all risk of loss or damage to the equipment
purchased under this Contract during the entire time the equipment is in the
possession of the Contractor, except when such loss or damage is due to the
fault or negligence of the PSAP. Loss or damage not due to the fault or
negligence of the PSAP shall be verified through a legal claims record.
5 CONTRACT CONTACTS
The project representatives during the term of this Contract will be:
The CA 9-1-1 Branch contact will be the primary interface with the Contractor.
State: Governor’s Office of Emergency
Services, Public Safety
Communications, CA 9-1-1 Branch
Contractor: AT&T
Name: Janee Dabrowski Name: Jonathan Holland
Address: 601 Sequoia Pacific Blvd. MS 911,
Sacramento, CA 95811
Address: 1452 Edinger Ave, Tustin CA
92780
Phone: (916) 894-5031 Phone: (949) 202-6890
e-mail: janee.dabrowski@caloes.ca.gov e-mail: jh2419@att.com
Direct all Contract inquiries to:
State: Governor’s Office of Emergency
Services, Information Technology
Division
Contractor: AT&T
Name: Cheng Xiong Name: Jonathan Holland
Address:3650 Schriever Ave
Mather, CA 95655
Address: 1452 Edinger Ave, Tustin CA
92780
Phone: (916) 636-3655
Phone: (949) 202-6890
e-mail:Cheng.Xiong@caloes.ca.gov e-mail:jh2419@att.com
6 EVERGREEN TECHNICAL REQUIREMENTS
All requirements, as stated in EXHIBIT 21, TECHNICAL REQUIREMENTS are part of this SOW.
CPE offering shall be maintained in good operating condition at the PSAP location, the
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Contractor’s data center, or in the cloud to ensure Continuing Standards of
Performance are met.
6.1 LOCAL HARDWARE
The Contractor shall provide maintenance (labor and parts) and keep all equipment at
the PSAP in good operating condition. Maintenance parts will be furnished by the
Contractor and will be new. Contractor is responsible for disposal of replaced parts
removed during maintenance.
The Contractor shall furnish and replace all evergreen services and parts for a period of
five (5) years beginning on the first day following System Acceptance. Any such service
required as a result of erroneous site preparation specifications furnished by the
Contractor or otherwise required due to the fault or negligence of the Contractor, shall
be provided by the Contractor at no additional charge. Prior to the expiration of the
evergreen service period, whenever equipment is shipped for mechanical
replacement purposes, the Contractor shall bear all costs for such shipment including,
but not limited to, costs for packing, transport, handling, and insurance.
On site services will be furnished by the Contractor’s nearest service location. The
Contractor shall have prompt access to the equipment, subject to the PSAP’s standard
security requirements, to perform this service. There shall be no charge for travel
expenses associated with services for which the Contractor is responsible.
Contractor shall provide full maintenance coverage 24 hours per day, seven (7) days
per week, 365 days a year (24x7x365).
6.2 UPGRADES AND PLANNED MAINTENANCE DOWN-TIME
The proposed 9-1-1 CPE Systems shall not experience any downtime for planned
maintenance. It is acceptable that individual workstations have downtime for planned
maintenance, however, PSAPs will have input into the update schedule such that no
more than 50% of their workstations are updated at the same time.
6.3 PLANNED MAINTENANCE
Planned maintenance shall be performed in accordance with a Standard Operating
Procedure (SOP) mutually agreed to by the State and Contractor designed to mitigate
the operational impact of such maintenance. Scheduled downtime must be
coordinated with the CA 9-1-1 Branch and affected PSAPs with at least five (5) business
days advance notice prior to performing the scheduled downtime in order for the
downtime not to be calculated into the monthly availability.
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Contractors shall disclose any service impact, limitation, or operational issue that may
arise as a consequence of planned maintenance and shall propose mitigation for the
known impact, limitations, or operational issues as part of the SOP.
6.4 REMEDIAL MAINTENANCE
Contractors shall track the status of each Critical, Major, and Minor Failure (as defined
in SLA) through the Trouble Ticket Log. Contractors shall provide the telephone number
of their customer support center to each PSAP with whom they have an evergreen
Contract for reporting Critical, Major, and Minor Failures. The Contractor’s customer
support center telephone shall be answered 24 hours a day, seven (7) days a week by
a live person. The Contractor’s customer support center will be responsible for
coordinating the resources necessary to correct Critical, Major, and Minor Failures and
for accurately updating the Trouble Ticket Log.
6.5 RNSP/PNSP REPAIRS
If the PSAP notifies the Contractor of a problem with the 9-1-1 system and the
Contractor determines that the problem lies with the PNSP/RNSP NG9-1-1 Trunks, the
Contractor, will be responsible for notifying the PSAPs that the problem lies with the
PNSP/RNSP. All Contractors are required to e-bond ticketing systems with PNSP/RNSP.
6.6 REPLACEMENT PARTS
The spare components and parts inventory shall include all components included in
CPE solution. This is including but not limited to workstations, controllers, servers,
gateways, routers, Uninterruptable Power Supply (UPS) devices, peripheral equipment
interface devices, monitors, and computer keyboards. All replacement components
and parts shall be available to authorized Contractor repair personnel on a 24x7x365
basis.
6.7 SYSTEM OR SOFTWARE UPDATES
The CA 9-1-1 Branch expects to allow for system/software updates and enhancements.
Contractor(s) are required to:
1. Support this effort throughout the life of the resulting Contract.
2. Updates offered shall meet all current National Emergency Number Association
(NENA) i3 requirements.
3. Prior to update, Contractor(s) shall provide notification to the CA 9-1-1 Branch
Contract Manager as well as all affected PSAPs with a Technical Services Bulletin
(TSB).
4. Submit test plan for the proposed update.
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5. Validate the update through the CA 9-1-1 Branch NG 9-1-1 Lab as directed by
the CA 9-1-1 Branch.
6. Obtain approval from the CA 9-1-1 Branch of the update.
6.8 EVERGREEN SERVICE EXCLUSIONS
Evergreen service does not include electrical work or adverse environmental conditions
external to equipment or maintenance of accessories, alterations, attachments, or
other devices not listed in Cost Workbook.
7 CONTRACTOR FACILITY LOCATIONS
All Contractor’s facilities, direct technical and administrative support personnel that will
perform services as part of this Contract must be located within the Continental United
States (CONUS) or the District of Columbia.
8 CA 9-1-1 BRANCH ROLES AND RESPONSIBILITIES
1) The CA 9-1-1 Branch will designate a person to whom all Contractor
communication may be addressed, and who has the authority to act on all
aspects of the services, see Section 4 for designee. The CA 9-1-1 Branch
designee will be the POC for all documents related to this Contract to ensure
understanding of the responsibilities of both parties;
2) The CA 9-1-1 Branch will designate a 9-1-1 Advisor to review the SOW and
associated documents. 9-1-1 Advisor shall provide at least a minimum of 10 state
business days for the timely review and approval of information and
documentation provided by the Contractor.
3) The CA 9-1-1 Branch, in partnership with the PSAP, will determine adequacy of all
work performed and all products installed by the Contractor. Should the work
performed or the products installed by the Contractor fail to meet expectations,
requirements, or specifications, the following resolution process will be employed:
a) The Contractor shall, within five (5) State business days after initial problem
notification, respond to the CA 9-1-1 Branch by submitting a corrective action
plan to address the specific inadequacies or failures in the identified services
and products. Failure by the Contractor to respond to the CA 9-1-1 Branch’s
initial problem notification within the required time limits may result in
immediate termination of the Contract.
b) In the event of such termination, the CA 9-1-1 Branch shall pay all amounts
due the Contractor for all work accepted prior to termination.
c) The CA 9-1-1 Branch will, within five (5) State business days after receipt of the
Contractor’s detailed explanation or proposed corrective action plan, notify
the Contractor in writing whether it accepts or rejects the explanation and/or
plan. If the CA 9-1-1 Branch rejects the explanation or plan, the Contractor
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will submit a revised corrective action plan within three (3) State business days
of notification of rejection. Failure by the Contractor to respond to the CA 9-
1-1 Branch’s notification of rejection by submitting a revised corrective action
plan within the required time limits may result in immediate termination of the
Contract. In the event of such termination, the CA 9-1-1 Branch shall pay all
amounts due the Contractor for all work accepted prior to termination.
d) The CA 9-1-1 Branch will, within three (3) State business days of receipt of the
revised corrective action plan, notify the Contractor in writing whether it
accepts or rejects the revised corrective action plan proposed by the
Contractor. Rejection of the revised corrective action plan will result in
immediate termination of the Contract. In the event of such termination, the
CA 9-1-1 Branch shall pay all amounts due the Contractor for all work
accepted prior to termination.
4) Upon first installation in each region the CA 9-1-1 Branch will order network
connectivity from the PNSP and RNSP into two (2) logically and physically diverse
Contractor points of interface within five (5) working days of:
a. Successful testing in the Cal OES NG9-1-1 Lab,
b. The identification and CA 9-1-1 Branch approved Contractor points of
interface, and
c. Completion of the TD-288 approval process.
9 PSAP RESPONSIBILITIES
1) If required to meet special environmental considerations, the PSAP will modify its
site facilities to meet the Contractor’s minimum site and environmental
specifications as supplied by the Contractor. Costs associated with these
modifications shall be the responsibility of the PSAP.
2) Subject to the PSAP’s security regulations, the Contractor shall have full and free
access to the CPE equipment.
3) Any lines terminating into the CPE solution (including but not limited to) 7-digit
emergency lines, administrative lines, ring downs lines (circuits), direct connects,
as well as contact closures.
10 CONTRACTOR’S ROLES AND RESPONSIBILITIES
1) Contractor shall deliver all services and equipment necessary for system
deployment.
2) Contractor shall deploy the system and have the system ready for acceptance
testing within 180 calendar days from TD-288 issue date, or as defined on the
project SOW timeline as agreed upon by the CA 9-1-1 Branch, the Contractor,
and the PSAP.
3) Contractor shall perform and provide a PSAP site survey for each CPE installation.
4) Contractor shall provide necessary wiring for connection to CAMA and NG9-1-1
Trunks as well as interface connectivity to all necessary peripheral equipment.
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5) Contractor shall perform System Readiness Testing prior to cutover, to ensure that
the system is installed and operates as defined in SOW.
6) Upon Contract execution the Contractor shall meet via in person meeting or
teleconference, with the CA 9-1-1 Branch team at a minimum monthly, or at the
discretion of the CA 9-1-1 Branch, to ensure project tasks and timelines are met,
with all Contractor Key Staff identified in SOW Section 9. The CA 9-1-1 Branch
may require an in-person meeting based on project status.
7) The Contractor shall adhere to and support all interface standards as designed
by the PNSP and approved by the CA 9-1-1 Branch.
8) The Contractor shall designate a primary contact person to whom all project
communications may be addressed and who has the authority to act on all
aspects of the services.
9) The Contractor shall notify the CA 9-1-1 Branch in writing, of all changes in key
personnel assigned to the tasks as outlined in Section #9 below. If a Contractor’s
employee is unable to perform due to illness, resignation, or other factors beyond
the Contractor’s control, the Contractor will provide suitable substitute personnel.
The CA 9-1-1 Branch reserves the right to approve all substitute personnel.
10) The Contractor shall perform their duties on PSAP premises during normal business
hours, as agreed upon by the PSAP and the vendor. PSAP reserves the right to
request non-standard hours if there is a clear and defined operational need.
11) Contractor staff will be subject PSAP background check and security
requirements.
12) Contractor shall deliver and provide all documents in electronic format.
13) Contractor shall report all SLAs in accordance to Section 22.1 Contractors
Monthly Activity Report.
11 LABOR CLASSIFICATIONS
Contractor shall make available each of the labor classifications listed below. Hourly
labor will only be used on a limited basis and only with pre-approval from the CA 9-1-1
Branch. The cost identified in Exhibit 22, COST WORKBOOK shall be utilized to support all
of these labor classifications:
1) Contractor Trained Technician - A Contractor trained technician is able to
diagnose all major and minor system alarms, provide hardware and software
repairs, provide recommendations regarding user configurations and make
changes to the user defined software. Technician to be available both on site, as
well as remotely, for any possible issues.
2) Contracted Technician - The technician is able to provide hardware installations
and replacements, provide recommendations regarding user configurations,
under the direction of the CPE Contractor. Not available for on premise CPE
solution.
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3) System Engineer - A system engineer shall be capable of engineering the entire
solution and any related programming that the Contractor offers through the
resulting Contract.
4) Project Manager - The project manager will act as the single point of contact to
the PSAP manager (or their designee) and will be available to the PSAP
manager during the implementation of a new system. Project manager will be
on-site during implementation to the new system if requested by the 9-1-1
Branch. All project managers shall be located in the continental US and will be
made available for in-person meetings at the CA 9-1-1 Branch or PSAP request.
12 PROJECT MANAGEMENT
For each installation of a 9-1-1 system, the Contractor shall assign a project manager
with knowledge and experience in managing system installations of similar complexity.
All installations shall use industry accepted project management methodology
throughout the project.
The project manager shall be the single point of contact between the Contractor and
the PSAP throughout the installation and acceptance process. The project manager will
be responsible for coordinating with the PSAP all aspects of the installation including
project scheduling, installation of equipment, training, problem resolution, acceptance
testing, contractual and technical issues and answering all questions the PSAP may
have.
The Contractor shall assign a project manager who is familiar with 9-1-1 in CA, Internet
Protocol (IP) networks, as well as the proposed system. All project managers shall be
located in the continental US and will be made available for in-person meetings at the
CA 9-1-1 Branch or PSAP request.
13 SUBCONTRACTORS
The Contractor shall provide and maintain a list of all subcontractors providing the
services identified below. The information shall be submitted in the same format as
EXHIBIT 24: LIST OF PROPOSED SUBCONTRACTORS.
The Contractor shall notify the CA 9-1-1 Branch, in writing, of any changes of
Subcontractor personnel assigned to the tasks within ten (10) business days of the
change. The CA 9-1-1 Branch retains the right to approve or not approve. This
requirement does not apply to subcontractors that only provide supplies.
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14 ALTERATIONS AND ATTACHMENTS
The PSAP shall not make unauthorized alterations or install attachments to the
equipment.
Repair of damage attributable to the alteration or attachment will be billed to the
PSAPs at the Contractor’s rate provided in Exhibit 22, COST WORKBOOK, Labor Rate.
All reprogramming required by the Contractor to accommodate such alterations
and/or attachments shall be implemented at the PSAPs expense.
15 PROBLEM ESCALATION
The parties acknowledge and agree that certain technical and project related
problems or issues may arise, and that such matters shall be brought to the CA 9-1-1
Branch’s attention. Problems or issues shall be reported in monthly status reports and
via web-based alert and monitoring systems accessible by the CA 9-1-1 Branch.
Severity of the problem(s) as outlined below require escalated reporting. To this extent,
the Contractor or the PSAP will determine the level of severity and notify the
appropriate CA 9-1-1 Branch personnel. The CA 9-1-1 Branch personnel notified, and
the time period taken to report the problem or issue, shall be at a level commensurate
with the severity of the problem or issue. CA 9-1-1 Branch escalation levels are as
follows:
First level: PSAP Advisor
First.Last@caloes.ca.gov
(916) 657-####
Second level: Advisory and Compliance Unit Supervisor
First.Last @caloes.ca.gov
(916) 657-####
Third level: Program Management Division Chief
First.Last @caloes.ca.gov
(916) 657-####
Please refer to the CA 9-1-1 Branch Organizational Chart for up to date personnel:
https://www.caloes.ca.gov/wp-content/uploads/PSC/Documents/911-ORG-chart-Jan-2025.pdf
15.1 SERVICE ISSUES AND OUTAGE NOTIFICATION
The Contractor shall develop an automated outage notification system that will provide
system monitoring capability and outage reporting to the CA 9-1-1 Branch.
After Contract award, information for the confidential CA 9-1-1 Branch outage
notification phone number and e-mail will be provided. Outage reporting shall
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incorporate near real-time monitoring per EXHIBIT 21 TECHNICAL REQUIREMENTS. A
secure login portal shall be made available to the CA 9-1-1 Branch.
15.1.1 OUTAGE NOTIFICATION
In the event of any critical or major service issue(s) or outage(s) as specified in the
appropriate Service Level Agreement (SLA), the Contractor shall notify the CA 9-1-1
Branch via a phone call as well as email within thirty (30) minutes of initial report of
outage, providing the initial notification and containing the following (as available):
1) PSAP(s) affected;
2) Problem description;
3) Time of failure;
4) Affected systems or services;
5) Impact to 9-1-1 Service;
6) Trouble ticket number;
7) Ticket type (open, monitoring, dispatched).
Contractor shall provide follow-up notification as new information becomes available
or every 4 hours, whichever occurs first. All updates shall include current status and any
additional data pertinent to the outage and its resolution such as:
1) Extent of outage;
2) Affected systems or services (if different than initial);
3) Any 9-1-1 traffic lost in the CPE providers cloud or data center;
4) Sequence of events toward resolution (action taken to resolve the issue);
5) Estimated time of technician arrival (ETA);
6) Estimated time of outage resolution (ETR).
When critical or major event is cleared, Contractor shall send a final notification of
resolution. The CA 9-1-1 Branch may review this with the Contractor every month, to
determine if notifications need to be adjusted. See SLA Section 22.
15.1.2 OTHER EVENT NOTIFICATION
For any other service issue(s) or outage(s) that the monitoring system does not report
on, the Contractor shall notify the CA 9-1-1 Branch. Contractor shall notify the CA 9-1-1
Branch of the problem via phone call and e-mail within thirty (30) minutes of initial
report of outage or disruption of service(s). Contractor shall provide the initial
notification, which will contain the following (as available):
1) PSAP(s) affected;
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2) Problem description;
3) Time of failure;
4) Affected systems or services;
5) Impact to 9-1-1 Service;
6) Trouble ticket number;
7) Ticket type (open, monitoring, dispatched).
When the event is cleared, Contractor shall send a final notification of resolution.
The CA 9-1-1 Branch may review this report, including root cause analyses, with the
Contractor every month, to determine if notifications need to be adjusted. See SLA
Section 17.
16 CHANGE CONTROL PROCESS
The Contractor shall not make any changes after implementation and successful
acceptance of the CPE service, unless approved by the CA 9-1-1 Branch.
17 CONTRACTOR TASKS AND DELIVERABLE REQUIREMENTS
17.1 MAINTENANCE PLAN
Contractor shall be responsible for maintaining all on-premises, cloud, or data center
based CPE Services for the term of the Contract. No additional costs outside of the
EXHIBIT 22 – Cost Worksheet, shall be incurred by the CA 9-1-1 Branch or the PSAP.
Contractor shall include a draft maintenance plan in response to this RFP. A final
maintenance plan shall be submitted to the CA 9-1-1 Branch for review and approval
within 90 days from Contract execution. Planned or unplanned maintenance shall not
disrupt 9-1-1 service or trigger any SLAs.
Maintenance Plan shall include at a minimum:
1) Hardware Issues;
2) Servers;
3) Switches;
4) Routers;
5) Software Issues;
6) Operating System Software Issues;
7) Security System Software Issues;
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8) Connectivity Issues.
18 TRAINING
18.1 TRAINING TIMES AND LOCATIONS
For the purposes of training, the Contractor shall provide formal, hands-on instruction for
PSAP personnel in operation of the equipment during the acceptance testing period.
Training for equipment installation coordinators and project leaders will be conducted
at the PSAP.
18.2 TRAINING PLAN
The Contractor shall provide training and training materials to ensure that all users and
administrators can proficiently use the 9-1-1 CPE system. The Contractor will provide the
following:
1) A comprehensive training program that provides CPE users with the skills
necessary to operate all features of the 9-1-1 system
2) Training at a time mutually agreed upon by the PSAP and the Contractor.
Training schedule to be created by Contractor
3) Instructors proficient with the provided solution
4) Training to be provided within two weeks of go-live (PSAP delays are not
considered a reason to change the training schedule)
5) Train no more than six (6) users per instructor, per class, unless a larger class is
mutually agreed to by the PSAP and the Contractor. All training classes should
be scheduled so as to reduce the number of site visits necessary to train all
personnel
6) In addition to CPE user training, the Contractor will provide administrator training:
a) This training shall cover routine MACs accessible by a System Administrator,
routine trouble shooting procedures and problem reporting procedures.
b) MIS training shall be provided no more than 30 calendar days following
cutover.
c) Training will also include an on-site instructor(s) at the beginning of the system
acceptance testing period. The purpose of the instructor(s) will be to assist PSAP
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personnel as needed after they begin using the new equipment (cutover
coach).
7) Post-cutover training shall be provided to the PSAP upon the PSAP’s request.
Post-cutover training will be provided for no less than six (6) users or system
administrators in any single training session.
8) Appropriate manuals and other materials must be provided to each participant
in training. All manuals and materials must be provided in an electronic format
only.
9) Online reference materials and manuals must be updated on a continual basis
to reflect CPE system upgrades, new functionality, and system releases.
18.3 TRAINING ON NEW FUNCTIONALITY
If requested by the PSAP, training and documentation on new functionality shall be
provided by the Contractor at no charge to the PSAP or the CA 9-1-1 Branch.
19 CPE SYSTEM ACCEPTANCE
Acceptance testing is intended to ensure that the system acquired operates according
to the manufacturer’s technical specifications, performs as warranted by the
requirements of this Contract, and exhibits a 99.999% level of availability. Acceptance
testing is required for all 9-1-1 CPE deployments.
System acceptance testing shall commence on a mutually agreed date and time
within 10 business days after Contractor issues a certificate of system readiness.
In the event the system does not meet the standard of performance during the initial 10
days, the CA 9-1-1 Branch will be included in ongoing communications regarding
progress or delays. The acceptance-testing period shall not be delayed due to a PSAP
request to make a change within a system’s featured functionality. Failures during
acceptance testing period caused by sources outside of the Contractor’s control, and
approved by the CA 9-1-1 Branch, shall initiate a stop-clock. If system is operating as
designed (and as captured in the SOW) the PSAP may not delay system acceptance
beyond the 10 day time frame. If such a delay occurs, the PSAP may be subject to loss
of residual funding and shall be responsible for all labor performed by the Contractor at
the hourly rate in Exhibit 22.
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The PSAP and the CA 9-1-1 Branch will judge the acceptability of all work performed
and all work products produced by the Contractor as a result of this SOW.
19.1 ACCEPTANCE TESTING CRITERIA
1) The Contractor shall issue a certificate of system readiness when equipment and
software are installed and ready for acceptance testing. Acceptance testing will
begin on a date and time agreed upon by the PSAP and the Contractor and will
end when the equipment and software have met the standard of performance
Acceptance Testing Criteria for a period of 240 consecutive hours.
2) No invoice shall be paid by the CA 9-1-1 Branch until all of the items on the CPE
system acceptance form are met. Upon successful completion of the
acceptance testing period, the PSAP shall sign system acceptance and provide
copies to the Contractor and the CA 9-1-1 Branch.
3) The standard of performance for acceptance testing is defined as the operation
of equipment and/or software at an average level of effectiveness of 99.999%
for a period of 240 consecutive hours.
4) During the acceptance testing period, if the system is not performing as
intended, the Contractor shall adhere to the response time requirements
specified in the SOW.
5) If the system does not meet the standard of performance within 90 consecutive
calendar days after the start of the acceptance testing, the PSAP shall have the
option to request a replacement system, extend the testing period, or terminate
the order. The PSAP's option shall remain in effect until the system meets the
performance criteria. If the system has not met the standard of performance by
180 calendar days after installation, the order may be cancelled. If the CA 9-1-1
Branch determines the same type of system and/or vendor have not met the
standard of performance or agreed upon contractual obligations at more than
three (3) planned installations during the term of this Contract, the system and/or
vendor may be removed from the Contract at the discretion of the CA 9-1-1
Branch.
19.2 CONTRACT TERMINATION
Should the work performed, or the products produced by the Contractor fail to meet
the PSAP SOW conditions, requirements, specifications, guidelines, or other applicable
standards, the following resolution process will be employed, except as superseded by
other binding processes.
The CA 9-1-1 Branch will notify the Contractor in writing within ten (10) State business
days after completion of each phase of service of any acceptance problems by
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identifying the specific inadequacies and/or failures in the services performed and/or
the products produced by the Contractor.
The Contractor will, within five (5) State business days after the initial problem
notification, respond to the CA 9-1-1 Branch by submitting a detailed explanation
describing precisely how the identified services and/or products actually adhere to and
satisfy all applicable requirements, and/or a proposed corrective action plan to
address the specific inadequacies and/or failures in the identified services and/or
products. Failure by the Contractor to respond to the CA 9-1-1 Branch initial problem
notification within the required time limits may result in immediate termination of the
Contract.
The CA 9-1-1 Branch will, within ten (10) State business days after receipt of the
Contractor’s detailed explanation and/or proposed corrective action plan, notify the
Contractor in writing whether it accepts or rejects the explanation and/or plan. If the
CA 9-1-1 Branch rejects the explanation and/or plan, the Contractor will submit a
revised corrective action plan within five (5) State business days of notification of
rejection. Failure by the Contractor to respond to the CA 9-1-1 Branch’s notification of
rejection by submitting a revised corrective action plan within the required time limits
may result in immediate termination of the Contract.
The CA 9-1-1 Branch will, within ten (10) State business days of receipt of the revised
corrective action plan, notify the Contractor in writing whether it accepts or rejects the
revised corrective action plan proposed by the Contractor. Rejection of the revised
corrective action plan will result in immediate termination of the Contract. In the event
of such termination, the CA 9-1-1 Branch shall pay all amounts due the Contractor for
all work accepted prior to termination.
20 DATA HANDLING
20.1 DATA HANDLING AND OWNERSHIP
All 9-1-1 traffic data shall be the property of the PSAP. All meta-data relating to this
Contract shall be the property of the CA 9-1-1 Branch. All 9-1-1 traffic data and meta-
data shall not be accessed or distributed by any Contractor or any of its
subcontractors.
20.2 CALL DATA RECORDS
All 9-1-1 Call Data Records (CDR) are the property of the CA 9-1-1 Branch and shall be
made available to the PSAP. The Contractor shall utilize Session Internet Protocol (SIP)
metadata and i3 logging to monitor, track and verify data flow as a part of the CDR. All
NG9-1-1 metadata shall have a ten (10) year retention period.
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20.3 9-1-1 TRAFFIC DATA
All 9-1-1 Traffic Data is the property of the PSAP and shall be retained as per EXHIBIT 21,
TECHNICAL REQUIREMENTS.
21 PSAP HELP DESK/CALL CENTER.
Contractor shall provide a point of contact 24 hours a day, 7 days a week, 365 days a
year, for the CA 9-1-1 Branch, PSAP, and Contractor personnel to report trouble on the
respective CPE Services in accordance with requirements as identified in EXHIBIT 21,
TECHNICAL REQUIREMENTS. The Contractor shall provide help desk and call center
service in accordance with EXHIBIT 21, TECHNICAL REQUIREMENTS.
22 SERVICE LEVEL AGREEMENTS (SLA)
22.1 SLA CONTRACTOR’S MONTHLY ACTIVITY REPORT
By the 10th of each month, the Contractor shall provide the CA 9-1-1 Branch with a
detailed report of system availability under this Contract using Monthly Technical SLA
Compliance Report listed below, Contractor’s Monthly Activity Report, SLA Section 22.
The CA 9-1-1 Branch reserves the right to require the Contractor to make minor
modifications to the format and content of these reports during the Contract term, at
no cost. At the conclusion of each month’s meeting, the CA 9-1-1 Branch will advise
Contractor on any SLAs that have not been met. Contractor agrees this will be final
notification and will move forward with any appropriate credit or adjustment for the
next billing cycle. Contractor agrees this meeting shall serve as notification in
compliance with the SLA terms. The remedy for each missed SLA shall be solely
determined by the State. A single outage can trigger multiple SLAs.
22.2 CONTRACTOR’S MONTLY ACTIVITY REPORT
Monthly Activity Report shall include at a minimum the fields listed below:
1) ID;
2) PSAP Name Impacted;
3) Month Date;
4) Day/Time Start;
5) Day/Time End;
6) Duration Hour: Min
7) Reporting Entity;
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8) Outage Type;
9) Cause of Incident/Outage;
10) Summary of Incident/Outage;
11) Yes/no if qualified for SLA;
12) The applicable SLA;
13) Rights and remedies applied to each ticket when applicable;
14) Other.
22.3 SLA REPORTING REQUIREMENTS
The following SLAs provide charts describing the definition, measurement method,
objective, and rights and remedies for each category. The following SLAs are not
intended to supersede any regulatory or statutory requirements and/or penalties
imposed by the FCC, CPUC, or any other legislative oversight.
22.3.1 TIME TO REPAIR CRITICAL FAILURE
Definition Measurement Method Objective Rights and Remedies
Critical Failure is
defined as any CPE
failure that prevents 10
digit or 9-1-1 traffic,
including but not
limited to, voice, text,
and video from being
delivered to and/or
answered at the
PSAP. Includes failure
of 25% or more
workstations at the
PSAP with 5 positions or
more. Also applies to
failure of 51% or more
workstations at the
PSAP with 4 or fewer
workstations.
Time to repair will be
measured from time failure is
reported and will conclude
when repair has been made
and the trouble ticket has
been closed.
Each Critical
Failure will be
resolved within
four (4) hours of
notification
to the
Contractor’s
customer
support
center or by
alarm,
whichever
comes first.
Each occurrence of a
failure to meet this SLA
objective shall result in
a 25% credit of the
CPE Service Cost MRC
of all affected PSAPs.
A critical failure
lasting longer than 8
hours shall result in a
credit of 100% of the
CPE Service Cost
MRC of all affected
PSAPs.
22.3.2 TIME TO REPAIR MAJOR FAILURE
Definition Measurement Method Objective Rights and Remedies
Major Failure is a loss
of any 10 digit or 9-1-1
traffic processing
capability affecting
Time to repair will be
measured from time
failure is reported and will
conclude when repair has
Each Major
Failure will be
resolved within
eight (8) hours of
Each occurrence of a
failure to meet this SLA
objective shall result in
a 15% credit of the
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either the software,
system workstations, or
the call taking system
as a whole. Call may
still be answered but
major system
functionality has been
disabled or disrupted,
e.g. Location
information, transfer,
hold, supplemental
data, etc. are
disrupted.
been made and the
trouble ticket has been
closed.
notification to
the Contractor’s
customer
support center or
by alarm,
whichever
comes first.
CPE Service Cost MRC
for all affected PSAPs.
A major failure lasting
longer than 12 hours
shall result in a credit of
100% of the CPE Service
Cost MRC of all
affected PSAPs.
22.3.3 TIME TO REPAIR MINOR FAILURE
Definition Measurement Method Objective Rights and Remedies
Minor Failure is
defined as any
feature or function
that affects non-
critical CPE
functionality as
specified in the SOW
or technical
requirements. This
applies specifically to
any software features
that enhance call
processing but do not
hinder call processing.
Time to repair will be
measured from time
failure is reported and will
conclude when repair has
been made and the
trouble ticket has been
closed.
Each Minor
Failure will be
resolved within
72 hours of
notification to
the Contractor’s
customer
support center or
by alarm,
whichever
comes first.
Each occurrence of
a failure to meet this
SLA objective shall
result in a 5% credit of
the CPE Service Cost
MRC for the affected
PSAP.
A minor failure lasting
longer than 240 hours
shall result in a credit
of 20% of the CPE
Service Cost MRC of
all affected PSAPs.
22.3.4 AVAILABILITY (CLOUD/DATA CENTER)
Definition Measurement Method Objective Rights and Remedies
Availability captures
short duration outages
within a month that
do not trigger other
time to repair SLAs
such as Critical, Major,
and Minor.
The monthly availability
percentage equals the
scheduled uptime per
month less unavailable
time divided by scheduled
uptime per month,
multiplied by 100, on a per
PSAP basis.
Monthly up-time
shall be greater
than 99.999%.
Each occurrence of a
failure to meet this SLA
objective shall result in
a 20% credit of the CPE
Service Cost MRC for
the affected PSAP.
For more than three (3)
months in a row or five
(5) months in any 12
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month period
occurrences of a
failure to meet this SLA
objective shall result in
the PSAP’s ability to
terminate the service
contract with 30
calendar days’ notice,
with no early
termination charges
to Cal OES or the PSAP.
For more than six (6)
months in any 12
month period,
occurrences of a
failure to meet this SLA
objective shall result in
a breach of contract,
with all service in CA
terminated.
22.3.5 OUTAGE NOTIFICATION
Definition Measurement Method Objective Rights and Remedies
Outage is defined as
critical failure of CPE
(as defined in time to
repair critical failure
SLA).
Critical failure with a
duration of thirty (30)
minutes or more.
Notification to
Cal OES of all
outages of thirty
(30) minutes or
more.
$1,000 credit for
failure to notify Cal
OES within thirty (30)
minutes of outage.
Failure to report
continuing after the
initial thirty (30) minutes
will result in an
additional $5,000 per
every fifteen (15)
minute increment. Not
to exceed $25,000 per
outage.
22.3.6 DELETED
22.3.7 SLA REPORTING
Definition Measurement Method Objective Rights and Remedies
Contractors shall
provide SLA
reports for each
Calendar days Contractors shall
deliver accurate
and complete
Each occurrence of a
failure to meet the
objective shall result in
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month of activity
during the term of the
Contract.
reports no more
than 30 calendar
days following the
end of the
applicable
reporting month.
a $1000.00 credit for
each business day that
the report is not
delivered.
22.3.8 SLA REMITTANCE
Definition Measurement Method Objective Rights and Remedies
Timely remittance of
service credits to the
CA 9-1-1 Branch for
missed SLA
objectives.
Billing cycle Credit shall be
applied to invoice
no more than two
billing cycles after
notification by the
CA 9-1-1 Branch of
the SLA to the
vendor.
Each occurrence of an
SLA remedy (credit)
that is not remitted
within two billing cycles
will result in an
additional $5,000.00
remittance for each
billing cycle that the
credit is not issued.
22.3.9 SOFTWARE FIX
Definition Measurement Method Objective Rights and Remedies
Contractor must be
able to roll back to
previous version of
CPE software within 1
calendar day of
discovery when any
update, bug fix,
patch, hot fix, etc.
causes a critical, or
major failure at the
PSAP.
Calendar Days To prevent outages
at the PSAP due to
faulty software
updates.
Contractor to provide
$500 credit or
adjustment for every
day after notification,
until the CPE software is
rolled back.
22.3.10 QUALITY OF SERVICE
Definition Measurement Method Objective Rights and Remedies
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Contractor shall
process and deliver
voice calls with little or
no degradation of
voice quality of the
call from the ingress
demarcation point to
the PSAP, as
measured by a third
party. SLA does not
apply if PNSP or RNSP
is determined to be
the cause of the
audio degradation.
MOS values shall be
measured by a third party to
determine the average MOS
score, unless a problem has
been detected.
At five (5)
minute intervals,
99% of the MOS
measurements
shall exceed 2.6
and 90% shall
exceed 3.8.
For the affected PSAP:
25% credit, or
adjustment of CPE MRC
for single occurrence.
50% credit/or
adjustment of CPE MRC
for second occurrence
within a 60-minute
period. 100% credit/or
adjustment of CPE MRC
for third occurrence
within a 60-minute
period.
22.3.11 PLANNED OUTAGES
Definition Measurement Method Objective Rights and Remedies
All planned outages
shall be communicated
to the CA 9-1-1 Branch
as well as the PSAPs via
written and verbal
notification and
justification.
Notification shall occur no
less than 48 hours prior to
planned outage.
To provide
advanced
warning,
enabling Cal
OES and the
PSAPs time to
prepare.
Lack of 48 hours’ notice
shall result in a one-time
$10,000 credit to Cal
OES.
22.3.12 NON-DELIVERY OF SYSTEM REQUIREMENTS
Definition Measurement Method Objective Rights and Remedies
CPE shall deliver all
functional requirements
as spelled out in this
SOW as well as Exhibit
21. PSAP notification
and subsequent
validation of non-
compliance shall be
penalized by Cal OES.
Any non-functioning
technical requirement, per
RFP technical requirements
checklist.
To ensure all
CPE features
and functions
are delivered to
the PSAP.
Credit or adjustment of
TMRC for 75% of
deployed PSAPs per
month upon discovery
and validation, until
functionality is
delivered and verified
by the CA 9-1-1 Branch.
If functionality is not
delivered within 18
months, Cal OES shall
consider this a breach
of contract. All CPE
services with the
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vendor in CA will be
terminated.
22.3.13 FAILURE TO COLLABORATE
Definition Measurement Method Objective Rights and Remedies
Contractor shall
incorporate, when
required, necessary
Cal OES approved
changes to the
interface or
connection between
NGCS and CPE.
Calendar Days. Interface
changes to CPE shall be
implemented within 6
months of successful
completion of testing in the
Cal OES NG9-1-1 Lab.
To ensure
collaboration and
cooperation
between NGCS
and Contractors,
allowing for NG9-
1-1 evolution over
time.
Failure to comply shall
result in a $500 per day
credit, adjustment to
Cal OES.
22.3.14 ROOT CAUSE ANALYSIS FOR UNPLANNED OUTAGES
Definition Measurement Method Objective Rights and Remedies
Root cause analysis
(RCA) shall be
provided to Cal OES
for all unplanned
outages.
Calendar days
Contractor shall provide
RCA with 30 business
days of any unplanned
outage.
To give Cal OES
visibility into the
NG9-1-1 ecosystem.
Failure to comply will
result in a $500 per day
credit, adjustment to
Cal OES
22.3.15 SYSTEM MONITORING (CLOUD/DATA CENTER)
Definition Measurement Method Objective Rights and Remedies
Contractor shall
deliver all system
monitoring access
24/7/365.
The monthly availability
percentage equals the
scheduled uptime per
month less unavailable
time divided by
scheduled uptime per
month, multiplied by 100.
Scheduled uptime is
based on 24x number of
days in the month. The
monthly availability
percentage shall be
based on the cumulative
total of all outage
durations for each
calendar month.
99.999% availability
of system
monitoring to Cal
OES.
Each occurrence of
a failure to meet this
SLA objective shall
result in a 15% credit
of the Vendor’s total
CPE Service Cost
MRC.
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22.3.16 CUMMULATIVE / MULTIPLE SLA LIMITATIONS
Definition Measurement Method Objective Rights and Remedies
Contractor, shall be
responsible to remit
credits, adjustments,
and SLA reports in the
event a single event
triggers multiple SLAs.
Multiple SLA’s triggered in a
single month by a single
event.
Establish a
maximum SLA
threshold.
In the event multiple
SLA’s are triggered
by a single event in a
single month, the
total cumulative SLA
credit / adjustment
shall not exceed 50%
of the total MRC for
the month
corresponding to the
event, unless a single
SLA violation
identifies a larger
right and remedy.
22.3.17 STANDARDS COMPLIANCE UPDATES
Definition Measurement Method Objective Rights and Remedies
Contractor, shall
update the CPE
solution to comply
with NENA i3
standards, based on
the timeline and
deployment process
as directed by the CA
9-1-1 Branch. For
most, but not
necessarily all
updates, the CA 9-1-1
Branch will direct a
minimum timeline of
six (6) months.
Timeline begins when
directed by the CA 9-1-1
Branch. Measurement will
be in calendar days.
Timely deployment
of CPE upgrades
based on
notification by the
CA 9-1-1 Branch.
Failure to deliver by15
days of the CA 9-1-1
Branch directed
deadline shall result in
50% credit of the
affected month’s
MRC for each
deployed solution.
Failure to deliver by
180 days of the CA 9-
1-1 Branch directed
deadline shall result in
100% credit of the
affected month’s
MRC for each
deployed solution
and a Senior
Executive shall
appear at the 9-1-1
Advisory Board to
report on the vendors
failure to comply.
Failure to deliver by
365 days of the CA 9-
1-1 Branch directed
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deadline shall result in
Contract termination.
22.3.18 I3 COMPATABILITY FOR ON PREMISE CALL HANDLING
Definition Measurement Method Objective Rights and Remedies
Contractor shall
provide CPE solutions
which complies with
NENA i3 standards.
If call handling system is
not NENA i3 compliant,
Contractor will be
provided 180 calendar
days from date of
proposed NG network go-
live to make necessary
updates.
Timely deployment
of CPE updates
based on NG
network go-live.
Failure to deliver by
calendar 180 days of
the CA 9-1-1 Branch
directed deadline
shall result in 100%
credit of the NRC, as
listed on the TD288,
for each deployed
solution and a Senior
Executive shall
appear at the 9-1-1
Advisory Board to
report on the vendors
failure to comply.
Failure to deliver by
365 calendar days of
the CA 9-1-1 Branch
directed deadline
shall result in Contract
termination.
22.4 STOP CLOCK CONDITIONS
The following stop-clock conditions shall apply during the term of this Contract including
any and all extensions. Timeframes are dependent on the length of time the Contractor
takes to restore the service, minus the time associated with events outside of the
Contractor’s control, and approved by the CA 9-1-1 Branch, to prevent punitive
damages from being assessed.
1) Periods when a restoration or testing effort is delayed at the specific request of
the PSAPs with CA 9-1-1 Branch approval. The stop-clock condition shall exist
during the period the Contractor was delayed, provided that reasonable and
documented efforts are made to contact the PSAPs during the applicable stop-
clock period
2) Time after a service has been restored, but the PSAPs is not available to verify
that the service is working
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3) Restoration cannot be achieved because the problem has been isolated to
wiring and/or connectivity that is not maintained by Contractor, or any of its
subsidiaries, subcontractors, or affiliates
4) Trouble caused by a UPS problem outside of the responsibility of the Contractor
5) Lack of building entrance facilities or conduit structure that are the PSAPs
responsibility to provide
6) PSAP access that is restricted as a result of an emergency
7) Site contact refuses access to technician who displays proper identification
8) Any problem or delay caused by a third party not under the control of
Contractor, with CA 9-1-1 Branch approval. Contractor’s affiliates, subsidiaries, or
subcontractors under the control of Contractor are not subject to this stop-clock
provision
NOTE: A PSAPs request to hold a ticket open for observation shall not constitute a stop-
clock condition. The PSAP or technician is required to open a new ticket for
observation.
22.5 REPORTING TROUBLE TICKET LOG
Contractors shall maintain a Trouble Ticket Log that will track the progress and status of
restoration for all SLAs. The Contractor’s Trouble Ticket Log will include the date and
time that each failure was reported, or system alarm of failure whichever occurs first,
each PSAP affected by the failure, the current status of the restoration process and the
date and time that the failure is remedied to the PSAP representative’s satisfaction.
All trouble tickets shall be e-bonded with RNSP and PNSP Contractors.
The Contractor shall provide a dashboard for remote, 24/7/365 access to the CA 9-1-1
Branch, as well as requesting PSAPs, in order to track progress of the restoration of
failures and to validate SLA calculations.
23 INSURANCE REQUIREMENTS
Contractor shall comply with all requirements outlined in the one (1) General
Provisions section and two (2) Contract Insurance Requirements outlined in this
section. No payments will be made under this Contract until Contractor fully complies
with all requirements.
1) General Provisions Applying to All Policies
a) Coverage Term – Coverage needs to be in force for the complete term of
the Contract. If insurance expires during the term of the Contract, a new
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certificate must be received by the State at least 30 days prior to the
expiration of this insurance. Any new insurance must comply with the
original terms of the Contract;
b) Policy Cancellation or Termination & Notice of Non-Renewal – Contractor
is responsible to notify the State within five (5) business days of any
cancellation, non-renewal or material change that affects required
insurance coverage. New certificates of insurance are subject to the
approval of the Department of General Services and the Contractor
agrees no work or services will be performed prior to obtaining such
approval. In the event Contractor fails to keep in effect at all times the
specified insurance coverage, the State may, in addition to any other
remedies it may have, terminate this Contract upon the occurrence of
such event, subject to the provisions of this Contract;
c) Premiums, Assessments and Deductibles – Contractor is responsible for any
premiums, policy assessments, deductibles or self-insured retentions
contained within their insurance program;
d) Primary Clause – Any required insurance contained in this Contract shall
be primary, and not excess or contributory, to any other insurance carried
by the State;
e) Insurance Carrier Required Rating – All insurance companies must carry
an AM Best rating of at least “A–” with a financial category rating of no
lower than VII. If the Contractor is self-insured for a portion or all of its
insurance, review of financial information including a letter of credit may
be required;
f) Endorsements – Any required endorsements requested by the State must
be physically attached to all requested certificates of insurance and not
substituted by referring to such coverage on the certificate of insurance;
g) Inadequate Insurance – Inadequate or lack of insurance does not negate
the Contractor’s obligations under the Contract;
h) Use of Subcontractors - In the case of Contractor’s utilization of
subcontractors to complete the contracted scope of work, Contractor
shall include all subcontractors as insured’s under Contractor’s insurance
or supply evidence of subcontractor’s insurance to the State equal to
policies, coverages, and limits required of Contractor.
i) Contractor may, in its sole discretion, self-insure any of the required
insurance under the same terms as required by this Agreement subject to
approval by the State of California.
2) Contract Insurance Requirements
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Contractor shall display evidence of the following on a certificate of insurance
evidencing the following coverages:
a) Commercial General Liability
Contractor shall obtain, at Contractor’s expense, and keep in effect
during the term of this Contract, Commercial General Liability Insurance
covering bodily injury, and property damage in a form and with
coverages that are satisfactory to the State. This insurance shall include
personal and advertising injury liability, products, completed operations,
and contractual liability coverage for the indemnity provided under this
Contract. Coverage shall be written on an occurrence basis in an
amount not be less than $1,000,000 per occurrence. Annual aggregate
limit shall not be less than $2,000,000. The State of California, its officers,
agents, and employees are to be included as additional insured by
endorsement with respect to liability caused in whole or in part by
Contractor’s work or operations with respect to this Agreement
b) Automobile Liability
Contractor shall maintain motor vehicle liability with limits of not less than
$1,000,000 combined single limit. Such insurance shall cover liability arising
out of a motor vehicle including owned, hired, and non-owned motor
vehicles. The State of California, its officers, agents, and employees are to
be included as additional insured by endorsement with respect to liability
arising out of such accident with respect to this agreement.
c) Workers’ Compensation and Employer’s Liability
Workers’ Compensation insurance as required by the State of California,
with Statutory Limits, and Employer’s Liability Insurance with limit of no less
than $1,000,000 per accident for bodily injury or disease. Policy shall be
endorsed to include a waiver of subrogation in favor of State of California.
d) Technology Professional Liability/Errors and Omissions Insurance
appropriate to the Contractors profession and work hereunder, with limits
not less than $1,000,000 per claim. Coverage shall be sufficiently broad to
respond to the duties and obligations as is undertaken by the Contractor
in this agreement. The policy shall provide coverage for breach response
costs as well as regulatory fines and penalties as well as credit monitoring
expenses with limits sufficient to respond to these obligations.
1. The Policy shall include, or be endorsed to include, property damage
liability coverage for damage to, alteration of, loss of, or destruction of
electronic data and/or information “property” of the State in the care,
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custody, or control of the Contractor. If not covered under the
Contractors liability policy, such “property” coverage may be
endorsed onto the Contractors Cyber Liability Policy as covered
property as follows:
Cyber Liability Coverage in an amount sufficient to cover the full
replacement value of damage to, alteration of, loss of, or destruction
of electronic data and/or information “property” of the State that will
be in the care, custody, or control of Vendor.
3) If Policy is written on a claims-made basis provide the following:
a) The Retroactive Date must be shown, and must be before the date of
the Contract or the beginning of Contract work;
b) Insurance must be maintained and evidence of insurance must be
provided for at least five (5) years after completion of the Contract of
work;
c) If coverage is canceled or non-renewed, and not replaced with
another claims-made policy form with a Retroactive Date prior to the
Contract effective date, the Contractor must purchase “extended
reporting” coverage for a minimum of five (5) years after completion
of work.
4) Other Required Insurance Provisions. Certificate of Insurance must also
contain all of the following provisions:
a) Name and address of the insurance company, the policy number,
and the beginning and ending dates of the policy;
b) Contractor is responsible to notify the State within thirty (30) calendar
days before the effective date of any cancellation, non-renewal, or
material change that affects required insurance coverage. In the
event Contractor fails to keep in effect at all times the specific
insurance coverage, the State may, in addition to any other remedies
it may have, terminate this Contract upon the occurrence of such
event, subject to the provisions of this contract;
c) The Contractor shall submit the certificate of insurance, identifying the
California Governor’s Office of Emergency Services Contract number.
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24 BUDGET DETAIL AND PAYMENT PROVISIONS
1) The Contractor shall be limited to two (2) months of back billing including any
reconciliation effort, on all services and functionality ordered under the
Contract. Invoices presented more than 12 months after the formal
acceptance of the service or functionality will not be considered valid and shall
not be paid;
2) The Contractor shall reconcile incorrect invoices within 30 calendar days from
the date of notification by the CA 9-1-1 Branch of the discrepancy. The CA 9-1-
1 Branch shall suspend all current charges when unresolved disputed items
extend beyond 90 days. Remittance shall resume to include any outstanding
payments, upon resolution;
3) The Contractor shall issue invoices to the CA 9-1-1 Branch for only those
milestone services after system testing and acceptance, as agreed by the CA 9-
1-1 Branch. The NRC and the MRC shall be on separate invoices;
4) The Contractor shall render invoices for total monthly service charges following
the month for which the charges accrue. Monthly service billing shall only be
billed in full month increments after service has been rendered;
5) The Contractor shall provide invoices under this Contract in accordance with
the
CA 9-1-1 Branch Operations Manual. Example: Exhibit A, SOW - Attachment 1
CPE SERVICE INVOICE TEMPLATE;
6) All invoices submitted to the CA 9-1-1 Branch as a result of this Contract will be
billed separately from other charges the Contractor may currently be billing.
Invoices not received in the approved format shall not be processed;
7) Payment for services performed under this Contract shall not exceed the rates
listed in EXHIBIT 22 COST WORKBOOK. It shall be the CA 9-1-1 Branch Advisory
and Compliance Unit Supervisor’s determination as to whether a service has
been successfully completed and is acceptable;
8) Submit electronic invoices with reference to the Contract number to:
Email: CA911Invoicing@caloes.ca.gov
California Governor’s Office of Emergency Services
Public Safety Communications
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Attention: CA 9-1-1 Branch
9-1-1 Reconciliation Unit
601 Sequoia Pacific Blvd., MS9-1-1
Sacramento CA 95811
9) The Contractor shall not assess late fees for any reason;
10) The Contractor costs related to items such as travel or per diem are costs of the
Contractor and will not be paid separately as part of this Contract.
25 BUDGET CONTINGENCY CLAUSE
1) Payment will be made in accordance with, and within the time specified in,
Government Code Chapter 4.5, commencing with Section 927. Payment to
small/micro businesses shall be made in accordance with and within the time
specified in Chapter 4.5, Government Code 927 et seq.
2) It is mutually agreed that if the Budget Act of the current year and/or any
subsequent years covered under this Contract does not appropriate sufficient funds
for the program, this Contract shall be of no further force and effect. In this event,
the CA 9-1-1 Branch shall have no liability to pay any funds whatsoever to the
Contractor or to furnish any other considerations under this Contract and Contractor
shall not be obligated to perform any provisions of this Contract.
3) If funding for any fiscal year is reduced or deleted by the Budget Act for purposes of
this program, the CA 9-1-1 Branch shall have the option to either cancel this
Contract with no liability occurring to the CA 9-1-1 Branch, or offer an amendment
to the Contract to reflect the reduced amount.
26 GENAI
26.1 DEFINITIONS:
For purposes of this Section, the following terms shall be given the meaning shown
below.
26.1.1 Artificial Intelligence (AI): an engineered or machine-based system that varies in
its level of autonomy and that can, for explicit or implicit objectives, infer from the input
it
receives how to generate outputs that can influence physical or virtual environments
(Gov Code §§ 11549.64 & 11546.45.5).
26.1.2 GenAI Training Data: any content, information, or data that is used to train, tune,
test, or validate a GenAI, including text, images, video, audio, code, or similar types of
input.
26.1.3 Generated Data: any output, results, content, or other data that is produced by
GenAI, including but not limited to text, images, video, audio, code, or similar types of
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output.
26.1.4 Generative AI (GenAI): an AI system that can generate derived synthetic
content, including text, images, video, and audio, that emulates the structure and
characteristics of the system’s GenAI Training Data (Gov Code §11549.64).
26.1.5 Hallucination: Generated Data that is nonsensical, false, or misleading, and is not
based on real or existing data, but is instead produced by bias or the GenAI’s
extrapolation or creative interpretation of its Gen AI Training Data.
26.1.6 Materially Impacts: shall have the same meaning set forth in State Administrative
Manual (SAM) 4986.2.
26.1.7 Prompt: any written, spoken, or rendered information provided as a query,
command, or other form of input, to any GenAI in connection with this Contract. For
avoidance of doubt, Prompt includes any input automatically detected or created by
the GenAI, as well as any derivate works of a Prompt or collection of Prompts.
26.2 GENAI DISCLOSURE OBLIGATIONS:
26.2.1 Disclosure Obligations:
(a) Contractor must immediately notify the State in writing if it: (1) intends to provide
GenAI as a Deliverable to the State; or (2) intends to utilize GenAI, including GenAI from
third parties, to complete all or a portion of any Deliverable that materially impacts: (i)
functionality of the System, (ii) risk to the State, or (iii) Contract performance. For
avoidance of doubt, the term “materially impacts” shall have the same meaning set
forth in State Administrative Manual (SAM) § 4986.2 Definitions for GenAI.
(b) Such notification shall be provided to the State designee identified in this Contract.
(c) At the direction of the State, Contractor shall discontinue the provision to the State
of any previously unreported GenAI that results in a material impact to the functionality
of the System, risk to the State, or Contract performance, as determined by the State.
(d) If the use of previously undisclosed GenAI is approved by the State, then Contractor
will update the Deliverable description, and the Parties will amend the Contract
accordingly, which may include incorporating the GenAI Special Provisions into the
Contract, at no additional cost to the State.
26.2.2 Failure to Disclose or Discontinue GenAI Use: The State, at its sole discretion, may
consider Contractor’s failure to disclose or discontinue the provision or use of GenAI as
described above, to constitute a material breach of Contract when such failure results
in a material impact to functionality of the System, risk to the State, or Contract
performance. The State is entitled to seek any and all remedies available to it under law
as a result of such breach, including but not limited to termination of the contract, for
default pursuant to Section 17.
26.3 CONTRACTOR’S OBLIGATIONS FOR RESPONSIBLE USE:
26.3.1 Contractor shall ensure that it has obtained all necessary consents, permissions,
and licenses from data subjects and third parties to use the GenAI for this Contract.
Subject to Section 21, Contractor represents and warrants, it has the appropriate U.S.
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Intellectual Property Rights associated with any GenAI used in the Deliverables
provided under the Contract.
26.3.2 Contractor shall ensure that the GenAI included, or made available as part of
the Deliverables is equitable, non-discriminatory, and reasonably well-designed to
avoid harmful, offensive, dangerous, and unlawful impact. (Government
Code11549.63. Contractor shall be liable for any Hallucination produced by the GenAI
that has an adverse impact on Generated Data or a Deliverable.
26.3.3 Contractor shall comply with all applicable laws and regulations, including as set
forth in Section 7 above and these General Provisions in relation to the provision or use
of any GenAI in the Deliverables.
26.4 GENAI TRAINING DATA OWNERSHIP:
Except as otherwise agreed to by the Parties, Contractor shall retain all ownership and
intellectual property rights in the GenAI Training Data it provides.
26.5 RIGHTS TO STATE GENERATED DATA:
In addition to Government Purpose Rights set forth in Section 9, the Parties agree that
Generated Data created from a State provided Prompt is not a derivative work of the
GenAI Training Data. Notwithstanding the preceding sentence, in the event a court of
competent jurisdiction determines that Generated Data created from a State-provided
Prompt constitutes a derivative work of the GenAI Training Data, Contractor agrees to
grant the State an unlimited, irrevocable, worldwide, perpetual, royalty-free, non-
exclusive right, and license to use, modify, reproduce, perform, release, display, create
derivative works from, and disclose the Generated Data for any State Government
Purpose Rights.
26.6 CONTRACTOR’S USE OF STATE DATA:
Contractor shall not incorporate any Non-Public State Data into GenAI Training Data
and shall not otherwise utilize Non-Public State Data to train, tune, maintain, improve, or
develop GenAI, except with the express written authorization from the State specifying
the Non-Public State Data that may be used along with the acceptable scope of such
usage.
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SOW - ATTACHMENT 1: CPE SERVICE INVOICE SAMPLE TEMPLATE
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SOW - ATTACHMENT 1A: CPE SERVICE INVOICE TEMPLATE INSTRUCTIONS
1. VENDOR: Name, Vendor Remittance Address, and Direct contact number for
inquires on this account
2. DATE: Invoice issue date
3. CONTRACT/TRACKING NO: Contract number (Ref. TDe-288) and state tracking
number ‘mandatory’ (Ref. TDe-288)
4. ACCOUNT NUMBER: Vendor account number identifier
5. INVOICE NO: Vendor invoice number identifier
6. INVOICE TO:
Email: CA911Invoicing@caloes.ca.gov
Cal OES, CA 9-1-1 Branch
601 Sequoia Pacific Blvd, MS-911
Sacramento, CA 95811-0231
7. SHIP TO (1ST LINE): County Code, PSAP Number, Service Number, Vendor
Abbreviation
8. SHIP TO: PSAP location address of delivery service
9. SYSTEM ACCEPTANCE DATE: the date installation is complete and confirmed
accepted
10. PSAP LOCATION NAME: PSAP Name referenced by State
11. SERVICE TYPE: Category name Funding Request
12. SERVICE PERIOD: date & month through date & month (ex: 01 JULY-31 JULY)
13. EQUIPMENT: One time Equipment total charge
14. LABOR: One time Labor total charge
15. OTHERS: Input One Time total charges name beyond Equipment, Labor,
Maintenance
16. TAXES/SURCHARGES: One-time total charge for Taxes/Surcharges
17. NEW CHARGES: Total invoice charges to paid for current invoice
18. $_____MONTHLY: Monthly amount for invoice when maintenance starts
19. TERMS: the current invoice cycle of the total cycle for maintenance
20. EFFECTIVE ____ TO EXPIRED ______: Date maintenance starts and date
maintenance ends
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21. TOTAL OF APPROVED TD 288: Total amount the TD 288 has approved
22. DESCRIPTION: detailed description of service including identifier ID relation
23. QUANTITY: Unit of measure/ # of services
24. UNIT PRICE: U.S. dollar amount per quantity
25. LINE TOTAL: Per Specific Service total amount
26. TOTAL: New Current Charges for this invoice
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SOW - ATTACHMENT 2 - PSAP LIST
California Statewide Statistics and PSAP Location Information
Upon request, the Contractor shall be provided with the most current PSAP list by Cal OES.
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SOW - ATTACHMENT 3 – SAMPLE SOW TEMPLATE
This document is a template that will serve as a starting point to develop the SOW that
will be submitted to the PSAP to support ordering CPE.
A. Cover Page (should include the following)
1. Contractor Name
2. PSAP Name
3. Project name
4. Table of Contents
5. Include all of the major categories and subcategories
B. Body
1. Overview
a. An overall statement about the purpose of the SOW and scope of the project
b. A list of all equipment, including quantities, individual prices for hardware,
and evergreen service monthly costs
c. A description of the equipment that is to be provided by the PSAP
d. Specific equipment that will not be provided by the Contractor to ensure that
the PSAP and the State understand what has been specifically excluded from
the project
e. Any other general issues.
2. Design
a. System overview including a description of the equipment and services
provided. This includes but is not limited to network configuration and
interfaces, gateways, UPS, logging recorders, interfaces to other equipment
and any other pertinent system elements
b. Description of the network elements to be connected to the system including
NG9-1-1 trunks, administration lines, ring-down lines, direct connects, remote
maintenance lines, contact closures, and any other network connections
that will be configured in the system
c. Integration Requirements to other equipment such as CAD, radio, and time
syncing equipment;
3. Change Requests
a. Change orders will be allowed upon approval from both the PSAP and the
CA 9-1-1 Branch. Include a copy of vendor change order form.
4. Acceptance Testing
a. An Acceptance Test Plan with a clear description of the acceptance testing
process that is consistent with the Contract Requirements including the
System Acceptance Checklist (Checklist form will be made available in the
Chapter III Funding Manual)
b. A description of how MACs are handled once Acceptance has been signed
off by the authorized PSAP representative.
5. Names of Responsible Parties and Contact Information
a. Names and contact information of all the responsible parties from the
Contractor, PSAP, and the CA 9-1-1 Branch.
6. Responsibilities
a. Contractor responsibilities
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b. PSAP responsibilities
c. CA 9-1-1 Branch responsibilities.
7. PSAP admin/business line profile that will be integrated into the CPE, as well as
9-1-1 bandwidth (NG 9-1-1 Trunk).
8. Installation Schedule
a. List of key dates beginning with the estimated funding approval date from
the CA 9-1-1 Branch. Revised schedule from the Contractor will be required
once TD-288 is issued.
b. Include site readiness date, installation date, system in-service date,
anticipated PSAP acceptance date and any other dates pertinent to the
success of the project.
9. Evergreen Service Provisions
a. Acknowledgement of the terms of the evergreen service provisions of the
Contract.
10. Evergreen Plan
a. Remote maintenance/update processes
b. Response times for critical, major, and minor outages
c. 24/7 contact numbers to report trouble
11. Training Plan:
a. A description of the training that will be provided to the PSAP personnel
b. List of the user manuals/websites that will be provided by the Contractor;
c. List of the technical service manuals/websites that will be provided by the
Contractor.
12. SOW Approval
a. A sign-off page for the authorized PSAP representative to approve the
content of the SOW.
13. Appendices
a. Site Certification Document: The document that describes the building and
environmental changes that the PSAP must make to accommodate the new
or updated system
b. Floor Plan: Diagrams of the room where the workstations will be deployed,
and the NG9-1-1 trunk point of ingress at the PSAP
c. Pricing and Terms: A copy of the detailed quote from the Contractor for the
project that includes quantities, and monthly evergreen costs
d. Forms: Samples of the forms that will be used for the project such as change
request forms, issue communications forms and any other applicable forms
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SOW - ATTACHMENT 4 – CONTRACTOR’S LICENSE INFORMATION
(Installation Services Only)
The Contractor shall obtain, at their own expense, all license(s) and permit(s) required
by law for accomplishing any work required in connection with this Contract. The
Contractor shall complete the applicable Contractor’s license information below in
accordance with the Contractor’s State License Board, Department of Consumer
Affairs. At a minimum, a California C-7 license is required prior to commencement of
work which may include the installation of cable and wiring and electrical modification.
Contractors or subcontractors performing cable and/or wiring installation work or
structural modifications are required to have the appropriate State Contractor’s
license. The license must be in the name of the company or the name of the
“qualifying individual” of the company. It is the Contractor’s responsibility to ensure
that the Contractor and/or Subcontractor maintain a current CA C-7 license during the
term of the Contract and may be verified by the State at any time. The Contractor
may not perform any work at or with a PSAP without valid license.
CONTRACTOR:
Class _________________________________ License No: __________________
Licensee: _________________________________ Expiration Date: ___________________
Class _________________________________ License No: ___________________
Licensee: _________________________________ Expiration Date: ___________________
Note: Contractor (Firm’s Name or a Responsible Managing Employee) must be licensed
in addition to all subcontractor(s) performing under this Contract.
SUBCONTRACTOR 1
Class _________________________________ License No: _________________
Licensee: _________________________________ Expiration Date: ___________________
Relationship of Licensee to Contractor:
_______________________________________________
SUBCONTRACTOR 2
Class _________________________________ License No: __________________
Licensee: _________________________________ Expiration Date: ___________________
Relationship of Licensee to Contractor: ______________________________________________
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SOW – ATTACHMENT 5 – PROJECT MILESTONE REPORT
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Disclaimer: The original version and any subsequent addendums of the RFP released by the Procurement Official,
remain the official version. In the event of any inconsistency between the Bidder’s versions, articles, attachments,
specifications or provisions which constitute the Contract, the official State version of the RFP in its entirety shall take
precedence.
Issued by:
STATE OF CALIFORNIA
California Governor's Office of Emergency Services
EXHIBIT 21, TECHNICAL REQUIREMENTS
CA Next Generation 9-1-1 - Call Processing Equipment
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State of California
CA Governor's Office of Emergency Services EXHIBIT 21
Technical Requirements
RFP 6104-2019
CA NG9-1-1 CPE Services
CA NG9-1-1 CPE Services Instructions
Bidders shall submit their narrative response to describe how the Technical Requirements in the
21.0-Technical Requirements Tab are met per the instructions in RFP Part 1, Technical
Requirements instructions and submission requirements.
Bidder shall submit their narrative response in the form provided in SOW Exhibit 20 - Technical
Requirement Response Template. The Bidder is responsible to ensure their response for each
narrative requirement in 21.0 is no more than two (2) pages.
Bidder may submit no more than two (2) pages of diagrams to support each narrative response.
The diagrams shall be a visual representation of the narrative response and will be limited to no
more than 100 words per diagram, which will include diagram labels.
Any typed information that goes beyond the 2nd page of the SOW Exhibit 20 - Technical
Requirement Response Template will not be considered as a part of this evaluation.
Bidder shall provide response, Yes "Y" or No "N", to the 'CPE Service Provider Agreement' on each
tab, including the 21.0-Narrative Requirements.
Page 214 of 444
State of California
CA Governor's Office of Emergency Services
EXHIBIT 21
Narrative Requirements - CPE
RFP 6104-2019
CA NG9-1-1 CPE Services
21.0 Narrative Requirements
Requirement
Contractor must provide a written narrative for the requirements
noted in Exhibit 21.0 and include with its Final Bid Submission in
accordance with Section 6, Proposal/Bid Format and Submission
Requirements
CPE Service Provider
Agrees to meet the
Requirement
YES/NO
Interface Requirements
21.0.1
Describe how the CPE shall interface with the peripheral analog
and digital equipment configurations already in place at all
PSAPs. The description shall include the interface to CAD, radio,
and logging recorder.
Yes
21.0.2
Describe how CPE shall interface with phone system requirements
for any PSAPs that have administrative telephone lines/ring down
lines/business lines, PRI with caller ID, intercom, paging, local
control circuits, PBX (IP or legacy), and Centrex with caller ID
configured within the CPE at their PSAP. Description shall include
how lines terminating on the CPE will be configured in a cloud CPE
solution.
Yes
21.0.3
Describe how the CPE shall support a direct interface to the
NG911 network in California. Description shall include how CPE
solution will interface to the PNSP and RNSP in a NENA i3 compliant
format and how the connections will be redundant and
geographically diverse.
Yes
21.0.4
Describe the key success factors for CPE deployment, to include
the initial deployment of the data center or native cloud solution
interface with PNSP and RNSP. The description must include
challenges and mitigation strategies that may impact the project's
critical path.
Yes
Functionality Requirements
21.0.5
Describe how the CPE shall support long term recording as
required by 21.2.4 and 21.2.5 of all circuits and positions at the
data center or in the cloud solution. Describe how this will be
accomplished via NENA i3 compliant SIP recording (SIPREC).
Yes
21.0.6
Describe how the CPE shall be configured to avoid all single points
of failure within the system and to ensure 99.999% availability.
Description shall include integration of IP phone sets per 21.2.16
Yes
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State of California
CA Governor's Office of Emergency Services
EXHIBIT 21
Narrative Requirements - CPE
RFP 6104-2019
CA NG9-1-1 CPE Services
21.0.7
Describe how the system shall scale to meet expected demand
over time, without limitation of any physical onsite hardware,
human intervention, or system resources during disasters or high
demand events while maintaining 99.999% availability for PSAPs
deployed on your platform. Description shall include the
maximum call volume the solution will support and how the
proposed solution is scalable. Description shall include the role
licensing agreements have in scalability, if applicable.
Yes
21.0.8 Describe how system failures within an active operational
component shall result in no loss of service or capability.Yes
21.0.9
Describe how CPE shall deliver and display secure NG9-1-1 traffic
from RNSP and PNSP. Answer shall include accurate location
information as well as supplemental data (Z axis coordinates, IoT
streams, and video).
Yes
21.0.10
Describe CPE Automatic Call Distribution (ACD) functionality at the
PSAP. Describe how ACD supports NENA i3 call flow. Describe
how ACD functions in conjunction with policy based routing.
Yes
System Monitoring Requirements
21.0.11
Describe how the CPE solution shall maintain trouble ticket e-
bonding with RNSP and PNSP using standardized API developed
by PNSP. Description shall include the integration of system
monitoring with the data delivered from each RNSP and the PNSP.
Description shall include how CPE solution mitigates accountability
discrepancies between PNSP, RNSP, and CPE vendor.
Yes
21.0.12
Describe how the system monitoring dashboard will display and
report the health of the CPE solution. Description shall include how
the dashboard will monitor the health of CPE solution and any
PSAP equipment to ensure that SLAs are being met.
Yes
21.0.13
Describe CPE dashboard and how it provides near real time CPE
outage monitoring and reporting to support the description
provided in 21.0.12. Description shall include a definition of near
real time. Description shall also include how CA 9-1-1 Branch will
access the dashboard monitor, this shall include statistical data,
printable reports, and outage notifications with duration.
Yes
Technology Requirements
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State of California
CA Governor's Office of Emergency Services
EXHIBIT 21
Narrative Requirements - CPE
RFP 6104-2019
CA NG9-1-1 CPE Services
21.0.14
Describe if the CPE will be deployed as a cloud native or data
center solution. The description shall include how the solution will
utilize a geographically diverse, interconnected, redundant, and
survivable platform within CONUS. The description shall include
how the CPE will be dedicated to California with capability that
provides 99.999% availability.
Yes
21.0.15
Describe how all updates, fixes, upgrades, patches, etc. shall be
executed in the cloud or data centers and pushed out to each
PSAP in a manner consistent with evergreen support. Description
shall include how your solution will roll back to previous versions if
updates or changes cause unintended failures or performance
problems at any PSAP.
Yes
21.0.16
Describe how CPE will allow two-way communication with the 9-1-
1 caller's device for push/pull notification. This includes PSAP video
initiation and text from 9-1-1.
Yes
21.0.17
Describe how CPE will utilize an open standards methodology
where ever possible. Description shall include how proprietary
standards and or protocols are minimized within the proposed
CPE system and shall address any limitations that may result from
those proprietary components. Finally, where systems utilize
customized solutions, the description shall identify the standard or
protocol substituted and provide a descriptive narrative with
regard to meeting NENA i3 standards.
Yes
21.0.18
Bidder shall describe what happens to an active call when one
side of system call handling (i.e. Data Center A) or a cloud
instance goes offline. Bidder shall explain where the call
reappears. Bidder shall also decribe what happens when an
active call in ACD queue needs to route to another PSAP. Bidder
shall include network diagrams.
Yes
21.0.19
Bidder to describe how their solution and leadership is flexible to
accommodate minor variations in functionality or PSAP needs that
demonstrates a commitment to transparency within bidder's
Exhibit 22 MRCs. For example: NENA updates the i3 specification
for EIDO or requirement to comply with PSAP (Public Safety
Answering Point) Credentialing Agency (PCA).
Yes
Page 217 of 444
State of California
CA Governor's Office of Emergency Services
EXHIBIT 21
Technical Requirements - CPE
RFP 6104-2019
CA NG 9-1-1 CPE Services
21.1 CPE Interface Requirements
Requirement
Mandatory CPE Interface Requirements
The requirements are organized into General Requirements and
then more specific requirements for each deployment method.
CPE Service
Provider
Agrees to
meet the
Requirement
YES/NO
21.1.1 CPE shall include a Graphical User Interface (GUI) that allows
PSAP and/or call taker to personalize the CPE screen layout. Yes
21.1.2
CPE shall utilize the standardized API developed by the PNSP and
the CA 9-1-1 Branch for all interfaces to deliver 9-1-1 traffic to the
CPE.
Yes
21.1.3
CPE shall support a NENA i3 compliant interface to the existing
CAD system in operation at the PSAP. All non-i3 ready CAD
systems require interface providing serial ALI spill functionality
Yes
21.1.4
CPE shall connect to analog or digital audio interface devices at
the PSAP to support consistent audio levels from radio and CPE for
the call taker.
Yes
21.1.5
CPE shall interface with PSAP phone system. This includes
administrative telephone lines, ring down lines, business lines, PRI
with caller ID, intercom, paging, local control circuits, PBX (IP or
legacy), or Centrex, etc. with caller ID configured within the CPE
at their PSAP.
Yes
21.1.6
CPE shall support the interface developed by PNSP and RNSP as
directed by the CA 9-1-1 Branch for delivery of all 9-1-1 traffic
and must support the NENA i3 standard.
Yes
21.1.7
CPE shall interface with CA 9-1-1 Branch's call data record
solution via NENA i3 logging standard, or the CA 9-1-1 Branch
defined XML standard.
Yes
21.1.8
CPE shall ingest and display the CA 9-1-1 Branch statewide GIS
data layers, or shape files, and shall provide an interface at the
PSAPs request. CA 9-1-1 Branch shall provide database for
updated GIS files in a NENA i3 compliant format via secure file or
secure web interface.
Yes
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State of California
CA Governor's Office of Emergency Services
EXHIBIT 21
Technical Requirements - CPE
RFP 6104-2019
CA NG 9-1-1 CPE Services
21.1.9
CPE interface shall comply with NENA i3 standard for the delivery
of callback and location information to CAD, mapping
applications, and voice recorders.
Yes
21.1.10 CPE shall utilize CA 9-1-1 Branch provided NG9-1-1 trunk for the
transport of any 9-1-1 traffic Yes
21.1.11 CPE shall interface with the peripheral equipment configurations
already in place at all PSAPs: GIS, radio, logging recorder, etc.Yes
21.1.12 CPE shall provide a SIPREC compliant interface for on site logging
recorder at the PSAP.Yes
21.1.13
CPE shall interface with the State PSAP Credentialing Agency
(PCA), the top-level certificate authority for NG9-1-1 in California,
which is administered by the CA 9-1-1 Branch and is implemented
by the PNSP.
Yes
21.1.14 CPE shall display caller ID from any non 9-1-1 line if provided by
the originating service provider.Yes
21.1.15
CPE shall develop a Basic API that aligns to cost workbook element
22.3.5 at the request of the PSAP with direction from Cal OES to support
a one time 1-3 month API development outside of NENA i3 and SOW
requirements. Cal OES will be the sole arbiter to determine if the API
needed is basic, intermediate, or complex.
Yes
21.1.16
CPE shall develop an intermediate API that aligns to cost workbook
element 22.3.6 at the request of the PSAP with direction from Cal OES to
support a one time 3-6 month API development outside of NENA i3 and
SOW requirements. Cal OES will be the sole arbiter to determine if the
API needed is basic, intermediate, or complex.
Yes
21.1.17
CPE shall develop a Complex API that aligns to cost workbook element
22.3.7 at the request of the PSAP with direction from Cal OES to support
a one time 6-9 month API development outside of NENA i3 and SOW
requirements. Cal OES will be the sole arbiter to determine if the API
needed is basic, intermediate, or complex.
Yes
Yes21.1.18
CPE shall interface with legacy Centralized Automated Message
Accounting (CAMA) trunks at PSAP. The Interface shall convert CAMA
into an IP based signaling transmitted over a NG 9-1-1 trunk that can be
processed in the Cloud by the CPE solution.
Page 219 of 444
State of California
CA Governor's Office of Emergency Services
EXHIBIT 21
Technical Requirements - CPE
RFP 6104-2019
CA NG 9-1-1 CPE Services
Yes
Yes
Yes
Yes
Yes
21.1.21
CPE shall be tested and validated for CAMA interface at the CA 9-1-1
Branch NG9-1-1 Lab prior to installation at a PSAP. Testing will be
conducted by the Contractor in conjunction with the CA 9-1-1 Branch.
Lab test results shall be provided to the CA 9-1-1 Branch upon request.
The CA 9-1-1 Branch shall be the owner of all reports.
21.1.22 CPE CAMA interface shall be installed within 60 days of notification the
CA 9-1-1 Branch.
21.1.23 CPE CAMA interface shall be removed within 60 days of notification the
CA 9-1-1 Branch.
21.1.19 CPE shall interface with CAMA and NG 9-1-1 trunk simultaneously.
21.1.20 When directed by CA 9-1-1 Branch, CPE shall interface with CAMA, and
NG 9-1-1 trunk simultaneously.
Page 220 of 444
State of California
CA Governor's Office of Emergency Services
EXHIBIT 21
Technical Requirements - CPE
RFP 6104-2019
CA NG9-1-1 CPE Services
21.2 CPE Functionality Requirements
Requirement
Mandatory CPE Functionality Requirements
The requirements are organized into General Requirements and
then more specific requirements for each deployment method.
CPE Service Provider
Agrees to meet the
Requirement
YES/NO
21.2.1
CPE shall generate NENA i3 Call Detail Record (CDR)
automatically, and store all available information pertaining to all
9-1-1 traffic, on a server that allows access by or connectivity for
state-wide reporting purposes.
Yes
21.2.2
CPE shall provide automatic call distribution (ACD), configurable
by the PSAP. ACD functionality shall support interactive voice
response (IVR)
Yes
21.2.3
CPE shall require users to manually log-on with a
username/password combination. Two factor authentication must
be provided as an option at no additional cost. Password
parameters shall be flexible to meet PSAP needs. CA 9-1-1 Branch
will validate two factor authentication method. PSAP shall have
administrative rights controlling all account credentialing.
Yes
21.2.4
CPE shall include audio, text, and video logging recording at the
data center or in the cloud. Recording shall include separate
recordings for operator and caller. Shall include active recording
methodology of all circuits and positions via NENA i3 compliant
SIPREC.
Yes
21.2.5
CPE shall provide end-to-end encryption for all recordings,
including voice, text, and video. Access to all recordings shall be
controlled by the PSAP that owns the recording.
Yes
21.2.6 CPE shall display live streamed video from IoT, caller, or
supplemental data source. Yes
21.2.7
CPE shall allow the call-taker to initiate the viewing of video via a
process initiated and controlled by the PSAP. Video should start
recording immediately during transmission, but the call-taker
should not be required to initiate viewing in order for the recording
to begin.
Yes
21.2.8 CPE shall allow the call-taker to stop viewing the video even while
the video is still recording Yes
21.2.9
CPE shall allow call taker to send video to any PSAP authorized first
responder or recipient outside of dispatch with a device that can
play video
Yes
21.2.10
CPE short term video storage shall be configurable by the PSAP.
Video shall be locked so that it can only be viewed by authorized
users. Additionally, meta data shall be made readily available to
the PSAP in order to see a list of all viewers of any video.
Yes
Page 221 of 444
State of California
CA Governor's Office of Emergency Services
EXHIBIT 21
Technical Requirements - CPE
RFP 6104-2019
CA NG9-1-1 CPE Services
21.2.11
CPE shall store all audio and video recordings in the cloud or at
data center. Storage term shall be configurable by the PSAP for
up to 180 days. System shall allow PSAP to auto-download data at
PSAP defined intervals or as one time downloads. CPE shall also
provide downloadable access and interface to the PSAP for local
storage.
Yes
21.2.12 CPE solution shall not cap the amount of storage needed to
support 21.2.11 Yes
21.2.13
CPE shall support instant recall recorder (IRR) play back of the
recording of any call from an assigned workstation. The IRR shall
interface with the existing operating environment within the PSAPs.
Yes
21.2.14
CPE system shall provide the PSAP with configurable recording
retention for IRR. System shall provide a minimum of 8 hours of talk
time.
Yes
21.2.15 CPE shall deliver caller ID during a transfer from a 9-1-1 line to any
non-9-1-1 line.Yes
21.2.16 CPE system shall provide IP phone set(s), if requested by PSAP Yes
21.2.17
CPE shall allow for a visual display of the caller's telephone
number and it shall be viewable at the workstation. At minimum,
the display needs to meet the NENA i3 compliant standards for
ANI display and all future NENA i3 standards at no additional cost.
Yes
21.2.18 CPE shall accept, display, and send text-to-911 translation,
including languages with non-English characters.Yes
21.2.19 CPE shall support the current operational needs of the PSAP as
identified in the NENA i3 standard and the SOW.Yes
21.2.20 Any CPE system failure within an active operational component
shall result in no loss of service or capability.Yes
21.2.21 CPE shall deliver location information to CAD and mapping
applications via an IP connection and/or serial connection.Yes
21.2.22 CPE shall have adjustable audio volume control at the individual
workstation.Yes
21.2.23
CPE shall ingress secure emergency voice, text, and video
messaging directly from the PNSP and RNSP, including the delivery
of accurate emergency calling party location information for all 9-
1-1 traffic.
Yes
21.2.24 CPE shall display the CA 9-1-1 Branch statewide alert and warning
system. Yes
21.2.25 CPE shall provide abandoned call detail Yes
21.2.26
CPE shall incorporate time synchronization. Shall sync up with both
the RNSP and PNSP as well as the PSAP with a stratum 0 clock in
UTC format.
Yes
21.2.27
CPE shall define a list of phone numbers that can be entered into
the solution and be routed to a specific position or login credential
to support local 9-1-1 system testing.
Yes
Page 222 of 444
State of California
CA Governor's Office of Emergency Services
EXHIBIT 21
Technical Requirements - CPE
RFP 6104-2019
CA NG9-1-1 CPE Services
21.2.28 CPE shall provide one-button callback. Yes
21.2.29 CPE shall provide complete call progress detection including but
not limited to idle, ringing, dial tone, ringback, and busy.Yes
21.2.30 CPE shall provide configurable outbound caller-ID and outbound
text-ID to the PSAP.Yes
21.2.31 CPE shall provide automated abandoned call-back and text-
back Yes
21.2.32
CPE shall have one button transfer capability to other PSAPs,
configurable upon request. All transfers must occur across NG9-1-1
trunks, with location information. CPE shall transfer 9-1-1 calls to all
CA PSAPs, off-net PSAPs, as well as to other states in the US.
Yes
21.2.33
CPE shall provide local conferencing consisting of six (6) or more
internal and/or external parties (including originator). The system’s
conferencing functionality shall allow the conference call to
continue when the originating calling party disconnects.
Yes
21.2.34 CPE shall provide distinct audible ringing options Yes
21.2.35
CPE shall provide speed dial functionality for both hold
conference and no-hold conference for 9-1-1 calls as well as non-
emergency calls
Yes
21.2.36 CPE shall allow call taker muting capability during conference or
transfer Yes
21.2.37 CPE shall support TDD/TTY functionality until no longer required by
the FCC and upon the direction of the CA 9-1-1 Branch.Yes
21.2.38
Contractor to provide an on-line reference manual, users manual,
help guide, live chat, or similar feature to PSAP. All reference
materials must be continually updated to reflect CPE system
updates and new functionality.
Yes
21.2.39 Call taker screen layout shall be automatically locked when the
user logs in as ready.Yes
21.2.40
A designated user shall have the ability to restore to last saved
screen layout as well as default screen layout while making
modifications.
Yes
21.2.41 CPE shall display the information of at least the last 10 calls
released at the answering workstation, configurable by the PSAP Yes
21.2.42 CPE shall provide the user with call holding as well as call parking
(exclusive/non-exclusive hold) capability Yes
21.2.43
Users with appropriate system permissions shall have the ability to
silently listen to another user's telephone conversation from their
workstation. Such action shall not cause any audio or visual
disturbance at the monitored answering station.
Yes
Page 223 of 444
State of California
CA Governor's Office of Emergency Services
EXHIBIT 21
Technical Requirements - CPE
RFP 6104-2019
CA NG9-1-1 CPE Services
21.2.44 CPE shall provide supervisors or authorized users the ability to
barge into an existing call with one click functionality Yes
21.2.45
Users with appropriate system permissions shall have the ability to
temporarily remove themselves from a ring group (call queue) in
order to conclude a previous call or perform another task such as
radio dispatch, while remaining logged on.
Yes
21.2.46 CPE shall enable two-way communication with the 9-1-1 caller's
device for push/pull notifications and text from 9-1-1.Yes
21.2.47
CPE shall present historical details linked to the calling number. This
feature shall accommodate information that call-takers have
saved from previous calls, but should also include system
generated (machine learned) information.
Yes
21.2.48 CPE shall ingest and display any third party or State provided data
via API within 6 months of notification from the CA 9-1-1 Branch.Yes
21.2.49
Browser based CPE shall work on a CA 9-1-1 Branch approved
web browser based on system performance and security
requirements.
Yes
21.2.50 Non-Browser based CPE shall accessed through an application
that can operate on any standard PC.Yes
21.2.51 CPE shall ingress, display, and send Real Time Text (RTT) Yes
21.2.52
CPE shall provide role based/skillset based profiling for call takers,
and the ability to change roles without requiring logout and sign
in.
Yes
21.2.53 CPE shall provide call taker the ability to flag, create, and send
out mis-routed 9-1-1 call reports electronically Yes
21.2.54 CPE shall support maximum 10 second system operation start-up
from the time user ID and password are entered.Yes
21.2.55
CPE shall provide MIS functionality and shall provide call taker
details. CPE shall provide remote access to PSAP defined MIS
metrics.
Yes
21.2.56
CPE shall interface with a universal log in service at PSAP if
available. Universal log in shall apply across CAD or other
platforms as specified by the PSAP, and support where available.
Yes
21.2.57
CPE shall provide status indication ("ready/not ready/wrap up") at
the workstation level, number of status states to be configurable
by PSAP.
Yes
21.2.58 CPE shall allow PSAP personnel to play back a pre-recorded PSAP
message during the 9-1-1 call Yes
21.2.59 CPE shall provide a visual indication to the call taker when 9-1-1
traffic is delivered via a policy based route.Yes
21.2.60 CPE bidder shall provide reader boards to PSAPs upon request. Yes
Page 224 of 444
State of California
CA Governor's Office of Emergency Services
EXHIBIT 21
Technical Requirements - CPE
RFP 6104-2019
CA NG9-1-1 CPE Services
21.2.61 CPE solution shall provide an integrated mapping application Yes
Page 225 of 444
State of California
CA Governor's Office of Emergency Services
EXHIBIT 21
Technical Requirements - CPE
RFP 6104-2019
CA NG9-1-1 CPE Services
21.3 CPE System Monitoring Requirements
Requirement
Mandatory CPE System Monitoring Requirements
The requirements are organized into General Requirements and
then more specific requirements for each deployment method.
CPE Service
Provider
Agrees to
meet the
Requirement
YES/NO
21.3.1 CPE shall provide near real-time performance data, to be
monitored by CA 9-1-1 Branch as well as PSAPs upon request.Yes
21.3.2
Performance data shall include documented Mean Time
Between Failure (MTBF) or Mean Time To Repair (MTTR) that may
impact the availability of the system to deliver traffic
Yes
21.3.3 Technical Service Bulletin (TSB) shall be provided to CA 9-1-1
Branch and PSAP for any update, patch, or bug fix.Yes
21.3.4
Contractor shall establish a network operation center (NOC) that
includes but is not limited to alarming, reporting, monitoring,
managing, and supporting CPE on a 24/7/365 basis, down to the
workstation level.
Yes
21.3.5 Contractor shall provide trouble ticket log that is visible to CA 9-1-
1 Branch, originating PSAP, RNSP, and PNSP 24/7/365 Yes
21.3.6 CPE shall support trouble ticket ebonding with RNSP and PNSP,
and shall maintain trouble ticket ebonding Yes
21.3.7
The CPE solution shall provide a dashboard to display and report
the health of the CPE solution. The dashboard will monitor the
health of the CPE solution and any PSAP equipment to ensure
that SLAs are being met. Monitoring shall be real time or near real
time.
Yes
21.3.8
CPE shall be subject to CA 9-1-1 Branch approved or contracted
third party verification to ensure cloud/data center space and
resources have been properly dedicated to California and meet
physical and cyber security requirements.
Yes
Page 226 of 444
State of California
CA Governor's Office of Emergency Services
EXHIBIT 21
Technical Requirements - CPE
RFP 6104-2019
CA NG9-1-1 CPE Services
21.3.9 Contractor shall notify the CA 9-1-1 Branch when any stop-clock
condition exists, within 60 minutes of stop-clock discovery.Yes
Page 227 of 444
State of California
CA Governor's Office of Emergency Services
EXHIBIT 21
Technical Requirements - CPE
RFP 6104-2019
CA NG9-1-1 CPE Services
21.4 CPE Technology Requirements
Requirement
Mandatory CPE Technology Requirements
The requirements are organized into General Requirements
and then more specific requirements for each deployment
method.
CPE Service
Provider Agrees
to meet the
Requirement
YES/NO
21.4.1
CPE shall be deployed as a geographically diverse
interconnected platform, housed within a minimum of two Tier
3 or better data centers or as a native cloud solution within
CONUS, and as a dedicated single tenant to California with
demonstrated capability that provides 99.999% availability.
Yes
21.4.2
Any data center or cloud instance that is used to house the
CPE shall be designed in a redundant, survivable manner and
have multiple geographically diverse connections to the
PNSP/RNSP.
Yes
21.4.3 CPE shall be IP-based and shall fully comply with current and
future NENA i3 standards for NG911.Yes
21.4.4
CPE shall utilize end-to-end IP connectivity (NG9-1-1 trunk),
procured by CA 9-1-1 Branch from the PNSP/RNSP with a
minimum of two diverse connections to each POI and data
center.
Yes
21.4.5
CPE shall interface with PNSP/RNSP at a minimum of two (2)
logically and physically diverse locations and support 99.999%
availability
Yes
21.4.6
CPE shall be verified through testing at the CA 9-1-1 Branch
NG9-1-1 Lab prior to issuing SOW to the PSAP for CPE purchase.
Testing will be conducted by the Contractor in conjunction
with the CA 9-1-1 Branch. Lab test results shall be provided to
the CA 9-1-1 Branch upon request. The CA 9-1-1 Branch shall
be the owner of all reports.
Yes
21.4.7
All updates, fixes, upgrades, patches, etc. shall be executed in
the cloud/data centers and pushed out to each PSAP in a
manner consistent with traditional cloud-based evergreen
software support.
Yes
21.4.8
All updates, fixes, upgrades, patches, etc. shall be deployed in
the cloud/data center, ensuring that 100% of the PSAPs are
operating on the same cloud/data center software and
firmware version. Maximum 15 day soak period for first
customer application.
Yes
Page 228 of 444
State of California
CA Governor's Office of Emergency Services
EXHIBIT 21
Technical Requirements - CPE
RFP 6104-2019
CA NG9-1-1 CPE Services
21.4.9
All updates, at the discretion of and coordinated by the CA 9-
1-1 Branch, shall be tested and accepted in the CA 9-1-1
Branch NG9-1-1 Lab prior to deployment at the PSAP.
Yes
21.4.10
All updates that have been tested and accepted by the CA 9-
1-1 Branch NG9-1-1 Lab shall be deployed at all PSAPs
supported by the Contractor within 14 calendar days of
successful testing. This includes CPE that my have been tested
and accepted by the CPE manufacturer working with the CA
9-1-1 Branch, independent of the contractor.
Yes
21.4.11
CPE software shall, within 30 minutes of notification by the CA
9-1-1 Branch, roll back to prior version if updates or patches
cause unintended failures or performance problems at the
PSAP.
Yes
21.4.12
Workstations shall support the minimum memory and
processing capability to support CPE software and shall be
equipped with all necessary audio and video interface
equipment, including but not limited to: keyboard, mouse,
speakers, audio integration device, keypad dialer, arbitrator,
and minimum 22 inch flat panel monitors.
Yes
21.4.13
Workstation, along with any other Contractor supplied
peripheral hardware at each workstation shall be replaced
every five (5) years, at minimum. PSAP is eligible for full system
training at this time.
Yes
21.4.14 Bidder shall supply PSAP with monitor at a minimum of 22" and
a maximum of 50"Yes
21.4.15
If no PNSP/RNSP network degradation is present, all audio
input/output from the CPE shall meet MOS score requirements.
At five (5) minute intervals, via third party verification, 99% of
the MOS measurements shall exceed 2.6 and 90% shall exceed
3.8. Degradation caused by PNSP/RNSP network shall not
impact CPE MOS score.
Yes
21.4.16
CPE hardware components installed at the PSAP shall be
nonproprietary, with the sole exception of audio control
devices, and shall support standard hardware interfaces.
Yes
21.4.17
CPE shall include a workstation UPS and shall provide a
minimum of 15 minutes of power to each workstation. CPE
provider shall provide 2 hour backroom UPS.
Yes
Page 229 of 444
State of California
CA Governor's Office of Emergency Services
EXHIBIT 21
Technical Requirements - CPE
RFP 6104-2019
CA NG9-1-1 CPE Services
21.4.18
All workstation peripherals shall be supplied by the Contractor
and supported at the workstation: auxiliary keypad dialers,
arbitrators, keyboard, mouse, and headset box.
Yes
21.4.19 CPE shall connect to analog or digital audio interface devices
at the PSAP, as directed by the PSAP.Yes
21.4.20
CPE shall not directly connect to the public internet at the
PSAP. CPE shall ensure that any public data source is
connected via a secure, controlled interface at data
center/cloud. At a minimum the connection should address
application layer inspection, secure flows, intrusion prevention,
and intrusion detection.
Yes
21.4.21 Contractor shall provide cabling at install, which may include
cable paths through floors, walls, and ceilings.Yes
21.4.22
Cloud native solution shall utilize a cloud service provider that
holds a verified FEDRAMP certification. Data center solution
shall utilize a geographically diverse interconnected platform,
housed within a minimum of two Tier 3 or better data centers.
Yes
21.4.23
CPE shall ingress, handle, and display all incoming 9-1-1 traffic
and supplemental information (i.e. location and/or caller
information) in a manner that is compliant with all NENA i3
standards
Yes
21.4.24
System availability shall be 99.999% regardless of the level of
response required. CPE shall meet worst-case scenarios or
dynamically expand without limitation of any physical onsite
hardware, human intervention, or system resources (CPU,
channels, etc.) during disasters or high demand events.
Yes
21.4.25 Contractor shall provide on-site technical support personnel to
resolve technical issues at the PSAP (workstations).Yes
21.4.26 CPE shall ingest and display Z coordinates from RNSP and PNSP
when they become available Yes
21.4.27
CPE shall have secure connectivity, trust and identity, and
threat defense from cloud or data center to the call-taking
workstations
Yes
21.4.28
CPE shall ingest, display, and utilize any standards-based
information that can enrich the 911 call: viewing CCTV, street-
level cameras, or IoT sensor data, upon initiation by the call
taker.
Yes
21.4.29
CPE shall include any universal sensor integration with open
API, including seismic, weather, smoke detection, and traffic
information.
Yes
Page 230 of 444
State of California
CA Governor's Office of Emergency Services
EXHIBIT 21
Technical Requirements - CPE
RFP 6104-2019
CA NG9-1-1 CPE Services
21.4.30 CPE shall include secured firewalling of data transmission of IoT
data streams. IoT Data streams shall be encrypted in transit.Yes
21.4.31 CPE shall be designed to industry standard and FCC best
practices, including the NENA i3 standards Yes
21.4.32 CPE shall utilize an open standards methodology where
applicable. Yes
21.4.33
Contractor shall ensure that proprietary standards and or
protocols are minimized within the proposed CPE system.
Where systems utilize customized solutions, the Contractor shall
identify the standard or protocol substituted and provide a
narrative with regard to meeting the NENA i3 requirement.
Yes
21.4.34 Data center/cloud shall comply with NENA i3 cyber security
standards and industry best practices for cyber security Yes
21.4.35
CPE system shall support BGP interfaces to PNSP and RNSP and
comply with the IP addressing scheme provided by CA 9-1-1
Branch
Yes
21.4.36
CPE shall support a logical connection over existing NG 911
trunk(s) that supports call delivery from cloud/data center to
PSAP
Yes
21.4.37
CPE shall support all elements of NENA i3. Any components
that are implemented within the CPE shall not compromise the
ability to support NENA i3 and the ability for the PNSP or RNSP
to deliver the call to the PSAP, or to support transfers from one
PSAP to another, regardless of CPE vendor.
Yes
21.4.38
CPE shall implement new industry standards, including NENA i3
based on the timeline and deployment process as directed by
the CA 9-1-1 Branch. For most, but not necessarily all updates,
the CA 9-1-1 Branch will direct a minimum timeline of 6
months.
Yes
21.4.39 CPE shall process and deliver all potential NENA i3 9-1-1 traffic
from multiple NG 9-1-1 service providers.Yes
21.4.40
CPE testing in the Cal OES NG9-1-1 lab shall be completed
within 10 working days from start of testing, as directed by the
CA 9-1-1 Branch.
Yes
Page 231 of 444
State of California
CA Governor's Office of Emergency Services
EXHIBIT 21
Technical Requirements - CPE
RFP 6104-2019
CA NG9-1-1 CPE Services
21.4.41
Cloud solution must include isolated, independent clusters of
data centers located in close enough proximity to ensure
extremely low latency (ability to perform synchronous data
replication) and the ability for each cluster to continue
operation in the case of a data center failure. Data center
solution must be built in a fully redundant manner, where the
loss of one data center does not affect the call takers
functionality.
Yes
21.4.42
Data centers and/or data centers used in a cloud solution
within a geographic area must have independent power
infrastructure.
Yes
21.4.43
CPE shall have the ability to recognize multiple calls originating
from the same geographic area and will provide the PSAP with
a solution to process the calls based on operational needs.
Yes
21.4.44
All servers, routers, firewalls, and other network elements at the
PSAP shall have the current version or patch, deployed within 5
days of discovery of the need for updating.
Yes
21.4.45
All workstations shall have current operating system and
software version, deployed within 30 days of discovery of the
need for updating. CPE vendor shall allow PSAP to control the
update schedule such that no more than 25% of the
workstations are updated at the same time. CPE vendor shall
also allow PSAP to set the update window based on
operational needs.
Yes
21.4.46 All 9-1-1 traffic must be transferred using PNSP or RNSP core
services, per NENA i3 standards.Yes
21.4.47
Data center/cloud solution shall not negatively impact the
ability of the CA 9-1-1 Branch to acquire CJIS/CLETS
certification of the network.
Yes
21.4.48
CPE shall geospatially transfer to any primary or secondary
PSAP based on PSAP boundary file. CPE shall offer a preferred
transfer PSAP using geospatial data.
Yes
21.4.49 CPE shall support data compression and other tools needed
to meet bandwidth requirements. Yes
21.4.50 CPE shall support a busy hour of 475 calls or less with a 5 Mbps
connection. Yes
21.4.51 CPE shall support a busy hour of 476 calls or more with a 50
Mbps connection. Yes
21.4.52
CPE shall refresh location information received from PNSP or
RNSP every 2 seconds starting from the time PNSP or RNSP
delivers the call to the CPE. The refresh rate shall be
configurable, in 2 second intervals, by the PSAP.
Yes
Page 232 of 444
State of California
CA Governor's Office of Emergency Services EXHIBIT 21
Technical Requirements
RFP 6104-2019
CA NG9-1-1 CPE Services
CA NG9-1-1 On-Premises CPE System Instructions
Bidder shall provide response, Yes "Y" or No "N", to the 'CPE Service Provider Agrees to Meet the
Requirement' for each requirement on tab 21.5 through 21.10.
Page 233 of 444
State of California
CA Governor's Office of Emergency Services
EXHIBIT 21
Technical Requirements - CPE
RFP 6104-2019
CA NG 9-1-1 CPE Services
Requirement Mandatory CPE Interface Requirements
CPE Service Provider
Agrees to meet the
Requirement
YES/NO
21.5.1 CPE shall include a Graphical User Interface (GUI) that allows PSAP
and/or call taker to personalize the CPE screen layout. Yes
21.5.2
CPE shall utilize the standardized API developed by the PNSP and
the CA 9-1-1 Branch for all interfaces to deliver 9-1-1 traffic to the
CPE.
Yes
21.5.3
CPE shall support a NENA i3 compliant interface to the existing CAD
system in operation at the PSAP. All non-i3 ready CAD systems
require interface providing serial ALI spill functionality.
Yes
21.5.4
CPE shall connect to analog or digital audio interface devices at
the PSAP to support consistent audio levels from radio and CPE for
the call taker.
Yes
21.5.5
CPE shall interface with PSAP phone system. This includes
administrative telephone lines, ring down lines, business lines, PRI
with caller ID, intercom, paging, local control circuits, PBX (IP or
legacy), or Centrex, etc. with caller ID configured within the CPE at
their PSAP.
Yes
21.5.6
CPE shall support the interface developed by the state's NG 9-1-1
service providers, as directed by the CA 9-1-1 Branch for delivery of
all 9-1-1 traffic and must support the NENA i3 standard.
Yes
21.5.7
CPE shall interface with CA 9-1-1 Branch's MIS reporting solution via
NENA i3 logging standard and 9-1-1 Branch defined call data
record format.
Yes
21.5.8
CPE interface shall comply with NENA i3 standard for the delivery of
call data to CAD, mapping applications, and voice recorders
where applicable.
Yes
21.5.9 CPE shall utilize CA 9-1-1 Branch provided CAMA and NG9-1-1 trunk
for the transport of any 9-1-1 traffic.Yes
21.5.10 CPE shall interface with the peripheral equipment configurations
already in place at all PSAPs: GIS, radio, logging recorder, etc.Yes
21.5.11 CPE shall provide a SIPREC or serial compliant interface for on site
logging recorder at the PSAP.Yes
21.5 On-premises CPE Interfaces Requirements
Page 234 of 444
State of California
CA Governor's Office of Emergency Services
EXHIBIT 21
Technical Requirements - CPE
RFP 6104-2019
CA NG 9-1-1 CPE Services
21.5.12
CPE shall interface with the State PSAP Credentialing Agency
(PCA), the top-level certificate authority for NG9-1-1 in California,
which is administered by the CA 9-1-1 Branch and is implemented
by the NG 9-1-1 service providers.
Yes
21.5.13 CPE shall display caller ID from any non 9-1-1 line if provided by the
originating service provider.Yes
21.5.14
CPE shall develop a Basic API that aligns to cost workbook Tab.
22.8, line item 13 at the request of the PSAP with direction from Cal
OES outside of NENA i3 and SOW requirements. The API needed
(basic, intermediate, or complex) will be mutually agreed upon
between Cal OES and the vendor.
Yes
21.5.15
CPE shall develop an Intermediate API that aligns to cost workbook
Tab. 22.8, line item 14 at the request of the PSAP with direction from
Cal OES outside of NENA i3 and SOW requirements. The API needed
(basic, intermediate, or complex) will be mutually agreed upon
between Cal OES and the vendor.
Yes
21.5.16
CPE shall develop a Complex API that aligns to cost workbook Tab.
22.8, line item 15 at the request of the PSAP with direction from Cal
OES outside of NENA i3 and SOW requirements. The API needed
(basic, intermediate, or complex) will be mutually agreed upon
between Cal OES and the vendor.
Yes
Page 235 of 444
State of California
CA Governor's Office of Emergency Services
EXHIBIT 21
Technical Requirements - CPE
RFP 6104-2019
CA NG9-1-1 CPE Services
Requirement CPE Functionality Requirements
Requirement
Type
CPE Service Provider
Agrees to meet the
Requirement
YES/NO
21.6.1
CPE shall generate NENA i3 Call Detail Record (CDR) automatically, and store all
available information pertaining to all 9-1-1 traffic, on a server that allows access
by or connectivity for state-wide reporting purposes.
Mandatory Yes
21.6.2 CPE shall provide automatic call distribution (ACD), configurable by the PSAP.
ACD functionality shall support interactive voice response (IVR).Mandatory Yes
21.6.3
CPE shall require users to manually log-on with a username/password
combination. Two factor authentication must be provided as an option at no
additional cost. Password parameters shall be flexible to meet PSAP needs. CA 9-
1-1 Branch will validate two factor authentication method. PSAP shall have
administrative rights controlling all account credentialing.
Mandatory Yes
21.6.4
CPE shall support Instant Recall Recorder (IRR) play back of the recording of any
call from an assigned workstation. The IRR shall interface with the existing
operating environment within the PSAPs.
Mandatory Yes
21.6.5 CPE system shall provide the PSAP with configurable recording retention for IRR.
System shall provide a minimum of 8 hours of talk time.Mandatory Yes
21.6.6 CPE shall deliver caller ID during a transfer from a 9-1-1 line to any non-9-1-1 line. Mandatory Yes
21.6.7 CPE system shall provide IP phone set(s), if requested by PSAP. Mandatory Yes
21.6.8
CPE shall allow for a visual display of the caller's telephone number and it shall be
viewable at the workstation. At minimum, the display needs to meet the NENA i3
compliant standards for ANI display and all future NENA i3 standards at no
additional cost.
Mandatory Yes
21.6.9 CPE shall accept, display, and send text-to-911 translation, including languages
with non-English characters for PSAPs with integrated text.Mandatory Yes
21.6.10 Any CPE system failure within an active operational component shall result in no
loss of service or capability.Mandatory Yes
21.6.11 CPE shall deliver location information to CAD and mapping applications via an IP
connection and/or serial connection.Mandatory Yes
21.6.12 CPE shall have adjustable audio volume control at the individual workstation. Mandatory Yes
21.6.13 CPE shall provide abandoned call detail. Mandatory Yes
21.6.14 CPE shall incorporate time synchronization. Shall sync up with the state NG 9-1-1
service provider as well as the PSAP with a stratum 0 clock in UTC format. Mandatory Yes
21.6.15 CPE shall provide one-button callback. Mandatory Yes
21.6.16 CPE shall provide complete call progress detection including but not limited to
idle, ringing, dial tone, ringback, and busy.Mandatory Yes
21.6.17 CPE shall provide configurable outbound caller-ID and outbound text-ID to the
PSAP.Mandatory Yes
21.6.18 CPE shall provide automated abandoned call-back and text-back. Mandatory Yes
21.6.19
CPE shall have one button transfer capability to other PSAPs, configurable upon
request. All transfers must occur across CAMA and/or NG9-1-1 trunks, with location
information.
Mandatory Yes
21.6 On-Premises Functionality Requirements
Page 236 of 444
State of California
CA Governor's Office of Emergency Services
EXHIBIT 21
Technical Requirements - CPE
RFP 6104-2019
CA NG9-1-1 CPE Services
21.6.20
CPE shall provide local conferencing consisting of six (6) or more internal and/or
external parties (including originator). The system’s conferencing functionality shall
allow the conference call to continue when the originating calling party
disconnects.
Mandatory Yes
21.6.21 CPE shall provide distinct audible ringing options. Mandatory Yes
21.6.22 CPE shall provide speed dial functionality for both hold conference and no-hold
conference for 9-1-1 traffic as well as non-emergency traffic.Mandatory Yes
21.6.23 CPE shall allow call taker muting capability during conference or transfer. Mandatory Yes
21.6.24 CPE shall support TDD/TTY functionality until no longer required by the FCC and
upon the direction of the CA 9-1-1 Branch.Mandatory Yes
21.6.25
Contractor to provide an on-line reference manual, users manual, help guide, live
chat, or similar feature to PSAP. All reference materials must be continually
updated to reflect CPE system updates and new functionality.
Mandatory Yes
21.6.26 Call taker screen layout shall be automatically locked when the user logs in as
ready.Mandatory Yes
21.6.27 A designated user shall have the ability to restore to last saved screen layout as
well as default screen layout while making modifications.Mandatory Yes
21.6.28 CPE shall display the information of at least the last 10 calls released at the
answering workstation.Mandatory Yes
21.6.29 CPE shall provide the user with call holding as well as call parking (exclusive/non-
exclusive hold) capability.Mandatory Yes
21.6.30
Users with appropriate system permissions shall have the ability to silently listen to
another user's telephone conversation from their workstation. Such action shall
not cause any audio or visual disturbance at the monitored answering station.
Mandatory Yes
21.6.31 CPE shall provide supervisors or authorized users the ability to barge into an
existing call with one click functionality.Mandatory Yes
21.6.32
Users with appropriate system permissions in an ACD deployment shall have the
ability to temporarily remove themselves from a ring group (call queue) in order
to conclude a previous call or perform another task such as radio dispatch.
Mandatory Yes
21.6.33 CPE shall enable two-way communication with the 9-1-1 caller's device for
push/pull notifications and text from 9-1-1.Mandatory Yes
21.6.34
CPE shall present historical details linked to the calling number. This feature shall
accommodate information that call-takers have saved from previous calls, but
should also include system generated (machine learned) information.
Desirable Yes
21.6.35 CPE shall ingest and display any third party or State provided data via API that is
mutually agreed upon by vendor and the CA 9-1-1 Branch.Mandatory Yes
21.6.36 CPE shall ingress, display, and send Real Time Text (RTT). Mandatory Yes
21.6.37 CPE shall provide role based/skillset based profiling for call takers, and the ability
to change roles.Mandatory Yes
21.6.38 CPE shall provide call taker the ability to flag, create, and send out mis-routed 9-1-
1 call reports electronically.Mandatory Yes
21.6.39 CPE shall support maximum 10 second system operation start-up from the time
user ID and password are entered.Mandatory Yes
21.6.40
CPE shall provide Management Information System (MIS) functionality and shall
provide call taker details. CPE shall provide remote access to PSAP defined MIS
metrics.
Mandatory Yes
21.6.41
CPE shall interface with a universal log in service at PSAP if available. Universal
log in shall apply across CAD or other platforms as specified by the PSAP, and
support where available.
Mandatory Yes
Page 237 of 444
State of California
CA Governor's Office of Emergency Services
EXHIBIT 21
Technical Requirements - CPE
RFP 6104-2019
CA NG9-1-1 CPE Services
21.6.42 CPE shall provide status indication ("ready/not ready/wrap up") at the workstation
level, number of status states to be configurable by PSAP.Mandatory Yes
21.6.43 CPE shall allow PSAP personnel to play back a pre-recorded PSAP message
during the 9-1-1 call.Mandatory Yes
21.6.44 CPE shall provide a visual indication to the call taker when 9-1-1 traffic is delivered
via a policy based route.Mandatory Yes
21.6.45 CPE provider shall provide reader boards to PSAPs upon request. Mandatory Yes
21.6.46 CPE solution shall provide an integrated mapping application. Mandatory Yes
Page 238 of 444
State of California
CA Governor's Office of Emergency Services
EXHIBIT 21
Technical Requirements - CPE
RFP 6104-2019
CA NG9-1-1 CPE Services
Requirement CPE System Monitoring Requirements
Requirement
Type
CPE Service Provider
Agrees to meet the
Requirement
YES/NO
21.7.1 CPE shall provide near real-time performance data, to be
monitored by CA 9-1-1 Branch as well as PSAPs upon request.Mandatory Yes
21.7.2
Performance data shall include documented Mean Time
Between Failure (MTBF) or Mean Time To Repair (MTTR) that may
impact the availability of the system to deliver traffic.
Desirable No
21.7.3 Technical Service Bulletin (TSB) shall be provided to CA 9-1-1
Branch and PSAP for any update, patch, or bug fix.Mandatory Yes
21.7.4
Contractor shall establish a network operation center (NOC) that
includes but is not limited to alarming, reporting, monitoring,
managing, and supporting CPE on a 24/7/365 basis, down to the
workstation level.
Mandatory Yes
21.7.5 Contractor shall provide trouble ticket log that is visible to CA 9-1-1
Branch, originating PSAP, state NG 9-1-1 service provider 24/7/365.Mandatory Yes
21.7.6 CPE shall support trouble ticket ebonding with state NG 9-1-1
service provider, and shall maintain trouble ticket ebonding.Mandatory Yes
21.7.7
The CPE solution shall provide a dashboard to display and report
the health of the CPE solution. The dashboard will monitor the
health of the CPE solution to ensure that SLAs are being met.
Monitoring shall be real time or near real time.
Desirable No
21.7.8 Contractor shall notify the CA 9-1-1 Branch when any stop-clock
condition exists, within 60 minutes of stop-clock discovery.Mandatory Yes
21.7 On-Premises System Monitoring Requirements
Page 239 of 444
State of California
CA Governor's Office of Emergency Service
EXHIBIT 21
Technical Requirements - CPE
RFP 6104-2019
CA NG9-1-1 CPE Services
Requirement Mandatory CPE Technology Requirements
CPE Service Provider
Agrees to meet the
Requirement
YES/NO
21.8.1 CPE shall be IP-based and shall fully comply with current and
future NENA i3 standards for NG911.Yes
21.8.2
CPE shall utilize IP connectivity (NG9-1-1 trunk) and CAMA,
procured by CA 9-1-1 Branch from the state NG 9-1-1 service
provider.
Yes
21.8.3 CPE shall support 99.999% availability. Yes
21.8.4
CPE shall be verified through testing at the CA 9-1-1 Branch
NG9-1-1 Lab prior to contract award. Testing will be
conducted by the Contractor in conjunction with the CA 9-1-1
Branch. Lab test results shall be provided to the CA 9-1-1
Branch upon request. The CA 9-1-1 Branch shall be the owner
of all reports.
Yes
21.8.5
All updates, at the discretion of and coordinated by the CA 9-
1-1 Branch, shall be tested and accepted in the CA 9-1-1
Branch NG9-1-1 Lab prior to deployment at the PSAP.
Yes
21.8.6
All updates that have been tested and accepted by the CA 9-
1-1 Branch NG9-1-1 Lab shall be deployed at all PSAPs
supported by the Contractor in a mutually agreed upon
timeframe. This includes CPE that may have been tested and
accepted by the CPE manufacturer working with the CA 9-1-1
Branch, independent of the contractor.
Yes
21.8.7
Workstations shall support the minimum memory and
processing capability to support CPE software and shall be
equipped with all necessary audio and video interface
equipment, including but not limited to: keyboard, mouse,
speakers, audio integration device, keypad dialer, arbitrator,
and minimum 22 inch flat panel monitors.
Yes
21.8.8
Workstation, along with any other Contractor supplied
peripheral hardware at each workstation shall be maintained
for five (5) years. A 2 year extended maintenance grace
period can start at year 5 if the PSAP chooses.
Yes
21.8.9 Contractor shall supply PSAP with monitor at a minimum of 22"
and a maximum of 50".Yes
21.8 On-Premises Technology Requirements
Page 240 of 444
State of California
CA Governor's Office of Emergency Service
EXHIBIT 21
Technical Requirements - CPE
RFP 6104-2019
CA NG9-1-1 CPE Services
21.8.10
If no NG 9-1-1 network or CAMA degradation is present, all
audio input/output from the CPE shall meet MOS score
requirements via third party verification. 99% of the MOS
measurements shall exceed 2.6 and 90% shall exceed 3.8.
Degradation caused by NG 9-1-1 network or CAMA shall not
impact CPE MOS score.
Yes
21.8.11
CPE hardware components installed at the PSAP shall be
nonproprietary, with the sole exception of audio control
devices, and shall support standard hardware interfaces.
Yes
21.8.12
CPE shall include a workstation UPS and shall provide a
minimum of 15 minutes of power to each workstation. CPE
provider shall provide redundant 15 minute backroom UPSs.
Yes
21.8.13
All workstation peripherals shall be supplied by the Contractor
and supported at the workstation: auxiliary keypad dialers,
arbitrators, keyboard, mouse, and headset box.
Yes
21.8.14 CPE shall connect to analog or digital audio interface devices
at the PSAP, as directed by the PSAP.Yes
21.8.15 Contractor shall provide cabling at install, which may include
cable paths through floors, walls, and ceilings.Yes
21.8.16
CPE shall ingress, handle, and display all incoming 9-1-1 traffic
and supplemental information (i.e. location and/or caller
information) in a manner that is compliant with all NENA i3
standards.
Yes
21.8.17 Contractor shall provide on-site technical support personnel to
resolve technical issues at the PSAP.Yes
21.8.18 CPE shall ingest and display Z coordinates. Yes
21.8.19
CPE shall be designed to FCC best practices and NENA i3
standards, including NENA STA-040 (NG-SEC) and 75-502 (NG
Security Audit Checklist)
Yes
21.8.20 CPE shall utilize an open standards methodology where
applicable. Yes
21.8.21
Contractor shall ensure that proprietary standards and or
protocols are minimized within the proposed CPE system.
Where systems utilize customized solutions, the Contractor shall
identify the standard or protocol substituted and provide a
narrative with regard to meeting the NENA i3 requirement.
Yes
21.8.22
CPE system shall support BGP interfaces to state NG 9-1-1
service provider and comply with the IP addressing scheme
provided by CA 9-1-1 Branch.
Yes
Page 241 of 444
State of California
CA Governor's Office of Emergency Service
EXHIBIT 21
Technical Requirements - CPE
RFP 6104-2019
CA NG9-1-1 CPE Services
21.8.23
CPE shall support all elements of NENA i3. Any components
that are implemented within the CPE shall not compromise the
ability to support NENA i3 and the ability for the NG 9-1-1
service provider to deliver the call to the PSAP, or to support
transfers from one PSAP to another, regardless of CPE vendor.
Yes
21.8.24
CPE shall implement new industry standards, including NENA i3
based on the timeline and deployment process as directed by
the CA 9-1-1 Branch. For most, but not necessarily all updates,
the CA 9-1-1 Branch will direct a minimum timeline of 6
months.
Yes
21.8.25 CPE shall process and deliver all potential NENA i3 9-1-1 traffic
from multiple NG 9-1-1 service providers per Cal OES ICD.Yes
21.8.26 CPE testing in the Cal OES NG 9-1-1 lab shall be completed
prior to contract award,as directed by the CA 9-1-1 Branch. Yes
21.8.27
All servers, routers, firewalls, and other network elements at the
PSAP shall have the current version or patch, deployed in a
mutually agreed upon timeframe.
Yes
21.8.28 All 9-1-1 traffic must be transferred using CAMA or NG 9-1-1
service provider network, per NENA i3 standards.Yes
21.8.29
CPE shall geospatially transfer to any primary or secondary
PSAP based on PSAP boundary file for i3 traffic. CPE shall offer
a preferred transfer PSAP using geospatial data.
Yes
Page 242 of 444
State of California
CA Governor's Office of Emergency Services
EXHIBIT 21
Technical Requirements - CPE
RFP 6104-2019
CA NG9-1-1 CPE Services
Requirement Mandatory CPE General Requirements
CPE Service Provider
Agrees to meet the
Requirement
YES/NO
21.9.1 Electrical components must run on 120 volt AC power.Yes
21.9.2
Contractors installing 9-1-1 systems will be required to connect to
ALI databases of all regional ALI providers. When installing 9-1-1
systems, it shall be the responsibility of the Contractor to contact
the regional ALI provider to obtain specific connection
requirements. Automatic Location Identifier (ALI) Database
Connection – Contractors will connect their equipment to an ALI
router to request data from the ALI database. CPE must make an
ALI request based on the ANI provided with the call.
Yes
21.9.3 Contractor must provide a local maintenance terminal for on-
premises maintenance and diagnostics. Yes
21.9.4 CPE ANI/ALI display and refresh shall meet the minimum
requirements in the NENA i3 standard. Yes
21.9.5
CPE shall accommodate the most current Statewide ALI format
and be configurable for a no cost upgrade for any changes during
the term the equipment is installed at the PSAP.Yes
21.9.6 CPE must conform to the state defined management information
system CDR and i3 logs output format.Yes
21.9.7
The CPE solution shall have a minimum of two physical servers each
that process the packets for voice and data. Features of the server
operation shall provide the minimum functionality as follows:
•In the event of a failure of the active server, switchover to the
second server shall be automatic and shall result in no loss of
service.
•The system shall have a non-blocking, fault-tolerant switching
fabric which expands as interface cards are added.
•Every interface port shall have dedicated resources to detect
tones, generate tones and support audio conferencing.
•Power to each system shall be delivered to the equipment such
that the failure of a single power supply will still allow the redundant
systems to function without loss of ability to process traffic. The
power supplies shall be connected to an uninterruptible power
supply (UPS) capable of supplying power for two hours. The UPS
shall be compatible with emergency generators for automatic
power loss handling.
Yes
21.9 On-Premises General Requirements
Page 243 of 444
State of California
CA Governor's Office of Emergency Services
EXHIBIT 21
Technical Requirements - CPE
RFP 6104-2019
CA NG9-1-1 CPE Services
21.9.8
CPE shall have the capability to terminate native IP telephony as
well as CAMA/analog emergency and administrative traffic.Yes
21.9.9 The solution shall connect to NG ALI via lP and serial RS-232.Yes
21.9.10
Contractor shall provide diagrams in the purchase SOW for their
proposed solution in showing:
•System connectivity
•System NG9-1-1 functionality including connectivity to network
•Intelligent workstation equipment
•PC hardware requirements.
Yes
21.9.11
Contractor is responsible for the following:
•All cabling for connectivity among the controllers
•All cabling for connectivity to the demarcation point for
Centralized Automatic Message Accounting (CAMA) trunk, NG 9-1-
1 Circuit (IP) and admin line connections
•All cabling for connectivity to the NG ALI source.
Yes
21.9.12
Contractor shall be responsible for the migration of CPE connected
to existing 9-1-1 services to NG9-1-1 services at all interfaces
between the bidder’s equipment and other emergency call
originating network operators in order to accomplish 9-1-1 call
delivery which meets the quality and reliability requirements of this
RFP. This includes stating the terms, conditions, procedures, or
processes for interconnection and exchange of information
between other carrier’s networks and systems and the bidder’s
equipment, networks and/or systems as applicable. The terms,
conditions, procedures or processes shall not impose onerous
requirements on other network operators, and shall be stated in the
proposed solution. Examples of such interfaces would be the
means to perform the timely exchange of information such as ALI
database updates, exchange of monitoring/trouble ticket statuses,
trunk connections to an LNG, and IP connections to border control
functions. This list of examples is not exhaustive. The Contractor shall
to work closely with other network operators and cooperate fully
with them in order to accomplish successful transition to the NG9-1-
1 network.
Yes
21.9.13
Call handling shall be NENA i3 compliant at the time of NG network
go-live. If call handling is not i3 compliant, vendor will be provided
6 months to bring the call handling into compliance, at no cost to
the State of California.
Yes
Page 244 of 444
State of California
CA Governor's Office of Emergency Services EXHIBIT 21
Technical Requirements - CPE
RFP 6104-2019
CA NG9-1-1 CPE Services
Requirement Mandatory CPE Host Remote configuration Requirements
CPE Service Provider
Agrees to meet the
Requirement
YES/NO
21.10.1
CPE shall be capable of hosting multiple remote PSAPs. Each PSAP
may be composed of a number of remote positions plus security
appliances necessary to prevent intrusion by unauthorized personnel.
It shall be configurable to send real-time Call Detail Record (CDR) to
any PSAP for any 9-1-1 call that is being handled by that PSAP.
Administrative lines shall be capable of terminating at the host or at
the remote PSAPs. IP transport will also be used to backhaul admin line
traffic to the host.
Yes
21.10.2
The CPE solution shall allow for varying levels of administration and
security for: all reconfiguration, monitoring, diagnostic and
maintenance activities. Although the different jurisdictions are sharing
a common hosted platform, from a PSAP perspective it shall appear to
be a dedicated system. Individual PSAPs/jurisdictions shall not have
visibility into the activities of other PSAPs/jurisdictions.
Yes
21.10.3
Host Remote CPE shall be installed in a geo-diverse redundant
configuration. The geo-diverse redundant solution shall be composed
of standalone controllers. Additionally, each individual controller shall
be fully redundant and fault tolerant. The central equipment at each
location shall be fully capable of supporting 100 percent of all the
workstations. Each location shall have local survivability such that if
one location becomes completely unavailable due to a catastrophic
natural or man-made event, the other locations can continue to
process all 9-1-1 traffic without intervention from the other unavailable
controller.
Yes
21.10.4
The controller shall allow 9-1-1 traffic to be routed to a designated
alternate location if all primary location workstations are busy.Yes
21.10.5
There shall be no signal conversion between the controller and the
remote workstations, and the connection shall be IP end-to-end. The
system shall detect and compensate for any echo and latency at the
remote positions.
Yes
21.10 Host Remote Configuration Requirements
Page 245 of 444
March 26, 2020
EXHIBIT 22, COST WORKBOOK
CA Next Generation 911 - Call Processing Equipment
Disclaimer: The original version and any subsequent addendums of the RFP released by the
Procurement Official, remain the official version. In the event of any inconsistency between the
Bidder’s versions, articles, attachments, specifications or provisions which constitute the Contract, the
official State version of the RFP in its entirety shall take precedence.
Issued by:
STATE OF CALIFORNIA
California Governor's Office of Emergency Services
Page 246 of 444
State of California
Cal OES
EXHIBIT 22 RFP 6104-2019
CA NG9-1-1 CPE Services
CA NG 9-1-1 CPE Cost Workbook Instructions
Bidders shall submit their Cost Worksheets per the instructions in RFP Part 1 Section 5, Cost Worksheet instructions
and submission requirements. The Cost Worksheets must be submitted in a separately sealed, marked envelope
or package containing only the completed Cost Worksheets.
Costs will be evaluated as 50% of the bid. Bidders are encouraged to ensure pricing aligns with Cal OES budget
constraints and that they understand the evaluation criteria in Section 7 of Part 1 of the RFP. The number of
PSAPs and positions listed in the quantity column of Tab #2 and #3 are estimates that will be used for
evaluation only. The unit price and all boxes that are not grayed out will be the responsibility of the bidder to
complete.
Quantities provided in the worksheets are for evaluation purposes only and should not be used as an indication
of future orders. Quantities used for the Evaluation indicate the possible numbers for a typical bidder. There is
no obligation on Cal OES’ part to utilize the entire amount in the Cost Worksheets or the entire quantities
provided in the worksheets.
Bidders shall enter the Bidder's cost for each service element or feature in the unshaded cells in each Cost
Worksheet. The submitted costs contained within these tables will be used for evaluation purposes per RFP Part
1, Section 7.3, Final Proposal Evaluation, and will establish the maximum contracted costs and rates of the final
awarded Contract for each element. Quantities used for the Evaluation indicate the average break down of
call volume for an average of 100 PSAPs in California for Tab #2 and 1000 positions for Tab #3 for purposes of
evaluation only.
The definitions of the services of each Line Item that require costing are provided in the individual referenced
RFP Technical Requirements. Bidders are cautioned that they are not to add language to the Cost Worksheets,
nor are they allowed to add cost elements.
The Bidder shall provide one (1) single, uniform price throughout the entire state of California.
The Bidder shall provide costs for all worksheets. The cells that are grayed out shall not be modified.
COST WORKSHEET ELEMENTS
The Cost Worksheets elements shall include the following definitions:
Non Recurring Charge (NRC):
Non Recurring Charges are for set up and installation costs occurring one time only. Where NRC charges do
not apply or where related equipment/installation costs are to be amortized by monthly recurring charges the
cell should be represented by a zero (0) or is simply left blank.
Monthly Recurring Charge (MRC) per Item per Unit:
Monthly Recurring Charge per line item (unit of measure) are "fee for service" charges. Monthly recurring
charges for services or features shall be provided, where applicable. When a Monthly Recurring Charge does
not apply the cell should be represented by a zero (0) or is simply left blank.
CPE Service Costs in Tab #2:
The CPE Service Costs are the costs associated with providing Call Processing equipment in either a Data
Center or Native Cloud environment needed to support the technical requirements in Exhibit 21 and the
requirements in the SOW.
CPE Integration Costs in Tab #3:
The CPE Integration Costs are the costs associated with providing the integration and service needed to display
the 9-1-1 traffic at the PSAP needed to support the technical requirements in Exhibit 21 and the requirements in
the SOW. These costs do not include any of the services included in Tab #2.
Cost Workbook Instructions Page 247 of 444
State of California
Cal OES
EXHIBIT 22 RFP 6104-2019
CA NG9-1-1 CPE Services
CPE Labor Costs in Tab #4:
The CPE Labor Costs are the costs associated with providing services that may be needed after the initial
installation of the equipment. Labor Costs will not be used to support any of the initial deployment effort and will
only be utilized after receiving direction from the CA 9-1-1 Branch.
Cost Workbook Instructions Page 248 of 444
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Page 252 of 444
State of California
Cal OES
EXHIBIT 22 RFP 6104-2019
CA NG9-1-1 CPE Services
Busy Hour
Volume
Number
of PSAPs Percent For 100
PSAPs
0-100 129 29.45% 24
101-300 234 53.42% 56
301-750 51 11.64% 12
751-1450 16 3.65% 5
1451-3600 7 1.60% 2
3601+ 1 0.23% 1
Bidders may use the total number of PSAPs (438) following the percentages above for Tab #2 and the total
number of positions (4000) for Tab #3 to determine if the Cost Workbook submitted is within the Cal OES
projected budget.
CA NG 9-1-1 CPE Estimated Budget
Bidders shall consider the Cal OES estimated budget for CPE when completing their Cost Worksheets. RFP
Part 1 Section 7, provides the details on how the Cost Workbook will be evaluated. An important part of the
evaluation is the ability to align the CPE pricing model with the authorized CA 9-1-1 Branch budget. Each
fiscal year (July 1 - June 30), the CA 9-1-1 Branch receives an updated authorization from the CA Legislature
based on the approved Governor's Budget. Below are the estimated budget numbers for FY 2020-2021.
Bidders are encouraged to ensure pricing aligns with Cal OES budget constraints.
For the FY 2020-2021, the CA 9-1-1 Branch estimates that the total budget for all CPE related expenditures
will be:
$20,000,000.00
CPE funding budget is based on the following PSAP distribution
Page 9Page 253 of 444
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Page 260 of 444
22.9 - LABOR RATES COST WORKSHEET
Bidder's Name : AT&T VIPER
Line Item# Labor Classification Hourly Rate
Subtotal (for evaluation purposes
only)
675.00$
(a.) (b.) (c.)
1 Technician 200.00$
3 Project Manager 225.00$
2 System Engineer 250.00$
Page 261 of 444
Page 262 of 444
11/6/2025
Version: 1.0
Account Manager: Jeff Reeve Intrado VIPER
Phone: 714-227-1268 Contract Number: 6138-2020
Email: JU7072@ATT.COM Budgetary
22.5 9-1-1 CPE Basic Stand-Alone System Cost
A B C D E F G
Line Item
#
Feature Name Quantity Basic System
Price
Implementation
Price
Monthly
Maintenance Price
Total Extended 5-
Year Cost
C*[D+E+(F*60)]
22.5.9 System - 10 Positions 1 $ 186,579.00 $ 62,757.00 $ 3,722.00 $ 472,656.00
223,320.00$
Estimated Sales Tax Rate:8.75%249,336.00$
Total Estimated Taxable Amount:186,579.00$ 16,325.66$
Proprietary and Confidential 488,981.66$ 5-Year Grand Total:
Quote Summary
Quote Summary
Total 5-Year MRC:
Total NRC:
Total Estimated Sales Tax:
San Luis Obispo PD
Page 1 of 1
Proprietary Information: Not for use or disclosure outside of
AT&T and Customer except under written consent.Page 263 of 444
Page 264 of 444
11/6/2025
Version: 1.0
Account Manager: Jeff Reeve Intrado VIPER
Phone: 714-227-1268 Contract Number: 6138-2020
Email: JU7072@ATT.COM BUDGETARY
25.8 Applications Peripherals
A B C D E F G
Line
Item #
Feature Name Quantity Basic System
Price
Implementation
Price
Monthly
Maintenance Price
Total Extended 5-
Year Cost
C*[D+E+(F*60)]
25.8.1
6
New technology integration (MRC per position
per month)8 $ - $ 1,995.00 $ 205.00 $ 114,360.00
98,400.00$
Estimated Sales Tax Rate:8.75%15,960.00$
Total Estimated Taxable Amount:-$ -$
Proprietary and Confidential 114,360.00$ 5-Year Grand Total:
Quote Summary
Quote Summary
Total 5-Year MRC:
Total NRC:
Total Estimated Sales Tax:
San Luis Obispo PD
Page 1 of 1
Proprietary Information: Not for use or disclosure outside of
AT&T and Customer except under written consent.Page 265 of 444
Page 266 of 444
Item 5f
Department: Administration
Cost Center: 1021
For Agenda of: 2/17/2026
Placement: Consent
Estimated Time: N/A
FROM: Greg Hermann, Deputy City Manager
Prepared By: Teresa Purrington, City Clerk
SUBJECT: FINAL ADOPTION OF ORDINANCE NO. 1755 (2026 SERIES)
AMENDING MUNICIPAL CODE CHAPTER 2.40.040 (CAMPAIGN
CONTRIBUTION LIMITATIONS)
RECOMMENDATION
Adopt Ordinance No. 1755 (2026 Series) entitled “An Ordinance of the City Council of the
City of San Luis Obispo, California, amending Chapter 2.40.040 of the Municipal Code
related to Campaign Contribution Limitations” increasing the per person contribution limit
from $250 to $500.
POLICY CONTEXT
Municipal Code Chapter 2.40 outlines Elections Campaign Regulations and Section
2.4.040(A) establishes the current total contribution lim it per person at $300. Changes to
the Municipal Code require two public hearings: 1) Introduce the draft Ordinance, which
occurred at the Council Meeting held on February 3, 2026 , and 2) Second reading and
adoption of the proposed Ordinance.
DISCUSSION
At the February 3, 2026 City Council meeting, the Council voted unanimously to approved
increasing the per person campaign contribution amount from $250 to $50 0 to align with
Senate Bill 1243. During the meeting Council approved a minor edit to the Ordinance as
follows:
Section 1: Findings
c) The Council has considered and affirms the statement of purpose and intent set
forth herein and determines the amended and decreased increased contribution
limits adopted herein further and support the stated purpose and intent.
The change has been incorporated into the final Ordinance. (Attachment A)
Page 267 of 444
Item 5f
Background
The Political Reform Act is a California voter-approved initiative requiring strict,
transparent, and public disclosure of money in state and local politics. It regulates
campaign contributions, lobbyist activities, and conflict of interest laws to ensure honest
government. In 2022, California Senate Bill 1439 expanded the requirements of
Government Code section 84308, known as the Levine Act.
Key points of the Levine Act
Who it applies to:
State and local elected officials, appointed officials, and certain agency members
who make decisions on licenses, permits, contracts, or other entitlements.
Contribution threshold:
If the official receives more than $250 (amount set by statute) from a party,
participant, or agent involved in a matter.
Time restriction:
The official must recuse themselves from the decision:
o For 12 months after receiving the contribution, and
o For 3 months after a final decision is made.
Disclosure option:
In some cases, an official may publicly disclose the contribution and return it,
which can allow participation.
Purpose:
To ensure government decisions are made fairly and impartially, not influenced by
campaign donations.
Approved by the Governor in September 2024 and effective January 1, 2025, Senate Bill
1243 (“SB1243”) amended Section 84308 of the Political Reform Act. The following is a
summary of the amendments to the Levine Act:
Higher Contribution Threshold
The amount of campaign contributions that triggers the Levine Act restrictions was
raised from $250 to $500.
Clarified Definitions
Key terms—such as “pending,” “agent,” “participant,” and what counts as a license,
permit, or other entitlement for use—are now defined in the statute, reducing
confusion over when the rules apply.
Page 268 of 444
Item 5f
Agent Contributions Treated Separately
Contributions by agents of a party or participant (like lobbyists or consultants) are
now prohibited in any amount during a pending proceeding and for 12 months
thereafter and are no longer aggregated with contributions from the party itself.
Extended Cure Period
Officials who receive a disqualifying contribution now have up to 30 days (instead of
14) to return it in order to “cure” the conflict and potentially participate in the
decision.
Disclosure Requirements Clarified
Parties to proceedings must disclose any contribution over $500 to officials before the
agency makes its final decision, with statutory timing requirements now clearer .
Expanded Contract and Participant Exemptions
Certain contracts and circumstances are excluded from triggering the Levine Act,
such as:
o Contracts under $50,000,
o Contracts between two government agencies,
o Contracts where neither party receives compensation,
o Some periodic renewals or routine reviews,
Public Engagement
In accordance with the City’s noticing requirements for proposing amendments to the
Municipal Code, a legal ad was published in The New Times 10 days prior (on January
22, 2026) to introduction of the ordinance and 5 days prior to final adoption (on February
12, 2026). Additionally, contents of the ad(s) will be published to the City’s website, with
e-notifications sent to subscribers of City News. T he public will have an opportunity to
provide public comment in writing prior to the meeting or as public comment during the
meeting.
ENVIRONMENTAL REVIEW
The California Environmental Quality Act (CEQA) does not apply to the recommendation
in this report, because the action does not constitute a “Project” under CEQA Guidelines
Section 15378.
FISCAL IMPACT
Budgeted: Yes Budget Year: 2026-27
Funding Identified: No
Page 269 of 444
Item 5f
Fiscal Analysis:
Funding
Sources
Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
General Fund $N/A $ $ $
State
Federal
Fees
Other:
Total $N/A $ $ $
There are no financial impacts directly associated with this item.
ALTERNATIVES
1. Council could direct staff to not increase the per person campaign contribution limit to
$500. If Council chooses this alternative, the current limit of $250 would remain in
effect, and the City’s allowable campaign contribution limit would remain lower than
the disqualifying contribution amount in new state law.
2. Council could direct staff to make additional changes to the allowable campaign
contribution limit. If Council chooses this alternative the Ordinance would need to be
reintroduced and the second reading reschedule to another date.
ATTACHMENTS
A - Ordinance No. 1755 (2026 Series) amending SLOMC Chapter 2.40.040 (Contribution
Limitations)
Page 270 of 444
O 1755
ORDINANCE NO. 1755 (2026 SERIES)
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF SAN LUIS
OBISPO, CALIFORNIA, AMENDING SECTION 2.40.040 OF THE
MUNICIPAL CODE RELATIONED TO CAMPAIGN CONTRIBUTION
LIMITATIONS
WHEREAS, Senate Bill 1243 amended Section 84308 of the Political Reform Act,
raising the threshold for a conflicted contribution from the previous limit of $250 to $500
in (in the aggregate per candidate.)
WHEREAS, the Council of the City of San Luis Obispo conducted a public meeting
in the Council Chamber of City Hall, 990 Palm Street, San Luis Obispo, California, on
February 3, 2026, for the purpose of considering changes proposed to update the
Municipal Code.
NOW, THEREFORE, BE IT ORDAINED by the Council of the City of San Luis
Obispo as follows:
SECTION 1. Findings. After considering the meeting minutes and
recommendations of the City Clerk and City Attorney and public input and testimony,
having considered arguments and authority supporting and opposing modifications to and
continuation of the City’s campaign regulations, the Council makes and adopts the
following findings in support of the regulations adopted herein:
a) San Luis Obispo is a small and engaged community wherein residents closely
follow and scrutinize elections processes and closely monitor the amounts and
sources of campaign contributions to individual candidates for elected office .
b) Based on an evaluation of campaign expenditures in comparable cities, the
Council finds the direct contribution limits adopted herein are consistent with
those in place in comparable jurisdictions and, notwithstanding the existing
limitations or lack thereof in comparable jurisdictions, that the limitations
adopted herein would permit candidates to solicit and accept contributions far
in excess of historical expenditures by candidates in the City of San Luis
Obispo and comparable cities.
c) The Council has considered and affirms the statement of purpose and intent
set forth herein and determines the amended and increased contribution limits
adopted herein further and support the stated purpose and intent.
SECTION 2. That the following section of the San Luis Municipal Code Chapter
2.40 is hereby amended to read as follows:
2.40.040 Contribution limitations.
Page 271 of 444
Ordinance No. 1755 (2026 Series) Page 2
O 1755
A. Contributions by Persons to Candidates and/or Controlled Committees. No
person shall make any contribution to a candidate and/or any controlled
committee connected with that candidate, with respect to any single election,
which would cause the total amount contributed by such person to the
candidate and any controlled committee connected with that candidate, when
combined, to exceed five hundred dollars.
B. Acceptance or Solicitation by Candidates or Controlled Committees. No
candidate or controlled committee shall solicit or accept any contribution from
any person which would cause the total amount contributed by such person,
with respect to any single election, to the candidate and/or any controlled
committee connected with that candidate, when combined, to exceed the sum
of five hundred dollars.
SECTION 3. Ordinance Number 1733 (2024 Series) is hereby amended and
superseded to the extent inconsistent herewith.
SECTION 4. A summary of this ordinance, together with the names of Council
members voting for and against, shall be published at least five (5) days prior to its final
passage, in The New Times, a newspaper published and circulated in this City. This
ordinance shall go into effect at the expiration of thirty (30) days after its final passage.
INTRODUCED on the 3rd day of February, 2026, AND FINALLY ADOPTED by
the Council of the City of San Luis Obispo on the ____ day of ____, 202X, on the following
vote:
AYES:
NOES:
ABSENT:
___________________________
Mayor Erica A. Stewart
ATTEST:
_______________________
Teresa Purrington
City Clerk
APPROVED AS TO FORM:
_______________________
J. Christine Dietrick
City Attorney
Page 272 of 444
Ordinance No. 1755 (2026 Series) Page 3
O 1755
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the
City of San Luis Obispo, California, on ______________________.
___________________________
Teresa Purrington
City Clerk
Page 273 of 444
Page 274 of 444
Item 5g
Department: Human Resources
Cost Center: 3001
For Agenda of: 2/17/2026
Placement: Consent
Estimated Time: N/A
FROM: Nickole Domini, Human Resources Director
Prepared By: Jeff Andrews, Human Resources Manager
SUBJECT: APPROVE A SIDE LETTER TO THE JULY 1, 2025, TO JUNE 30, 2028,
MEMORANDUM OF UNDERSTANDING BETWEEN THE CITY OF SAN
LUIS OBISPO AND THE SAN LUIS OBISPO CITY EMPLOYEES'
ASSOCIATION REGARDING STANDBY PAY
RECOMMENDATION
Adopt a Draft Resolution entitled “A Resolution of the City Council of the City of San Luis
Obispo, California, approving a Side Letter to the July 1, 2025, through June 30, 2028,
Memorandum of Understanding between the City of San Luis Obispo and the San Luis
Obispo City Employees’ Association.” (Attachment A)
POLICY CONTEXT
A side letter is a supplemental agreement between the City and a recognized employee
organization that addresses specific matters related to an existing Memorandum of
Understanding (MOU). The Side Letter Agreement of the San Luis Obispo City
Employees’ Association (SLOCEA) MOU is in alignment with Council adopted
Compensation Philosophy and Labor Relations Objectives.
DISCUSSION
Background
On June 17, 2025, the City Council adopted a resolution entitled, “A Resolution of the City
Council of the City of San Luis Obispo, California, adopting and ratifying the Memorandum
of Understanding between the City of San Luis Obispo and the San Luis Obispo City
Employees’ Association for the period of July 1, 2025, to June 30, 2028.” SLOCEA is the
largest bargaining unit in the City, representing 218 positions in classifications providing
a wide variety of services to the community. Key changes in the successor MOU included
annual cost-of-living adjustments and annual health insurance contribution increases
through cost-sharing, the City assuming responsibility and costs for providing and
administering a plan for long-term disability insurance, and changes to overtime and
standby compensation.
The City and SLOCEA have been working collaboratively to test and implement various
Page 275 of 444
Item 5g
terms and changes to the MOU, including provisions related to Standby and Callback
assignments. Standby is defined as a circumstance which requires an employee so
assigned to be ready to respond immediately to a call for service; and be readily available
at all hours by telephone or other agreed upon communication equipment; and refrain
from activities which might impair their assigned duties upon cal l. Callback is a
circumstance requiring an employee to unexpectedly return to work duties after the
employee has left work at the end of the employee's work duties.
During the testing period, SLOCEA raised concerns regarding the City’s interpretation of
the Standby language in the MOU. Specifically, SLOCEA asserted that a week-long (168
hour) standby assignment requires eight days of compensation, rather than seven, due
to shift overlap. In addition, SLOCEA asserted that employees eligible for Holiday-in-Lieu
hours are entitled to the higher daily standby rate when assigned to standby on
designated holidays.
As a result of these concerns, SLOCEA submitted a formal grievance on December 5,
2025. A grievance is defined as an alleged violation, misinterpretation, or misapplication
of the employer-employee resolution, the Personnel Rules and Regulations, any MOU,
or any existing written policy or procedure relating to wages, hours, or other terms and
conditions of employment, excluding disciplinary matters. While grievances are
sometimes perceived negatively, they can serve as an important tool to identify
contractual ambiguities and provide a structured process for resolution . In this instance,
the grievance process highlighted areas of the MOU requiring clarification and
constructive dialogue between the parties.
The City and SLOCEA have reached a tentative agreement, pending City Council
approval, to resolve the grievance through a Side Letter Agreement amending the
Standby Article in the SLOCEA MOU. While it is atypical for the City to agree to modify
an MOU provision that results in an ongoing fiscal impact outside of a formal renegotiation
period, the change in this instance is limited and results in a minimal ongoing cost of less
than $500 annually.
The Side Letter clarifies two key provisions: (1) employees assigned to standby on
designated holidays will receive the higher daily standby rate ($75 per day compared to
$55 per day), and (2) employees assigned to a seven-day (168 hour) standby shift will be
eligible for seven daily standby rates.
Under applicable statutes and regulations, the City Council must approve the labor
agreement containing any item of special compensation reported to CalPERS. Based on
this requirement, City staff prepared a Side Letter Agreement with the revised lang uage
for Standby for Council approval.
Previous Council or Advisory Body Action
The City Council adopted the 2025-28 SLOCEA MOU on June 17, 2025.
Page 276 of 444
Item 5g
Public Engagement
This report is on the consent agenda for February 17, 2026. The agenda and report will
be posted seven days in advance of the meeting, and the public will have an opportunity
to provide feedback in writing or during public comment in advance of the Council voting
on the consent agenda.
ENVIRONMENTAL REVIEW
The California Environmental Quality Act (CEQA) does not apply to the recommended
action in this report, because the action does not constitute a “Project” under CEQA
Guidelines Sec. 15378.
FISCAL IMPACT
Budgeted: No Budget Year: 2025-26 and ongoing
Funding Identified: Yes
Fiscal Analysis:
The ongoing costs amount to $440 per year (eleven (11) fixed holidays x two (2)
employees x $20 per holiday date). The fiscal forecast in the water and sewer funds
includes adequate budget to cover the costs as part of the 2025 -27 Financial Plan and
the ongoing increases will be built into future fiscal forecasts. There is no impact to the
General Fund; employees eligible for Holiday-in-Lieu are only in the Utilities department.
Funding
Sources
Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
General Fund $0 $0 $0
Water Fund $0 $220 $220
Sewer Fund $0 $220 $220
State
Federal
Fees
Other:
Total $0 $440 $ $440
ALTERNATIVES
Do not approve the side letter. Instead, direct staff to continue discussions with
SLOCEA. Should this alternative be chosen and additional discussions conclude
unsuccessfully, this may lead to impasse.
ATTACHMENTS
A - Draft Resolution approving a Side Letter to the July 1, 2025, through June 30, 2028,
Memorandum of Understanding between the City of San Luis Obispo and the San
Page 277 of 444
Item 5g
Luis Obispo City Employees’ Association.
B - Exhibit A to the Draft Resolution – Side Letter Agreement
Page 278 of 444
R ______
RESOLUTION NO. _____ (2026 SERIES)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN LUIS
OBISPO, CALIFORNIA, APPROVING A SIDE LETTER TO THE JULY 1,
2025, THROUGH JUNE 30, 2028, MEMORANDUM OF
UNDERSTANDING BETWEEN THE CITY OF SAN LUIS OBISPO AND
THE SAN LUIS OBISPO CITY EMPLOYEES’ ASSOCIATION.
WHEREAS, on June 17, 2025 the City Council adopted Resolution # 11579 (2025
Series) ratifying the 2025-2028 Memorandum of Understanding between the City of San
Luis Obispo and The San Luis Obispo City Employees’ Association; and
WHEREAS, the City of San Luis Obispo and The San Luis Obispo City Employees’
Association have agreed that employees in the group who are assigned to standby on
designated holidays will receive $75 per day.
NOW, THEREFORE, BE IT RESOLVED by the Council of the City of San Luis
Obispo as follows:
SECTION 1. The Side Letter to the July 1, 2025, through June 30, 2028,
Memorandum of Understanding between the City of San Luis Obispo and The San Luis
Obispo City Employees’ Association, attached hereto as “Exhibit A” and incorporated
herein by this reference, is hereby approved by the Council. All other terms and conditions
of the Memorandum of Understanding remain as previously approved on June 17, 2025.
SECTION 2. The City Clerk shall file and furnish a copy of the resolution to Ryan
Dale, President of The City of San Luis Obispo City Employees’ Association, and Nickole
Domini, Director of Human Resources.
SECTION 3. Amendments to compensation for The San Luis Obispo City
Employees’ Association do not constitute a “Project” under CEQA Guidelines Sec. 15378.
Upon motion of Council Member ___________, seconded by Council Member
___________, and on the following roll call vote:
AYES:
NOES:
ABSENT:
The foregoing resolution was adopted this _____ day of _______________ 20 26.
___________________________
Mayor Erica A. Stewart
Page 279 of 444
Resolution No. _____ (2026 Series) Page 2
R ______
ATTEST:
______________________
Teresa Purrington
City Clerk
APPROVED AS TO FORM:
______________________
J. Christine Dietrick
City Attorney
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the
City of San Luis Obispo, California, on ______________________.
___________________________
Teresa Purrington
City Clerk
Page 280 of 444
ARTICLE 7 - STANDBY
A. Standby duty is defined as that circumstance which requires an employee so
assigned to:
Be ready to respond immediately to a call for service; and
Be readily available at all hours by telephone or other agreed upon
communication equipment; and
Refrain from activities which might impair their assigned duties upon call
(including, but not limited to, alcohol consumption).
B. Employees will receive fifty-five dollars ($55.00) for each scheduled workday and
seventy-five dollars ($75.00) for each scheduled day off, including observed holidays,
of such standby assignment. Employees assigned to standby on one of the eleven
(11) designated holidays, as listed in Article 17 Section (A)(1), but excluding the two
(2) floating holidays, shall receive seventy-five dollars ($75.00).
C. A standby rotation is a defined period, generally consisting of seven (7) days or 168
hours, when a standby assignment is allocated to a single employee. The rotation
begins when the employee assumes standby responsibilities and concludes when
the responsibilities are transferred to another employee. Employees shall be paid for
no more than seven (7) days of standby per weekly rotation.
Example: A standby rotation begins on Thursday at 7:00 AM and concludes on the
following Thursday at 7:00 AM. Employee A, who works Monday through Friday,
assumes standby responsibility (e.g., takes possession of the standby
phone/vehicle) on Thursday at 7:00 AM. Employee A remains on standby for seven
(7) consecutive 24-hour periods. Employee A transfers responsibility to Employee
B the next Thursday at 7:00 AM.
Page 281 of 444
This example constitutes one (1) rotation. Employee A would receive compensation
for five (5) scheduled workdays and two (2) scheduled days off, provided no
designated holidays occur during this period.
Although this assignment spans eight (8) calendar dates, it consists of seven (7)
distinct 24-hour periods. Compensation is limited to seven (7) daily payments. The
final morning of the rotation is considered the conclusion of the previous day's shift
and does not qualify for a separate daily payment.
B.D. Employees who are assigned standby duty but are unable to fulfill duty requirements
must notify their supervisor as soon as possible. Such employees will not receive
standby pay.
C.E. Employees who are contacted and required to work as part of a standby assignment,
as defined in Section A above, will be compensated in accordance with Article 8 –
Callback.
D.F. The parties agree that employees on standby, as defined above, are waiting to be
engaged.
E.G. The City and SLOCEA agree to maintain a separate document governing standby
shifts at the Whale Rock Reservoir that may be revised based on the mutual
agreement of the City and SLOCEA during the course of this MOU, without the
need for a separate side letter. The terms and conditions outlined in the side letter
dated December 6, 2024, will continue in force and effect unless amended by
agreement of the Parties.
Page 282 of 444
Item 6a
Department: Finance
Cost Center: 2002
For Agenda of: 2/17/2026
Placement: Business
Estimated Time: 60 minutes
FROM: Emily Jackson, Finance Director
Prepared By: Riley Kuhn, Principal Budget Analyst
SUBJECT: REVIEW OF FY 2025-26 SECOND QUARTER BUDGET REPORT
RECOMMENDATION
1. Receive and file the FY 2025-26 Second Quarter Budget Report; and
2. Appropriate $3,468,954 in FY 2024-25 unassigned fund balance as detailed in the
report; and
3. Appropriate $2,000,000 in FY 2024-25 assigned fund balance and authorize an
Additional Discretionary Payment to CalPERS of $3,506,187; and
4. Appropriate the $20,000 National League of Cities Health and Wellbeing award of
$20,000 to the Community Development Department’s non-staffing operating budget
for the purchase of Tolemi BuildingBlocks software.
POLICY CONTEXT
The City’s budget policies require that the City Council review the City’s budget and
financial condition at least every six months. City Charter Code Section 804 states that at
any meeting after the adoption of the budget, the Council may amend or supplement the
budget by motion adopted by a majority vote of the Council.
The second quarter budget review is part of the ongoing budget reporting and review
process and fulfills these requirements. The accompanying Second Quarter Budget
Report for FY 2025-26 provides a detailed review of the City’s financial results as
compared to budget half-way through the fiscal year.
DISCUSSION
Background
Budget Report Organization
The Second Quarter Budget Report (Attachment A) is intended to provide a high-level
overview of the City’s performance against budget during the fiscal year. Additional
emphasis is placed on those areas where results are expected to differ from budget over
the full year. The report also includes an update on the Capital Improvement Projects and
Page 283 of 444
Item 6a
Major City Goal Tasks active during the quarter. The report (Attachment A) includes the
following sections and themes:
General Fund Summary: Halfway through the year, staff note two areas of divergence
from revenue budgets. First, the City’s consultants have advised that sales tax revenue
may not grow as expected and a revenue miss is possible. Second, staff note that
development activity has picked up since the last fiscal year and expect development
review fees to exceed budget at year end.
Staff also note that several departments are at risk of exceeding their staffing budgets,
and lower unassigned fund balance at year-end should be expected.
Use of FY 2025-26 Fund Balance: The City’s Annual Comprehensive Financial Report
(ACFR), including audited financial statements, was presented to Council on January 13,
2026. The ACFR indicated there was General Fund unassigned fund balance of
$3,468,954 as of June 30, 2025. The Second Quarter Report details staff
recommendations for allocation of Fiscal Year 2024-25 unassigned fund balance,
including additional discretionary payments to address pension liabilities and investments
in infrastructure.
Enterprise Fund Summary: The Second Quarter Report includes a detailed analysis of
the Water, Sewer, Parking, and Transit enterprise funds. All enterprise funds are
expected to achieve their budgeted fund balance targets for the year.
Special Revenue and Other Funds: The Report includes information on the various
Community Financing District funds and certain other funds. All are expected to finish the
year in line with their budgets.
Capital Improvement Program Update: The Report includes an update on the various
projects completed or in progress during the first half of the fiscal year. Key projects
highlighted in the report include the Water Resource Recovery Facility Upgrade, Mission
Plaza Enhancements, and the Cultural Arts District Parking Structure.
Major City Goal Update: The Report also includes a summary of the Major City Goal
tasks with completion dates in the first half of the fiscal year. Halfway through the year,
eleven tasks are on track and four are proposed to be delayed to the second half of the
fiscal year.
Additional Recommendations
Quarterly budget reports are occasionally used to make appropriation recommendations
as needed throughout the year. This report includes one such recommendation:
National League of Cities Health and Wellbeing Award: The City was awarded
$20,000 from the National League of Cities. Staff recommend an appropriation of this
funding to purchase a trial license of BuildingBlocks software from Tolemi. It is hoped that
this tool can be used to build a ‘Green and Healthy Homes Concierge Service’, the goal
Page 284 of 444
Item 6a
of which is to provide residents with a single point of contact to access coordinated
municipal and community partners services including weatherization, electrification,
home repairs, and housing stability support.
Previous Council or Advisory Body Action
Council adopted the FY 2025-26 budget on June 17, 2025. During the FY 2024-25 year-
end budget report hearing on November 4, 2025, Council directed staff to include a
recommendation to provide $500,000 to the San Luis Obisp o Museum of Art (SLOMA),
contingent upon availability of funds as demonstrated by a completed audit and a
satisfactory grant agreement. A proposed Grant Agreement with SLOMA will be
presented for consideration in a separate item on the same agenda as this report as part
of the February 17, 2026 regular City Council meeting, which would memorialize the
terms and conditions for the $500,000 grant.
Public Engagement
Public engagement on this item can be provided to the City Council through written
correspondence prior to the meeting or through public testimony at the meeting. The
report will also be posted on the City’s website for public review.
CONCURRENCE
All departments were involved in preparation of the report and concur with the staff
recommendations.
ENVIRONMENTAL REVIEW
The California Environmental Quality Act (CEQA) does not apply to the recommended
action in this report because the action does not constitute a “Project” under CEQA
Guidelines Sec. 15378.
FISCAL IMPACT
Budgeted: Yes Budget Year: 2025-26
Funding Identified: Yes
Fiscal Analysis:
Staff recommend appropriation of FY 2024-25 General Fund unassigned fund balance of
$3,468,954 according to the audited financial statements as follows:
Page 285 of 444
Item 6a
The Second Quarter Report provided in Attachment A includes further explanation and
discussion of these recommended allocations.
The amounts above are in addition to the $2,000,000 in General Fund assigned fund
balance for an Additional Discretionary Payment (ADP) to CalPERS to continue progress
toward paying down the City’s unfunded pension liability. Staff recommend total
Additional Discretionary Payments as follows:
ALTERNATIVES
Council could direct staff to use fund balance for another purpose. Such purposes
could include higher or lower payments to CalPERS, funding for specific projects, or to
be held in reserve for future years or future needs.
ATTACHMENTS
A - FY 2025-26 Q2 Budget Report
Page 286 of 444
1
Second Quarter Financial Report
Fiscal Year 2025-26
IntroducƟon
This financial report provides an overview of the City’s revenues and expenditures through the first half of
the fiscal year (July 1, 2025 – December 31, 2025). It also provides an update on the status of the City’s
Capital Improvement Plan (CIP) projects and progress on Major City Goal tasks.
Throughout the document, reference will be made to the data available as of the Ɵme the report was
draŌed. Revenues are oŌen not available for up to two months aŌer month-end and in some cases,
revenues are not received evenly throughout the year (e.g. property tax which is largely received in the
second half of the fiscal year). Expenditures are oŌen recorded in advance for annual costs or for purchase
orders opened at the beginning of the year. The net impact is that actual results booked halfway into the
year should not always be expected to equal one half of budgeted amounts. Commentary will be provided
only when analysis suggests that full-year results may differ significantly from budget.
Table of Contents
General Fund Summary………………………………………………………………………….……...2
Use of FY 2024-25 Unassigned Fund Balance………………………………………….….…. 5
Water Fund Summary……………………………………………………………………………..…..…9
Sewer Fund Summary………………………………………………………………………………..…10
Parking Fund Summary…………………………………………………………………………..…….12
Transit Fund Summary……………………………………………………………...…………….…...14
Special Revenue Summaries………………………………………………..………………..………16
CIP Update………………………………………………………………..………….…………….………..21
Major City Goal Update……………………………………………………….……………….……….23
Page 287 of 444
2
General Fund Summary
Halfway through the year, staff expect that revenue targets will be aƩained and expenditures will finish
the year on budget. The tables below detail year-to-date (YTD) results as compared to budget and prior
year actuals. Commentary is provided where results are not in line with expectaƟons.
Revenue:
Tax Revenue:
Sales Tax (including Local Revenue Measure & Prop 172 Safety Tax): The budget for sales tax revenue was
developed in February 2025, prior to the announcement of significant new and increased federal import
taxes. The City’s sales tax consultants advised staff in May 2025 that these tariffs would have a negaƟve
impact on sales tax revenue and presented a risk of up to $1.3 million to the revenue budget. This impact
has yet to appear in sales tax data, which includes results through October. At 34% received, sales tax to
date is slightly higher than the 31% received at the same point in FY 2024-25 budget, but considerably
lower than the 41% received at the same point in FY 2023-24. Staff will closely monitor results and any
developments in federal trade policy which could impact local spending.
Property Tax: The City parƟcipates in the Teeter Plan, which means that the City is not exposed to
delinquent payments and can reasonably expect to collect 100% of budgeted amounts. Staff expect to
meet or modestly exceed budget by year-end.
FY 2024-25 FY 2025-26
General Fund Actuals Budget YTD Actuals % Received
Tax & Franchise Revenue
Sales Tax 54,357,111$ 55,470,441$ 18,801,871$ 34%
Property Tax 24,923,847 25,944,966 4,662,363 18%
Transient Occupancy Tax 11,417,888 11,099,705 4,882,559 44%
Utility User Tax 7,501,436 6,605,306 2,707,760 41%
Business Tax 3,138,271 3,230,170 3,121,913 97%
Franchise Fees 2,622,351 2,242,429 645,423 29%
Cannabis Tax 814,502 1,000,000 429,254 43%
Total Tax & Franchise Revenue 104,775,406 105,593,017 35,251,142 33%
User Fees
Development Review 5,697,332 4,606,812 3,753,392 81%
Parks & Recreation 2,643,907 2,280,283 1,154,881 51%
Fire 3,331,998 1,759,183 1,158,712 66%
Police 834,584 690,200 386,622 56%
Business Licenses 792,548 632,470 317,840 50%
Total User Fees 13,300,370 9,968,947 6,771,447 68%
General Government 7,778,702 1,669,077 2,783,372 167%
2023 Storm Reimbursement 909,090 - 53,123
Total Revenue 126,763,568$ 117,231,041$ 44,859,085$ 38%
Page 288 of 444
3
Business Tax: This revenue stream is generally received at the beginning of the fiscal year with license
renewals and is largely collected for this fiscal year. Staff expect to collect addiƟonal payments throughout
the remainder of the year and meet budget by year-end.
While other tax revenue categories show year to date results higher or lower than 50%, staff do not expect
significant variances for the full year.
Fee & Other Revenue:
Development Review Fees: FY 2025-26 revenues are trending above projecƟons. At midyear, the
Community Development Department has collected 81% of the total annual budget. This over-realizaƟon
of fee revenue was due in large part to an unusually strong July during which fees were received for review
for Phase 5 of Avila Ranch, as well as the steady ongoing permiƫng acƟvity supported by the build out of
Avila Ranch and strong Accessory Dwelling Unit (ADU) acƟvity. Based on current trends, the Department
anƟcipates finishing the year approximately $1 million above budget.
The FY 2025-26 revenue budget was based on revenues from the first half of FY 2024-25, a period marked
by slowing development acƟvity and macroeconomic uncertainty. ProjecƟons were set conservaƟvely at
the lowest level since 2019 due to the trends being observed as well as the ongoing uncertainty in the
market. While overall development remains below historical highs, the ongoing build-out of Avila Ranch,
and steady ADU and other development is anƟcipated to support a steady stream of revenue for the
department for the next several years.
Fire Department Fees: Halfway through the year, the Fire Department has collected 66% of its budgeted
revenue. This is primarily due to the agreement to provide fire services to Cal Poly for which revenue has
been recognized for the full year. Fire Department Permits are also trending above budget and prior year
actuals from the same period. Staff expect a modestly favorable result at year-end.
General Government: This line includes earnings on cash and investment balances which have benefited
greatly from elevated interest rates. Staff expect investment income to outperform budget once again,
although to a lesser degree due to recent policy acƟons by the Federal Reserve.
Though other fee categories show year-to-date results other than 50% of budget, staff do not expect
significant variances for the full year.
OperaƟng Expenditures: Year-to-date results for the General Fund are largely as expected at this point in
the year.
Staffing: While more than 50% of staffing budgets have been expended halfway through the year, adjusted
for upfront annual payments including unfunded pension liabiliƟes, this line is expected to finish the year
under budget. The General Fund is trending towards 3% salary savings at year-end, which is lower than
the 4% assumpƟon built into the long-term forecast for the General Fund. This is in large part due to lower
vacancy rates Citywide which may be aƩributable to a deterioraƟng labor market. Other more disƟnct
FY 2024-25 FY 2025-26
General Fund Actuals Budget YTD Actuals % Expended
Staffing 75,489,526$ 78,908,239$ 43,772,097$ 55%
Other Operating Expenditures 18,291,470 21,313,033 13,796,103 65%
Total 93,780,996$ 100,221,272$ 57,568,200$ 57%
Page 289 of 444
4
drivers are detailed in the departmental secƟons below. Staff expect that the primary impact of lower
salary savings will be that unassigned fund balance at year-end will be slightly lower than in recent years.
In the last three years, salary savings rates of 4-7% have delivered budgetary savings of $2.5 to $3.8 million.
Other OperaƟng Expenditures: This line item shows 65% spent halfway through the year due to typical
purchasing acƟviƟes. Staff open purchase orders and encumber funds at the beginning of each fiscal year
to be spent throughout the year. Excluding balances on open purchase orders, just 38% of budget has been
paid to vendors.
The table below details the budget and year-to-date actuals for both staffing and other operaƟng
expenditures by department:
While the General Fund as a whole is expected to finish the year on budget, staff note several
departmental level variances:
City AƩorney’s Office: As directed by City Council on September 12, 2025, staff increased the contract for
outside counsel legal support in the California VoƟng Rights Act maƩer related to the City’s transiƟon to a
Citywide Single Vote form of elecƟons. The necessary increase was unplanned and has caused a $50,000
unbudgeted expenditure. Staff plan to offset this unbudgeted spending via an administraƟve budget
amendment during the fourth quarter of the fiscal year and no variance is expected at year-end.
Fire: The Department’s staffing expenditures are trending above budget at the mid-point of the fiscal year.
Several vacant posiƟons and two long-term injury vacancies are driving significant unbudgeted overƟme
expenditures. Four firefighter posiƟons are currently vacant, requiring a minimum of one shiŌ daily to be
filled at overƟme rates. The next recruit academy to hire new firefighters is planned for FY 2026-27 and
shiŌ coverage overƟme will persist unƟl then. The savings from these vacant posiƟons will parƟally offset
overƟme costs, as will reimbursements for mutual aid. Despite these offsets, staff expect that the
department will exceed its staffing budget at year-end.
Police: The Department’s staffing expenditures are trending slightly above budget mainly due to overƟme
expenditures. Comparing the same Ɵme frame to last fiscal year, overƟme hours increased by 8.9% or
FY 2024-25 FY 2025-26
Department Actuals Budget YTD Actuals % Expended
Police 24,657,118$ 25,604,534$ 15,268,412$ 60%
Fire 18,787,150 18,114,272 10,826,401 60%
Public Works 16,581,895 18,136,536 10,678,028 59%
Administration & IT 11,565,191 12,392,391 6,817,022 55%
CDD 7,864,816 9,059,766 5,570,933 61%
Parks & Rec 6,014,160 6,231,512 3,327,294 53%
Finance 2,686,591 2,850,096 1,670,222 59%
Non-Departmental 350,542 2,399,772 251,409 10%
HR 2,085,986 2,061,730 1,152,405 56%
City Attorney 1,652,744 1,863,615 1,144,438 61%
Utilities 1,534,804 1,507,048 861,636 57%
Total 93,780,996$ 100,221,272$ 57,568,200$ 57%
Page 290 of 444
5
roughly 800 hours. This was primarily due to mandatory training that occurs every other year, providing
personnel to assist with the Gifford Fire, increasing enforcement for Cal Poly back to school in September
and an increase in invesƟgaƟve cases. The Department sƟll needs to plan for St. Patrick’s Day enforcement,
which will occur in March. It is likely that the Department will exceed the staffing budget at year end.
Parks and RecreaƟon: The Department is trending slightly above budget for FY 2025-26 due to temporary
staffing costs, primarily within the Youth Services Division. Expanded childcare programming has increased
the need for temporary staffing to support program delivery. Although salary expenditures are expected
to exceed currently budgeted amounts, increased program parƟcipaƟon and associated revenues are
expected to fully offset these costs.
Recommended Use of FY 2024-25 Unassigned Fund Balance
The City’s Annual Comprehensive Financial Report, including audited financial statements, was presented
to Council on January 13, 2026. The report included the following table detailing General Fund unassigned
fund balance of $3,468,954 as of June 30, 2025:
Page 291 of 444
6
In addiƟon to the unassigned fund balance, the assigned balance includes General Fund balance for
purposes including:
115 Trust Fund: As part of the 2019-21 Financial Plan, the City Council idenƟfied establishment of a
SecƟon 115 Trust Fund as a work task under the Fiscal Sustainability Major City Goal. Establishment of the
Trust was to be completed by February 2020 but was delayed due to uncertainty about the budgetary
impacts of COVID-19. The Trust was established in early 2023 and, prior to its establishment, $2.0 million
was assigned in the General Fund (shown above) to be deposited to the Trust upon establishment. In
addiƟon to the $2.0 million assigned for this purpose, staff had planned to recommend allocaƟon of $2.4
million of FY 2022-23 unassigned fund balance to make an iniƟal contribuƟon to the Trust, but instead
recommended allocaƟon of that funding to the Infrastructure Investment Fund to address increased
infrastructure costs due to inflaƟonary factors. Despite $2.0 million being assigned for the 115 Trust, the
City has not made an iniƟal contribuƟon to the Trust. The $2.0 million could be deposited into the Trust,
paid directly to CalPERS, or unassigned and moved into the General Fund budget to support capital or
operaƟng costs. As part of the comprehensive budget update scheduled to be presented to Council on
March 3, 2026, staff will provide an overview of the purpose of a SecƟon 115 Trust fund and seek direcƟon
from Council on whether or not the City should deposit the $2.0 million assigned for this purpose into the
115 Trust or reallocate it for another purpose.
Tenant Improvement: Funding for tenant improvements was assigned via ResoluƟon No. 11203, using
funding that arose from passage of Local Revenue Measure in November 2020. Originally intended to be
used for tenant improvements in the downtown area, this money has since been used to fund Economic
Development iniƟaƟves like the Buy Local Bonus program. The balance at June 30, 2025, of $608,000 is
expected to be drawn down enƟrely in the 2025-27 Financial Plan.
Financial Plan Fiscal Policies SecƟon 8. CalPERS and Unfunded LiabiliƟes sets the following prioriƟzaƟon
for use of unassigned General Fund balance:
a. AddiƟonal DiscreƟonary Payments (ADP) to CalPERS
b. Infrastructure investments
c. Emerging Health and Safety needs of the community
In line with this policy, staff make the following recommendaƟons for one-Ɵme use of FY 2024-25
unassigned fund balance:
Unassigned Fund Balance* 3,468,954$
Appropriation Recommendations
Increased CalPERS ADP 869,804
Infrastructure Investments 1,212,229
Insurance Fund 802,798
SLOMA Contribution 500,000
Parks & Rec Grants 84,123
Remainder -$
*After $2.0 million CalPERS ADP
Page 292 of 444
7
CalPERS ADP: Staff recommend a contribuƟon of $869,804 in addiƟon to the $2.0 million held in Assigned
Fund Balance within the General Fund. This increased payment reflects the growth in staffing costs since
the City began making these payments.
These ADPs are criƟcal to reducing the City’s pension debt. The City’s unfunded liability as of June 30,
2024, the most recent actuarial measurement date, decreased by $7.0 million or 3.6% year over year
thanks to strong investment returns in conjuncƟon with the City’s commitment to making regular ADPs.
As detailed in the table below, the City’s Funded RaƟo also improved to 66.2%:
In addiƟon to the General Fund, staff recommend ADPs from all funds with staffing costs. InformaƟon on
each of the other funds can be found in their respecƟve writeups in the Enterprise Fund and Special
Revenue and Other Funds secƟons that follow. These payments will be made from each fund’s year-end
reserves, which are sufficient to cover the increased payments.
Insurance Fund Reserves: Staff recommend a transfer of $802,798 to the Insurance Fund to help meet
reserve requirements for liability and workers compensaƟon self-insurance policies. Policy calls for funding
the reserve at 150% of the trailing five-year average claims, or the Historical Claims Basis level, and as
called for by the City’s actuaries, or the Actuarial Basis level. Staff’s recommendaƟon will increase the
fund’s reserve to the Historical Claims Basis level. Staff plan to recommend addiƟonal contribuƟons from
unassigned fund balance over the next five years to meet the reserve level recommended by the City’s
actuaries, which is $3.1 million higher than the Historical Claims Basis level as detailed in the table below:
AddiƟonal informaƟon can be found in the Insurance Fund writeup within the Special Revenue & Other
Funds secƟon of this report.
SLOMA ContribuƟon: As directed by Council on November 4, 2025, staff have included a recommended
appropriaƟon of $500,000 as a grant to the San Luis Obispo Museum of Art (SLOMA) to assist with their
Downtown museum expansion. A proposed grant agreement with SLOMA will be presented to Council for
consideraƟon as a separate Council agenda item.
Parks and RecreaƟon Grants: This amount represents CAPSLO sƟpends for childcare provided to the Parks
and RecreaƟon department that was unused in FY 2023-24 and contributed to the unassigned fund
balance amount in that year. This appropriaƟon will return the funds to the Parks and RecreaƟon
Department to ensure that these funds are used for their intended purpose.
Infrastructure Fund Investments: Staff recommend transferring the remaining unassigned fund balance
to the Infrastructure Investment Fund (IIF) for use on eligible infrastructure projects. The Public Works
Department has idenƟfied an immediate funding need of approximately $2 million for the Higuera
Funded Status 6/30/2023 6/30/2024
Unfunded Liability 195,372,315$ 188,434,821$
Funded Ratio 63.5% 66.2%
Page 293 of 444
8
Complete Streets Project, which is construcƟon-ready and scheduled for Council consideraƟon as a
business item also on February 17, 2026. Staff recommend allocaƟng the remaining FY 2024-25 unassigned
fund balance ($1,212,229) to the IIF with the intent that it remain available for appropriaƟon to the
Higuera Complete Streets Project, should Council authorize the issuance of a Request for Proposals to
move this project forward to construcƟon. If Council does not authorize the Higuera Complete Streets
Project to move forward at that Ɵme, the funding would remain available in the IFF for that project in the
future or another infrastructure project that requires funding.
Current Infrastructure Investment Fund Earmarks
FY 2025-2026 IIF Fund Summary
Payment Amount Ending Account Balance
Starting Fund Balance FY 25-26 $14,658,406.00 $14,658,406.00
Prado Bridge Widening (Design) FY 26-27 $(3,500,000.00) $11,158,406.00
Prado Bridge Widening FY 27-28 $(11,158,406.00) $-
Local Revenue Measure Fund Balance: In addiƟon to the General Fund unassigned balance, the Local
Revenue Measure had a fund balance of $848,111 at the end of FY 2024-25. AppropriaƟon of Local
Revenue Measure funds requires review and approval of recommendaƟons by the Revenue Enhancement
Oversight Commission. As detailed in the Sales Tax variance explanaƟon above, staff have been advised by
the City’s consultants to expect a shorƞall in revenue in the current year. Staff and the Revenue
Enhancement Oversight Commission do not recommend appropriaƟon of Local Revenue Measure Fund
Balance since the balance may be necessary to offset this revenue sho rƞall.
Enterprise Fund Summaries
The City uses Enterprise funds to account for operaƟons that are financed and operated in a manner
similar to private business enterprises, where the intent is that the costs of providing certain services is
recovered primarily through user charges. This secƟon of the report includes a write up on the budget
status of the City’s four enterprise funds (Water, Sewer, Parking and Transit) through the second quarter
of FY 2025-26. As noted in the General Fund Summary above, staff is recommending use of General Fund
unassigned fund balance to increase the planned addiƟonal discreƟonary payment (ADP) to CalPERS to
ensure that the ADP amount reflects changes in staffing costs for each fund since the City began making
these payments. This amount supplements the $2 million that the City holds in assigned fund balance in
the General Fund. A porƟon of the unassigned fund balance in the General Fund will be used to
supplement the $2 million for the General Fund share of cost for the ADP and the four enterprise funds
will make payments for their share of costs from each fund’s year-end reserves, which are sufficient to
cover the increased payments. The total amounts paid from each fund are as follows:
Page 294 of 444
9
Water Fund Summary
The Water Fund’s year-to-date actuals for revenues and expenditures are generally in line with
expectaƟons and anƟcipated trends. Observed variances are primarily aƩributable to seasonal revenue
paƩerns, Ɵming of grant receipts, and standard budget administraƟon pracƟces, rather than structural
changes to the fund.
Revenue:
Base Charges: Base charge revenue reflects normal billing and collecƟon paƩerns and is not a cause for
concern at this Ɵme. Approximately 7% of the variance from the expected 50% of base charge revenue
collected by the second quarter is due to Ɵming differences in billing. Part of the July uƟlity bills reflects
service provided in June and is therefore recorded in the prior fiscal year. Staff will conƟnue to monitor
base charge revenues, and no material variance is anƟcipated based on current trends.
Setup Fees: Setup fee revenues are trending above budget and include a one-Ɵme $36,000 payment
resulƟng from a seƩlement agreement with the developer of Avila Ranch. Because setup fees are driven
by the Ɵming of development acƟvity, they are inherently variable and fluctuate throughout the fiscal year.
Other Revenue: Other revenues are below budget due to the Ɵming of ProposiƟon 1B grant
reimbursements, which fund the Groundwater Well Development project and increases the City’s water
supply and resiliency. Of the $4.1 million that was budgeted for the ProposiƟon 1B grant, $176 thousand
CalPERS ADP
General Fund 2,869,804$
Water Fund 238,745
Sewer Fund 246,093
Parking Fund 98,570
Transit Fund 15,959
Whale Rock 27,033
TBID 9,983
Total 3,506,187$
FY 2024-25 FY 2025-26
Water Fund Actuals Budget YTD Actuals % Received
Water Sales 21,379,368$ 21,449,631$ 10,668,685$ 50%
Base Charges 7,650,544 8,448,140 3,547,393 42%
Setup Fees 125,561 160,000 124,485 78%
Other Revenue 6,972,868 4,351,680 722,316 17%
Total Revenue 36,128,340$ 34,409,451$ 15,062,879$ 44%
Page 295 of 444
10
has been realized to date. Staff anƟcipate more aggressive drawdowns on this grant funding once
construcƟon is underway.
Strong investment performance has parƟally offset lower-than-anƟcipated revenues elsewhere in the
Other Revenue category. Investment income was budgeted at $50 thousand for the fiscal year, and
approximately $326 thousand has been realized to date. Investment earnings are inherently variable and
should not be relied upon as a consistent or ongoing source to offset revenue shor ƞalls.
Expenditures:
Staffing: Excluding upfront annual payments for CalPERS unfunded liability and reƟree healthcare,
approximately 41% of the staffing budget has been expended through the second quarter, compared to
an expected midyear spend of approximately 46.6%. Staffing expenditures are trending below
expectaƟons primarily due to vacancies within the UƟlity Billing and Water DistribuƟon teams.
OperaƟng Expenditures: Year-to-date actuals are over 50 % expended primarily due to purchase orders
that were opened at the beginning of the fiscal year and annual prepaid expenditures. While these
amounts are reflected as obligaƟons, only about 60% of the budget has actually been paid to vendors to
date. About $11.4 million of the early-year acƟvity is aƩributable to Source of Supply costs. These costs
primarily cover expenses related to dam operaƟon, maintenance, and capital infrastructure for the City's
raw water supplies. Staff expect the Water Fund to finish the fiscal year within budget.
Sewer Fund Summary
The Sewer Fund’s year-to-date financial performance through the second quarter is generally in line with
expectaƟons. Variances are primarily driven by the Ɵming of grant receipts, revenue allocaƟons, and
standard budget administraƟon pracƟces rather than changes in underlying financial drivers.
Revenue:
Service Charges: Service charge and base fee revenues are tracking slightly ahead of the propor Ɵonal mid-
year benchmark, with approximately 51% of the budgeted amount realized through the second quarter.
FY 2024-25 FY 2025-26
Water Fund Actuals Budget YTD Actuals % Expended
Staffing 5,495,997$ 6,225,377$ 3,085,746$ 50%
Other Operating Expenditures 15,015,367 20,974,582 16,863,771 80%
Total Expenditures 20,511,364$ 27,199,960$ 19,949,517$ 73%
FY 2024-25 FY 2025-26
Sewer Fund Actuals Budget YTD Actuals % Received
Service Charges 15,201,167$ 15,229,215$ 7,792,980$ 51%
Base Charges 5,942,531 6,329,610 2,730,136 43%
Other Revenue 3,748,643 210,000 1,424,094 678%
Total Revenue 24,892,342$ 21,768,825$ 11,947,210$ 55%
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11
This reflects accurate forecasƟng, and staff do not anƟcipate a material variance in this revenue category
by the end of the fiscal year.
Base Charges: Base charge revenue reflects normal billing and collecƟon paƩerns and is not a cause for
concern at this Ɵme. Approximately 7% of the variance from the expected 50% of base charge revenue
collected by the second quarter is due to Ɵming differences in billing. Part of the July uƟlity bills reflect
service provided in June and is therefore recorded in the prior fiscal year. Staff will conƟnue to monitor
base charge revenues, and no material variance is anƟcipated based on current trends.
Other Revenue: Other revenues are performing above budgeted expectaƟon, due to strong interest on
investments, one-Ɵme reimbursements from regional partners, and delayed grant payments. Strong
investment performance reflects favorable variance of about $534 thousand. One-Ɵme reimbursements
from regional partners reflect a favorable variance of $355 thousand. Delayed grant payments reflect a
favorable variance of $208 thousand. All variances are due to one-Ɵme or variable revenues and should
not be relied upon as a consistent or ongoing sources of revenue.
Expenditures:
Staffing: Excluding upfront annual payments for CalPERS unfunded liability and reƟree healthcare,
approximately 43% of the staffing budget has been expended through the second quarter, compared to
an expected spend of approximately 46.6% at midyear. Expenditures are trending below expectaƟons
primarily due to vacancies within the UƟlity Billing team.
Other OperaƟng Expenditures: Year-to-date actuals are greater than 50% of budget, primarily due to
purchase orders that were opened at the beginning of the fiscal year. While these amounts are reflected
as obligaƟons, 37% of the budget has actually been paid to vendors to date. While the Sewer Fund is
expected to finish the fiscal year within budget, staff are monitoring two operaƟonal challenges. First, the
Water Resource Recovery Facility's (WRRF) regulatory sampling requirements are currently being
determined by the Regional Water Board. Performance in baseline tesƟng will establish ongoing sampling
requirements and can materially impact budgetary needs. Second, the WRRF biogas cogeneraƟon system
is at the end of its useful life. This asset offsets electrical and natural gas usage at the facility, which reduces
operaƟonal costs and aligns with the City's Lead by Example Climate AcƟon Plan. Staff plan to keep Council
informed of any recommendaƟons in maintaining or replacing this asset. Beyond these two challenges,
the WRRF’s post-construcƟon operaƟng budget will be evaluated in the coming year to determine whether
the forecasted operaƟng condiƟons and the associated allocated resources are sufficient.
FY 2024-25 FY 2025-26
Sewer Fund Actuals Budget YTD Actuals % Expended
Staffing 5,552,235$ 6,042,596$ 3,116,835$ 52%
Other Operating Expenditures 3,905,154 4,828,711 2,717,979 56%
Total Expenditures 9,457,388$ 10,871,306$ 5,834,813$ 54%
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12
Parking Fund Summary
The Parking Fund’s year-to-date performance is generally in line with expectaƟons. Revenue variances,
primarily in Fines and Other Revenue, are due to delayed receipt of payments that will be realized by year-
end. Year-to-date expenditures reflect a minor variance due to annual upfront payments and purchase
orders opened at the beginning of the fiscal year.
Revenue:
The revenue budget is based on projecƟons from the 2024 Parking Rate Study, reflecƟng reduced rates
effecƟve July 1, 2024. Technology upgrades recommended in the Technology Roadmap, including new
payment equipment in parking garages and at on-street locaƟons, were installed during the current fiscal
year and are operaƟng as anƟcipated.
Meters: Parking meter revenue includes hourly parking sessions from on-street and surface parking lot
areas, including mobile app payments. New payment equipment was installed on-street and in surface
parking lot areas in November 2025. While the equipment is funcƟoning as intended, meter revenue is
currently tracking slightly below budget due to fewer parking transacƟons compared to the same period
in the prior fiscal year. If on-street parking acƟvity does not increase, staff anƟcipates a modest negaƟve
variance to budget by year-end.
Structures: New parking structure gaƟng equipment recommended by the Technology Roadmap was
installed at the beginning of the fiscal year. The equipment is funcƟoning as intended, resulƟng in higher
revenue compared to the prior fiscal year when equipment failures occurred, and is meeƟng budget
expectaƟons. Staff does not anƟcipate a variance to budget by year-end.
Long-Term Parking: Long-term parking revenue includes sales of on-street permits, residenƟal district
permits, and garage parking permits. Garage parking permit rates were reduced from $85 per month to
$45 per month effecƟve July 1, 2024. Since the rate reducƟon, garage permit sales have steadily increased
and are expected to conƟnue to grow with the opening of the Cultural Arts District Parking Garage in
Spring 2026. In addiƟon, the digital permit plaƞorm will be expanded in April 2026 to include 10-Hour On-
Street Permits, which is anƟcipated to further support permit sales. Staff expect this increased adopƟon
will lead to budget aƩainment at year-end.
Fines: Parking Fines revenue includes all revenue collected from paid parking citaƟons. In March 2025, the
City implemented a new citaƟon management system consistent with recommendaƟons from the
Technology Roadmap. Under the new system, citaƟon payments are temporarily held in an escrow account
and reconciled monthly once mailed check payments are received. This change has resulted in a slight
FY 2024-25 FY 2025-26
Parking Fund Actuals Budget YTD Actuals % Received
Meters 4,589,728$ 4,312,367$ 2,007,477$ 47%
Structures 1,886,338 2,860,504 1,501,682 52%
Long-Term Parking 522,895 500,000 233,422 47%
Fines 1,113,016 1,231,100 441,034 36%
Other Revenue 2,671,989 671,984 187,102 28%
Total Revenue 10,783,966$ 9,575,955$ 4,370,716$ 46%
Page 298 of 444
13
delay in revenue recogniƟon, contribuƟng to the year-to-date variance. Staff expects these funds to be
received and does not anƟcipate a material variance to budget by fiscal year-end.
Other Revenue: Other Revenue in FY 2024-25 included $1.7 million generated through higher returns on
investments. Elevated interest rates during FY 2024–25 produced stronger earnings on pooled cash
balances from the Cultural Arts District Parking Structure (CADPS) bond issuance, while budget
assumpƟons remained conservaƟve. Investment interest is based on available cash, and as the CADPS
construcƟon progresses toward compleƟon, cash balance will dwindle; therefore, staff expects minimal
investment income and budgeted accordingly. This line also includes Other Rent & Lease Revenue which
is budgeted based on current lease agreements, for which most of the revenue is collected toward the
end of the fiscal year. Staff expect this line to finish on budget once all lease payments are collected.
Expenditures:
Staffing: Excluding upfront annual payments for the CalPERS unfunded liability and reƟree healthcare,
approximately 48% of the staffing budget has been expended through the second quarter. Staffing
expenditures are forecasted to conƟnue tracking as anƟcipated and staff does not project a variance to
the budget by year-end.
Other OperaƟng Expenditures: Year-to-date actuals include purchase orders established at the beginning
of the fiscal year. While these amounts are reflected as obligaƟons, only 41% of the budget has been
expended through the second quarter. Staff will conƟnue to monitor expenditures closely and anƟcipate
the fund will finish the fiscal year under budget.
FY 2024-25 FY 2025-26
Parking Fund Actuals Budget YTD Actuals % Expended
Staffing 2,109,475$ 2,198,513$ 1,182,929$ 54%
Other Operating Expenditures 1,707,291 1,750,531 931,628 53%
Total Expenditures 3,816,767$ 3,949,044$ 2,114,557$ 54%
Page 299 of 444
14
Transit Fund Summary
The Transit Fund’s year-to-date results are generally consistent with expectaƟons. The Transit Fund is
heavily subsidized by Federal grants which are reimbursement-based; as a result, revenues are realized
aŌer expenses are incurred and draw down requests are submiƩed. Grant funds budgeted but not
expended during the current fiscal year will remain available for reimbursement in future fiscal years.
Through the first six months of the current fiscal year, overall transit ridership has increased by 18%
compared to the same period in the prior fiscal year, which significantly exceeds the 2% annual growth
forecasted in the recently adopted Short-Range Transit Plan.
Revenue:
Local (Bus Fare): Local bus fare revenue includes fares collected on board buses, as well as revenue from
physical and digital pass sales.
Cal Poly Transit Payments: Cal Poly transit payment revenue is generated through a three-year agreement
between the City and Cal Poly for transit services. Payments are received quarterly, and three payments
have been received to date. Staff does not anƟcipate a variance to budget by year-end.
Federal Grants: Federal grant revenue includes capital and operaƟng funds from federal formula grant
programs and is dependent on the Ɵming of capital expenditures and operaƟng drawdowns. The City
conƟnues to draw down American Rescue Plan Act (ARPA) operaƟng funds awarded in 2022, with
drawdowns occurring quarterly (October, January, April, and July) to align with federal reporƟng
requirements. To date, one drawdown is reflected in the table above. Several federally funded capital
projects are currently underway, and reimbursement for eligible expenses is expected by year-end. Federal
funds budgeted to these projects but not expended will remain available for reimbursement in future fiscal
years.
State Grants: State grant revenue primarily consists of TransportaƟon Development Act (TDA) funds, which
are generated by statewide sales tax and administered by the San Luis Obispo Council of Governments
(SLOCOG). Because the City adopts its budget prior to the final calculaƟon of TDA allocaƟons, actual
funding amounts may differ from budgeted assumpƟons. Based on final allocaƟon amounts provided by
SLOCOG, the final calculaƟon was less than previously esƟmated. Staff anƟcipate a negaƟve variance of
$384,000 by year-end. This reducƟon in funding is not expected to impact service levels or the delivery of
capital projects because the Transit Fund has sufficient TDA fund reserves from prior fiscal years that can
be drawn upon to cover any eligible operaƟng or capital expense shorƞalls resulƟng from the negaƟve
variance.
FY 2024-25 FY 2025-26
Transit Fund Actuals Budget YTD Actuals % Received
Bus Fares 234,855$ 260,000$ 121,081$ 47%
Cal Poly Transit Payments 750,000 750,000 562,500 75%
Federal Grants 8,859,273 8,254,281 641,382 8%
State Grants 1,360,509 2,733,722 1,174,746 43%
Other 998,813 30,455 520,452 1709%
Total Revenue 12,203,449$ 12,028,458$ 3,020,161$ 25%
Page 300 of 444
15
Other Revenue: Other revenue includes earnings on cash and investment balances, as well as other grants
and subvenƟons. During the fiscal year, the City applied for and received a $400,000 rebate from Central
Coast Community Energy (3CE) related to the purchase of six new electric buses. In addiƟon, interest
earnings are currently exceeding budget by approximately $60,000 due to higher than anƟcipated
investment returns driven by the conƟnued elevated interest rate environment. As a result, staff
anƟcipates a significant posiƟve variance by year-end.
Expenditures
Staffing: Excluding upfront annual payments for the CalPERS unfunded liability and reƟree healthcare,
approximately 48% of the staffing budget has been expended through the second quarter. Staffing
expenditures are expected to conƟnue tracking as anƟcipated, and staff does not project a variance to the
budget by year-end.
Other OperaƟng Expenditures: Year-to-date actuals include purchase orders established at the beginning
of the fiscal year. While these amounts are reflected as obligaƟons, only 37% of the budget has been
expended to date. Staff will conƟnue to monitor expenditures closely and anƟcipates a posiƟve variance
by year-end.
FY 2024-25 FY 2025-26
Transit Fund Actuals Budget YTD Actuals % Expended
Staffing 393,432$ 391,095$ 215,680$ 55%
Other Operating Expenditures 4,992,796 5,612,975 4,412,387 79%
Total Expenditures 5,386,228$ 6,004,069$ 4,628,066$ 77%
Page 301 of 444
16
Special Revenue and Other Fund Summaries
Tourism Business Improvement District
The Tourism Business Improvement District (TBID) assessment is set at 2% of the lodging industry’s gross
receipts. The program annually aligns its operaƟng budget with its anƟcipated revenues, and any
difference is due to open purchase orders carried over from the prior year.
Revenue:
While less than half of the budget has been recorded to date, revenue is recorded on a more than one
month delay and staff expect to collect at least the budgeted amount for the full year.
Expenditures:
The TBID procures many of its services in advance, leading to a high percent of other operaƟng
expenditures budget expended early in the year. The fund is expected to finish on budget for the full year.
Boysen Ranch ConservaƟon Fund
Boysen Ranch consists of approximately 116 acres bounded by Los Osos Valley Road, Foothill Boulevard,
and O’Connor Way. The City holds a series of conservaƟon easements that protect approximately 25 acres
of the Ranch to miƟgate impacts to wetlands and waters caused by the nearby commercial development
projects on Los Osos Valley Road. As part of the original easement agreement, Boysen Ranch’s owners
provided the City with an endowment to fund required monitoring acƟviƟes.
Revenue:
The Boysen Ranch ConservaƟon Fund is an endowment fund and its budgeted revenue is provided by
investment income. The fund is expected to benefit from the current interest rate environment and meet
or exceed its revenue budget.
Expenditures
FY 2024-25 FY 2025-26
TBID Actuals Budget YTD Actuals % Received
Assessments 2,304,764$ 2,219,941$ 986,917$ 44%
Total Revenue 2,304,764$ 2,219,941$ 986,917$ 44%
FY 2024-25 FY 2025-26
TBID Actuals Budget YTD Actuals % Expended
Staffing 241,390 262,464$ 105,615$ 40%
Other Operating Expenditures 1,911,188 2,109,984 1,856,979 88%
Total Expenditures 2,152,578$ 2,372,448$ 1,962,594$ 83%
FY 2024-25 FY 2025-26
Boysen Ranch Actuals Budget YTD Actuals % Received
Investment Income 20,157$ 7,500$ 4,241$ 57%
Total Revenue 20,157$ 7,500$ 4,241$ 57%
Page 302 of 444
17
The fund has made its budgeted payment for authorized conservaƟon acƟviƟes. Staff expect no further
payments and the fund will finish on budget.
Insurance Fund
The Insurance Fund serves to pay the City’s annual costs for liability, workers’ compensaƟon, polluƟon,
volunteer, and property insurance needed to protect the City as well as direct claims-related expenses. It
is also intended to maintain adequate reserves for future claims and unpredictable increases in insurance
costs.
Revenue:
Insurance Fund revenues are transfers in from the General Fund and will finish on budget.
Expenditures:
While recent acƟons to reduce premiums have delivered savings to the Insurance Fund, addiƟonal
contribuƟons from the General Fund are necessary to build and maintain adequate reserves in this fund
according to City policy and actuarial esƟmates. The City’s Fund Balance and Reserve Policy establishes
that the Insurance Fund will maintain funding to cover 150% of the average claim costs for the past five
years. The policy also states that actuarial informaƟon will be taken into consideraƟon. Based on the most
recent actuarial study dated October 10, 2025, the City should maintain a reserve of $5,129,000 for liability
claims and $3,222,000 for workers’ compensaƟon claims, totaling $8,351,000, if funding at a 75%
probability level. The insurance fund reserve was $4,437,620 as of June 30, 2025. This is $802,798 below
the required funding level of 150% of the five-year average claims costs, and $3,913,380 below the
actuarial recommended funding level at a 75% probability level, as detailed in the table below:
FY 2024-25 FY 2025-26
Boysen Ranch Actuals Budget YTD Actuals % Expended
Authorized Expenditures 5,023 12,535$ 12,535$ 100%
Total Expenditures 5,023$ 12,535$ 12,535$ 100%
FY 2024-25 FY 2025-26
Insurance Fund Actuals Budget YTD Actuals % Received
Transfers in 6,000,000$ 6,000,000$ 4,500,000$ 75%
Total Revenue 6,000,000$ 6,000,000$ 4,500,000$ 75%
FY 2024-25 FY 2025-26
Insurance Fund Actuals Budget YTD Actuals % Expended
Workers Comp 774,732 2,069,183$ 1,269,313$ 61%
Liability & Other 3,020,344 3,457,975 2,285,842 66%
Total Expenditures 3,795,076$ 5,527,158$ 3,555,155$ 64%
Insurance Fund Historical Claims Basis Actuarial Basis
Fund Balance at 6/30/2025 4,437,620$ 4,437,620$
Target 5,240,418 8,350,000
Variance 802,798$ 3,912,380$
Page 303 of 444
18
As noted earlier in the report, staff is recommending allocaƟon of $802,792 from FY 2024-25 General Fund
unassigned fund balance to address a porƟon of the variance and plans to recommend addiƟonal
unassigned fund balance allocaƟons of up to $1 million per year (pending availability) over the next five
years to bring the Insurance Fund reserves to a policy-compliance level.
Public Safety Equipment Replacement Fund
The Public Safety Equipment Fund (PSEF) was created with the 2019-21 Financial Plan to help budget and
forecast the replacement of Public Safety equipment that has expired or become damaged. The Fund had
received an original seed amount with the FY 2019-20 budget and, going forward, an annual allocaƟon is
made from the General Fund.
Revenue:
The fund receives revenue in the form of transfers in from the General Fund and will finish on budget.
Expenditures:
The fund budgets for replacement of public safety equipment currently in service and is expected to finish
the year on budget. Any unspent funds remain available for future scheduled purchases.
San Luis Ranch CFD
A Mello-Roos Community FaciliƟes District (CFD) was established and approved by City Council on April
16, 2019 (Ordinance No 1661) pursuant to secƟon 5.02 of the San Luis Ranch Development Agreement.
The boundaries of the CFD are idenƟcal to the San Luis Ranch Specific Plan and includes 131.4 acres
approved for up to 580 dwelling units and commercial development, a 200-room hotel, 100,000 square
feet of office space, 150,000 square feet of retail space, 7.8 acres of parks/ open space, and 52.3 acres of
farmed agriculture land. The purpose of the CFD is to fund major road improvements, potable and non-
potable water system improvements, drainage system improvements, wastewater system improvements,
solid waste improvements, park and paseo improvements, open space improvements, and uƟliƟes.
Revenue:
FY 2024-25 FY 2025-26
Public Safety Actuals Budget YTD Actuals % Received
Transfers in 387,334$ 236,226$ 177,170$ 75%
Total Revenue 387,334$ 236,226$ 177,170$ 75%
FY 2024-25 FY 2025-26
Public Safety Actuals Budget YTD Actuals % Expended
Equipment Purchases 307,329 222,889$ 92,175$ 41%
Total Expenditures 307,329$ 222,889$ 92,175$ 41%
FY 2024-25 FY 2025-26
San Luis Ranch CFD Actuals Budget YTD Actuals % Received
Tax Revenue 1,911,925$ 1,368,152$ 272,192$ 20%
Total Revenue 1,911,925$ 1,368,152$ 272,192$ 20%
Page 304 of 444
19
The fund collects property tax from residents under the Teeter Plan with the County and is expected to
finish the year on budget or beƩer.
Expenditures:
The fund budgets for authorized expenditures, largely debt service, and is expected to finish the year on
budget.
Avila Ranch CFD
A Mello-Roos Community FaciliƟes District was established and approved by City Council on October 24,
2017 (ResoluƟon No 10844) pursuant to secƟon 5.02.1 of the Avila Ranch Development Agreement. The
CFD boundaries are idenƟcal to that of the Avila Ranch Development project and located at the northeast
corner of Buckley Road and Vachell Lane. The Avila Ranch Project will include up to 720 dwelling units,
15,000 square feet of office and retail, 18 acres of parks, 53 acres of open space, riparian corridors and
farmed agricultural land. The CFD was formed with purpose of funding services as well as faciliƟes of the
CFD. Services to be funded can include the maintenance and lighƟng of parks, parkways, streets, roads,
and open space; flood and storm protecƟon services; police & fire protecƟon services; maintenance and
operaƟon of real property. FaciliƟes to be funded can include park, recreaƟon, parkway, and open space
faciliƟes; construcƟon and undergrounding of uƟliƟes (water, natural gas, telephone lines, electric, cable
television); for the acquisiƟon, improvement, or rehabilitaƟon of real property.
Revenue:
The fund collects property tax from residents under the Teeter Plan with the County and is expected to
finish the year on budget or beƩer. Year to date results include accruals for tax payments to be made in
April and are subject to change.
Expenditures:
FY 2024-25 FY 2025-26
San Luis Ranch CFD Actuals Budget YTD Actuals % Expended
Authorized Expenditures 181,313 339,417$ 193,242$ 57%
Transfers 245,664 207,243 155,432 75%
Debt Service 927,450 946,700 562,600 59%
Total Expenditures 1,354,427$ 1,493,360$ 911,274$ 61%
FY 2024-25 FY 2025-26
Avila Ranch CFD Actuals Budget YTD Actuals % Received
Tax Revenue 560,516$ 767,253$ 771,488$ 101%
Total Revenue 560,516$ 767,253$ 771,488$ 101%
FY 2024-25 FY 2025-26
Avila Ranch CFD Actuals Budget YTD Actuals % Expended
Authorized Expenditures 50,435 99,011$ 85,367$ 86%
Transfers 386,517 234,122 175,592 75%
Total Expenditures 436,952$ 333,133$ 260,958$ 78%
Page 305 of 444
20
The fund budgets for authorized services expenditures including maintenance, uƟliƟes, and supplies, and
is expected to finish the year on or under budget. Because the development is new, maintenance costs
are currently lower than revenues. At full buildout it is expected that costs to serve this neighborhood will
exceed revenue and the General Fund will provide services above and beyond what the CFD pays for. All
unexpended funds fall to fund balance and are available for expenditure in future years
Page 306 of 444
21
Capital Improvement Program Update
During the first half of the fiscal year, the City conƟnued to make significant progress in delivering its Capital
Improvement Program (CIP) projects. The capital summary table below provides detail on completed and
ongoing projects through the first two quarters, showcasing efforts to enhance infrastructure, maintain
criƟcal systems, and improve community spaces.
Key projects completed during this period include the Water Resource Recovery Facility Upgrade,
Downtown MulƟ-Space Pay StaƟon InstallaƟon, and sewer replacement projects at Morro and Mill and
Sierra Way. These accomplishments underscore the City's commitment to providing high-quality public
faciliƟes and ensuring long-term reliability of essenƟal infrastructure.
In addiƟon to completed projects, construcƟon resources are dedicated to compleƟng ongoing
construcƟon projects, such as the Mission Plaza Enhancements and the Cultural Arts District Parking
Structure. Both projects are in the City’s downtown core and are highly anƟcipated legacy projects.
Upcoming projects entering construcƟon include EV Bus Charging Infrastructure at the Transit Yard, and
the long awaited Righeƫ Community Park, which is expected to break ground in Spring 2026.
Project Number Project Total Budget Estimated Construction
Completion Date Additional Comments
2000561 Morro and Mill Sewer Replacement $ 2,800,000 Completed
2091219 Water Resource Recovery Facility
Upgrade $ 143,376,754 Completed
2000075-13.01 Jack House Roof and Windows $ 499,554 Completed
2000539-02 Sierra Way Sewer Replacement $ 2,766,449 Completed
2000114-02 City Hall's Finance/IT Remodel $ 1,337,705 Completed
2000574-01 Downtown Multi-Space Pay Station
Installation $ 1,400,000 Completed
2091506-02 Bob Jones Trail Groundwater Well
Drilling (Packet 2) $ 569,037 Completed
2000096 Sewer-main Replacement: Foothill and
Santa Rosa CalTrans $ 598,591 Completed
2090649 Mid-Higuera Bypass $ 11,550,000 Q3 FY 25-26 Construction ongoing.
2091439 Mission Plaza Enhancements $ 3,729,574 Q3 FY 25-26 Construction Ongoing.
2000577-04 1106 Walnut TI $ 1,887,843 Q3 FY 25-26 Construction Ongoing.
2000616 Roadway Paving 2025 $ 9,117,000 Q3 FY 25-26 Construction Ongoing.
2000577-04 1106 Walnut Fence $ 512,734 Q3 FY 25-26 Construction Ongoing.
2000615-01 Grand Ave Striping and Signage
Modifications $ 429,000 Q3 FY 25-26 Construction Started in Q2.
2000117 Cultural Arts District Parking Structure $ 47,000,000 Q3 FY 25-26 Construction Ongoing.
2000402_403 EV Bus Charging Infrastructure $ 1,103,225 Q4 FY 25-26
Construction Starting Q3 FY25-
26
2000054-01 Righetti Community Park $ 13,668,912 Q2 FY 27-28
Construction Starting in Q3
FY25-26
Completed & Ongoing Construction Capital Projects (July 2025 -December 2025)
Page 307 of 444
22
Project
Number Project
TOTAL ESTIMATED
PROJECT COST
(Construction Phase)
Estimated
Construction Start
Date
Additional Comments
2091503 California and Taft Roundabout $ 6,800,000 Q1 FY 26-27
Right of way acquisition in
progress and finalizing
design documents.
Construction start pending
right-of-way resolution,
could slip into Q2 FY27.
2091252 Prado Road Bridge and Road Widening $ 33,100,100 Q2 FY 27-28
Regulatory permits secured.
90% constuction documents
under development. A value
analysis of this project in
coordination with the Prado
Interchange is under
development.
2091613 Prado Road Interchange $ 99,000,000 Q2 FY 29-30
Construction cost reduced by
Council on November 4,
2025 from $124M to $99M.
The consultant team is
currently developing a
supplemental project report
and advancing construction
documents. Supplemental
project report is planned to
be considered by Council in
mid-calendar year 2026.
Status of Major and Legacy Projects in Design
Page 308 of 444
23
Major City Goals Update
This report includes an update on all Major City Goal tasks from the 2025-27 Financial Plan with an original
compleƟon date in the first half of FY 2025-26. As of the second quarter, eleven Major City Goal tasks have
been completed or are on track and four have been delayed. AddiƟonal detail on how each task was
completed or why it was delayed can be found in the tables that follow:
Page 309 of 444
Major City Goal Task Estimated
Completion Status Update
Support the cultural arts, including the Cultural Arts District : c.
Complete the update to the City's Historic Resources Inventory.
Complete initial phase of the project updating the Historic
Preservation Ordinance and Historic Context Statement (Phase 1)
and complete the update of the Historic Resources Inventory (Phase
2). ** (FY 2027 Q4)
FY 2026 Q2
Phase 1 Complete. On December 2, 2025, the City Council held a public
hearing to introduce an ordinance repealing the existing Historic Preservation
Ordinance (SLOMC 14.01) and replacing it with updated provisions, and
adopted a resolution approving updates to the Historic Context Statement.
Following the second reading, the ordinance will become effective on February
13, 2026.
Balance operational needs and infrastructure investments with
consideration of the long-term fiscal sustainability of the City
organization: b. Conduct an RFP process to evaluate banking service
providers that will provide secure banking services at the best value
to the City.
FY 2026 Q2
Complete. On October 7, 2025, the City Council awarded a seven-year contract
to JPMorgan Chase to continue serving as the City’s primary banking services
provider, determining that selecting this provider was in the City’s best
interest.
Facilitate programs and initiatives to support diverse community
engagement and representation: b. Partner with Diversity
Coalition's BIPOC Board Leadership Program to increase
representation of underserved and underrepresented groups on City
Advisory Bodies through a separate training/panel session in
conjunction with the existing program.
FY 2026 Q2
Complete. On Thursday, November 13, at the Ludwick Community Center, the
Office of Diversity, Equity, and Inclusion sponsored and hosted a community
mixer designed to build connections between local nonprofits and community
members. The event created space for nonprofit organizations to share
information about their missions and board opportunities with participants
who had just attended the BIPOC Board Leadership Conference earlier that
day. During the BIPOC Board Leadership Program, the Office of Diversity,
Equity, and Inclusion also presented on City Advisory Bodies and shared clear,
accessible information on how community members can become more
engaged in City and County government. Together, these efforts supported
pathways to civic participation, leadership, and belonging.
Facilitate programs and initiatives to support diverse community
engagement and representation: d. Develop and distribute a “how
to” guide in Spanish and other languages on how to participate in
public meetings and share public comment.
FY 2026 Q2
Near complete. A "How to" Guide has been developed and translated into
Spanish and is currently in the final stages of review. In August 2026, staff will
host a community workshop in the Council Chambers to walk through the
guide in a hands-on and welcoming way. The workshop will offer a deeper
understanding of the content, provide community members with the
opportunity to be present in the Council Chambers, and practice making public
comment in a supportive environment. This approach seeks to strengthen
access, build confidence, and increase community participation by at least 15
percent moving forward.
Facilitate sustainable growth that aligns with climate, economic,
and housing goals: c. Conduct a study session on implications and
implementation of State Fire Hazard maps for local responsibility
areas.
FY 2026 Q2
Complete. A Study Session was held on October 7, 2025, during which Council
provided direction on proposed amendments to the WUI code (adopted
12/2/25), as well as guidance on implementation of the code changes, as
reflected in the meeting minutes.
Promote the expansion and diversification of housing opportunities
for all: b. Create an informational handbook to assist the community
in understanding state and local regulations for the development of
ADUs and the creation of Urban Lot Splits and evaluate options for
adopting pre-approved ADU plans.
FY 2026 Q2
Complete and In Progress. The ADU and Urban Lot Split Guide will be
uploaded to the City website before the end of February 2026. Staff continue
to evaluate options for adopting pre-approved ADU plans, however, with
recent state law changes, architects can request that any of their plans
submitted become "pre-approved" plans and provided on the City's webpage.
Ensure housing is safe, healthy, and affordable, while facilitating
stronger protections for renters: a. Conduct a study session with
the City Council to identify needs and opportunities regarding renter
protections, based on the memo produced in 2024, and receive
direction on items for further consideration and development.
FY 2026 Q2
Complete. A Study Session was held on October 28, 2025, during which Council
provided direction to proceed with near-term strategic actions within the
current work program, advance a Rental Registry study session in February
2026 incorporating Council feedback, and initiate development of a Safe
Housing Strategic Plan in the next fiscal year. Council also directed staff to
conduct additional research on identified policy questions and data gaps
related to rental housing conditions, enforcement, and tenant and landlord
education.
Ensure housing is safe, healthy, and affordable, while facilitating
stronger protections for renters: c. Adopt and implement updated
California Building Standards and local amendments (building code)
FY 2026 Q1
Complete. The updated California Building Standards and local amendments
(building code, fire code, etc.) were adopted by Council on December 2, 2025
via Ordinances 1751 and 1752.
Collaborate with partners to prevent and reduce homelessness : c.
Homeless Services - Meet monthly with CAPSLO to support
effectiveness of the 40 Prado Homeless Service Center, including
updates to Good Neighbor Policy which will be presented to Council
in Q2 of FY25-26.
FY 2026 Q2
Ongoing and Near Complete. Leadership and staff from the City and CAPSLO
continue to meet monthly to collaborate on collective homelessness response
strategic planning efforts and partnership opportunities. CAPSLO will present
updates to Council on their Homeless Services Division's 2025-2028 Strategic
Alignment Plan and the 2025 CAPSLO Good Neighbor Policy at the March 17,
2026 City Council meeting.
On track tasks:
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Major City Goal Task Estimated
Completion Status Update
Advance street safety improvements and support Vision Zero goals
for all road users: a. Start construction of the 2025 Arterials Paving
project which could include streets such as Sacramento Drive, Tank
Farm, and Calle Joaquin depending on available funding.
FY 2026 Q2 Complete. Construction started in September 2025. Due to insufficient
funding, work on Calle Joaquin was excluded from the project.
Support policies and programs aimed at expanding mass
transportation and public transit: a. Execute new SLO Transit
Operations and Maintenance Agreement.
FY 2026 Q2 Near Complete. RFP has been published and responses are due by February
20, 2026. Council item is scheduled for April 7, 2026 to award the contract.
Continue implementation of the Climate Action Plan (CAP) and Lead
by Example (LBE) Plan Work Programs: g. Develop and adopt
internal polices focused on zero emissions buildings, facilities, and
vehicles (LBE)
FY 2026 Q2
FY 2026 Q4
Delayed. An internal review draft has been written and is currently under
review. Staff expects the internal policies to be completed and enforced by FY
2026 Q4.
Facilitate sustainable growth that aligns with climate, economic,
and housing goals: b. Conduct a study session on the status of the
City's growth management regulations.
FY 2026 Q2
FY 2026 Q3
Delayed and Recommended Change. Given emergent community needs and
an impacted agenda forecast, this item has been moved to FY 2026 Q3 and is
recommended to be presented to Council in memo format rather than as a
study session during this financial plan.
Support the cultural arts, including the Cultural Arts District : a.
Complete the construction of the Mission Plaza Project to enhance
the experience of the plaza and downtown.
FY 2026 Q2
FY 2026 Q3
Delayed and Near Complete. Project construction is expected to be complete
by March. Completion is behind schedule due to weather and contractor
delays. The tenant lease for the kiosk has been executed with the owners of
Linnea's.
Build out park infrastructure to support community recreation and
accessibility: a. Start construction of Righetti Ranch Park (Phase 1).
FY 2026 Q2
FY 2026 Q4
Delayed and Near Complete. On December 2, 2025 the Council awarded a
construction contract for the Righetti Community Park, anticipated to begin in
Spring 2026. Components of the park scheduled for construction include the
fields, playground, and restrooms, as well as the pickleball courts and bike
pump track.
Delayed tasks:
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Item 6b
Department: Public Works
Cost Center: 9501
For Agenda of: 2/17/2026
Placement: Public Hearing
Estimated Time: 60 min
FROM: Aaron Floyd, Public Works & Utilities Director
Prepared By: Luke Schwartz, Transportation Manager
SUBJECT: REQUEST TO ADVERTISE THE HIGUERA COMPLETE STREETS AND
REVISED 50 HIGUERA W IDENING PROJECTS FOR CONSTRUCTION
RECOMMENDATION
Higuera Complete Streets Project
1. Adopt a Draft Resolution entitled, “A Resolution of the City Council of the City of San
Luis Obispo, California, Authorizing Appropriation of $2,000,000 from the
Infrastructure Investment Fund to support the Higuera Complete Streets Project,
Specification Number 2001057” (Attachment A); and,
2. Adopt a Draft Resolution entitled, “A Resolution of the City Council of the City of San
Luis Obispo, California, Accepting a Future Automobile Level of Service Deficiency at
the Intersection of Higuera Street and Los Osos Valley Road in Connection with the
Higuera Complete Streets Project, Specification Number 2001057” (Attachment F);
and,
3. Authorize transfers to the Higuera Complete Streets Project (Account 2001057) from
the following capital project accounts:
a. $500,000 from Prado Creek Bridge Replacement (No. 2091252)
b. $204,847 from Active Transportation Plan Implementation (No. 2000608)
c. $100,000 from Vision Zero Implementation (No. 2000073)
d. $50,000 from the Traffic Signal Maintenance & Replacements (No. 2001003)
e. $120,000 from Water Valve Cover Adjustments (No. 2001005)
f. $50,000 from Sewer Valve Cover Adjustments (No. 2000084); and,
4. Approve the project plans and specifications, authorize the City Engineer to approve
any minor refinements to final plans and specifications prior to advertisement, and
authorize staff to advertise for bids for the Higuera Complete Streets Project,
Specification Number 2001059; and,
5. Authorize the City Manager to award the Construction Contract for the Higuera
Complete Streets Project pursuant to Section 3.24.190 of the Municipal Code for the
bid total, if the lowest responsible bid is within the publicly disclosed funding amount
of $12,960,700; and,
6. Authorize the City Engineer to approve Contract Change Orders for the Higuera
Complete Streets Project up to the available project budget, including any
amendments authorized by the City Manager; and,
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7. Authorize the use of up to $200,000 in unspent Higuera Complete Streets Project
capital funds to support increased street sweeping obligations following project
completion.
50 Higuera Widening Project
8. Approve project plans and specifications for the revised 50 Higuera Widening Project,
Specification No. 2091294; and,
9. Authorize staff to advertise for bids for the 50 Higuera Widening Project, Specification
No. 2091294; and,
10. Authorize the City Manager to award the Construction Contract for the 50 Higuera
Widening Project if the lowest responsible bid is within the Engineer’s Estimate of
$315,000; and,
11. Authorize the City Engineer to approve Contract Change Orders for the 50 Higuera
Widening Project up to the available project budget; and,
12. Approve the transfer of $22,600 from the 50 Higuera Widening Project Account (No.
2091294) to the New Streetlights CIP Account (No. 2001016); and,
13. Authorize the Finance Director to approve the transfer of any remaining unspent State
Urban Highway Account project funds not required for construction of the 50 Higuera
Widening Project to the Higuera Complete Streets Project (Specification No.
2001057).
REPORT-IN-BRIEF
This agenda item requests that the City Council approve plans and specifications and
authorize two closely-related projects on the Higuera Street corridor to be advertised for
construction:
1. the Higuera Complete Streets Project, and
2. the revised 50 Higuera Widening Project.
While both projects advance traffic safety improvements on Higuera Street, they have
different scopes, funding sources, and grant-related delivery requirements, and must be
constructed in a specific sequence under separate contracts. The following report
provides more information on each project, including the relationship between the two.
Higuera Complete Streets
The Higuera Complete Streets Project (the “Complete Streets Project”) advances the
City’s highest-priority infrastructure recommendation identified in the 2021 Active
Transportation Plan (ATP) and supports the mode shift priorities of the General Plan and
Climate Action Plan, the Vision Zero goal to reduce severe traffic crashes, and the City’s
Major Goal of Infrastructure and Sustainable Transportation. This project has been
consistently ranked as the top infrastructure priority by the City’s A ctive Transportation
Committee (ATC) and prioritized by the City Council for funding in the City’s Capital
Improvement Plan.
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The Complete Street Project advances improvements to walking, bicycling and overall
traffic safety along the Higuera Street corridor from Marsh Street to Los Osos Valley Road
and strengthens east-west active transportation connections via Madonna Road and the
Meadow Park neighborhood. Improvements include pavement rehabilitation, refreshed
roadway striping, more than 50 enhanced crosswalks, ADA curb ramp and signal
upgrades, a new traffic signal at Higuera/Elks, over two miles of physically protected bike
lanes, a four-lane to three-lane “road diet”1 between Bridge Street and Margarita, and
other measures to reduce illegal motor vehicle speeds and improve safety for all road
users.
Final designs were informed by public input provided over nearly three years of project
development and based on specific feedback provided by the City Council during the
February 4, 2025 Council Study Session. Emergency access and evacuation needs were
also a key consideration in guiding final project planning and recommendations for pre -
and post-project monitoring and ongoing coordination between City Public Works and
emergency services, as discussed in detail herein.
The Complete Streets Project is fully designed and construction-ready, with over $9
million in secured outside grant funding, including $6.9 m illion from the Caltrans Active
Transportation Program (ATP Cycle 6). The purpose of this item is to request that the
Council approve the final Project plans and specifications, approve additional funding
appropriations needed to advance to construction, and authorize staff to advertise th is for
construction bids.
50 Higuera Widening Project:
In addition to the Complete Streets Project, a separate, but related capital project is also
presented herein—the revised 50 Higuera Widening Project (the “Road Widening
Project”). This project has been in development for several years and was already
approved for construction by the City Council on April 15, 2025. However, due to
significant environmental concerns involving designated heritage trees that were
discovered prior to breaking ground, the Road Widening Project is no longer considered
feasible at this time as originally designed. The purpose of the Road Widening Project,
which has been advanced to this stage via a Federal Highway Safety Improvement
Program (HSIP) grant, is to provide width for a center turn lane on Higuera Street between
Bridge Street and Elks Lane to address an ongoing collision pattern with left turns in/out
of driveways. A revised design approach has been prepared to accomplish the intent of
adding width for a center turn lane, albeit with a smaller area of road widening and revised
roadway striping configuration. The roadway widening extents that remain will provide
width to add a center turn lane at Bridge Street, which could not be accomplished without
widening the roadway width. South of Bridge Street, the 50 Higuera Widening Project
would effectively advance a portion of the “road diet” planned with the Higuera Complete
Streets Project, but needs to be advanced prior to the Complete Street s Project and via
1 A “road diet” involves motor vehicle lane reductions or narrowing, often involving reallocation of this
roadway width for other uses, such as addition of on-street parking, turn lanes, bicycle lanes or
pedestrian facilities. Per FHWA, 4-lane to 3-lane road are a proven safety countermeasure with potential
to reduce crashes by 19-47%.
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a separate construction contract due to federal grant restrictions. This project will carry
forward improvements identified in the Higuera Complete Streets Project so that it is a
seamless transition for all roadway users. Staff is requesting that Council approve the
revised project plans and specifications and authorize staff to advertise the revised Road
Widening Project for construction.
Pending Council approval, both the Complete Streets Project and Road Widening Project
would be advertised for construction in winter of 2026. The Road Widening Project would
start construction in spring 2026 and take approximately one month to complete. The
Complete Streets Project would most likely begin construction early summer 2026
following completion of the Road Widening Project, and continue through summer 2027.
POLICY CONTEXT
Higuera Complete Streets Project
The City’s ATP recommends improvements to bicycling and walking along the Higuera
Street corridor as a Tier 1 (highest priority) project. The Complete Streets Project
advances these improvements along Higuera Street and improves connectivity to other
cross-town active transportation routes to the east and west of the Higuera corridor. To
date, the Complete Streets Project has been prioritized in the 2023 -25 and 2025-27
Capital Improvement Plans for funding to support planning, environmental review, design
and construction, and the City’s Active Transportation Committee (ATC) identified this
project as their top funding priority for FY2023-25 and FY2025-27.
The Complete Streets Project supports the City’s General Plan Circulation Element and
Climate Action Plan’s sustainable transportation goals and mode shift objectives, and
directly aligns with the City’s current Major City Goal of “Infrastructure and Sustainable
Transportation”.
The Complete Streets Project also advances the planned closure of Walker Street at
Higuera as recommended in the Mid-Higuera Enhancement Plan, and implements
several safety improvements recommended in the City’s Draft Vision Zero Action Plan2.
As noted in the Draft Vision Zero Action Plan, Higuera Street is part of the City’s High-
Injury Network—the 10% of city road miles where 75% of fatal and severe injury collisions
have occurred. Safety improvement recommendations were identified based on a data-
driven analysis of ongoing crash trends along the Higuera Street corridor, including 11
fatal or severe injury crashes that have occurred on Higuera Street between Marsh and
Los Osos Valley Road between 2018 and 2023. Over this time period, approximately 29%
of all fatal crashes in San Luis Obispo occurred on this segment of Higuera Street.
The recommended actions for the Complete Streets Project funding appropriation and
contract award are supported by the City Council’s adopted Capital Improvement Plan
2 The Vision Zero Action Plan is currently in draft form and scheduled for final review and potential
adoption by the City Council in spring of 2026. Visit the City’s Traffic Safety (Vision Zero) Website for
more information on the Action Plan and traffic safety data.
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(CIP) as well as its Fund Balance and Reserve Policy. The City’s Fund Balance and
Reserve Policy states that the City will maintain a designated fund for the purpose of
funding infrastructure projects that contribute to improved economic development and
enhanced quality of life in San Luis Obispo—the Infrastructure Investment Fund (IIF). The
use of IIF funds must support a project that would not otherwise be feasible due to
economic timing or issues outside of control of the project proponents or the City. The
recommended use of the IIF to supplement the Complete Streets Project is consistent
with this policy in that these funds would support a project that would improve community
safety and mobility, and would not otherwise be economically feasible without this
funding, and will offset construction cost escalations that have occurred since the project
was originally scoped. This action will also leverage and avoid forfeiture of the more than
$9 million in outside grant funding already secured for the project.
50 Higuera Widening Project
The City’s General Plan Circulation Element and Mid-Higuera Enhancement Plan identify
plans to widen various segments of Higuera Street to provide width for continuous center
medians/left-turn lanes. The 50 Higuera Widening Project (“Road Widening Project”)
would accomplish the goal of providing a center turn lane along the stretch of Higuera
Street between Bridge Street and Elks Lane, while also advancing traffic safety
recommendations from the City’s Draft Vision Zero Action Plan for this portion of Higuera
Street. The Widening Project would not advance the full road widening extent as originally
proposed and as contemplated in the Circulation Element and Mid-Higuera Enhancement
Plan at this time due to environmental constraints but would not preclude future
implementation of further road widening.
With regards to both the Complete Streets and Road Widening Projects, California
Government Code §830.6 establishes design immunity, protecting public entities from
liability for injuries caused by a plan or design of public improvements when the design
was approved in advance by a discretionary authority and supported by substantial
evidence, even if the design later proves dangerous. The recommendation for the City
Council to approve the project plans, and to authorize the City Engineer to approve any
minor refinements to the project plans prior to construction advertisement, helps affirm
the City’s design immunity in advancing these projects.
DISCUSSION
Higuera Complete Streets Project Background
In 2021, the City Council adopted the City’s first ATP, providing a blueprint to improve
bicycling and walking as modes of transportation and to support the City’s climate action,
mode shift, and traffic safety goals. The ATP identifies a list of infrastructure projects
organized by tier, with “Tier 1” projects representing the highest -priority projects with the
greatest potential to increase bicycle and pedestrian mode share and reduce existing
collision trends. Following adoption of the ATP, the City’s Active Transportation
Committee (ATC) ranked the Higuera Street corridor as the top ATP Tier 1 project to
advance for development. Since early 2022, staff have completed preliminary planning,
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secured over $9 million in outside grant funding, completed a traffic operations study and
environmental technical studies, and conducted significant public outreach, including a
Council Study Session held on February 4, 2025 (see section further below for more
details on Study Session feedback). Final construction documents are now complete,
and staff is requesting that the Council approve final plans and specifications and
authorize advertisement of this project for construction bids.
Higuera Complete Streets Project Scope
The Project scope includes Higuera Street as a primary north/south backbone corridor
from Marsh Street south to Los Osos Valley Road, with additional improvements along
Madonna Road to the west and through the Meadow Park neighborhood to the east to
complete connections between the Higuera Street corridor and other prominent active
transportation routes to the east and west. A project vicinity map is provided below.
The project includes improvements for all road users, traffic calming elements to address
illegal speeding, as well as enhancements to improve safety. At its core, the project
repurposes existing street width to improve safety, reduce severe crashes, and add
protected space for people walking and biking, while maintaining access for emergency
vehicles. Below are some of the improvements included in the project plans:
a) Pavement repairs and roadway sealing along full project extents
b) >50 upgraded/new pedestrian crosswalks, ADA upgrades at >70 pedestrian ramps,
addition of ADA audible pedestrian signals at six (6) intersections
c) Closure of Walker Street at Higuera/Pacific as recommended in the Mid -Higuera
Enhancement Plan
d) Installation of a new traffic signal at the Higuera/Elks intersection
e) High-visibility traffic signal backplates with yellow reflective borders to reduce red light
running at all signals within Project limits
f) Addition of protected only left turns (green arrow only for lefts) at the Higuera/Los Osos
Valley Road intersection
g) Addition of dedicated bicycle crossing traffic signal phases on southbound Higuera
Street at Madonna and Los Osos Valley Road intersections
h) Addition of radar speed feedback signs to discourage illegal speeding
i) Reconfiguration of Higuera Street to one auto lane in each direction from just north of
Margarita Avenue to just south of Bridge Street (“road diet”) to provide width for a
center median/turn lane, buffered/protected bike lanes, and to reduce speeding. No
traffic lane reductions are proposed anywhere else on Higuera Street.
j) Neighborhood greenway connections to Hawthorne Elementary School and Broad
Street, including traffic calming within the Meadow Park neighborhood on streets with
existing speeding concerns
k) Addition of green bike lane markings to increase visibility at intersection and driveway
conflict areas
l) Installation of over two (2) miles of physically protected bike lanes (see focused
discussion later in this report regarding bikeway separation).
m) Addition of Emergency Vehicle Preemption (EVP) equipment at all City-controlled
traffic signals currently lacking this equipment within project limits.
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Figure 1: Higuera Complete Streets Project Vicinity Map
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Final Complete Streets Project plans and specifications are provided for review. A
simplified summary of the Higuera Complete Streets Project improvements is also
provided as Attachment B.
February 2025 Higuera Complete Streets Council Study Session Feedback
On February 4, 2025, a City Council Study Session3 was held to present draft (65%-level)
project designs and invite input from the community and Council to guide final designs.
Specific feedback provided by the Council, is summarized as follows:
1. Higuera Street Road Diet Limits – The Council majority supported retaining the
limits of the proposed 4-lane to 3-lane “road diet” on Higuera Street between
Bridge Street and just north of Margarita Avenue as initially proposed, with
additional direction to pursue expanding width of the center turn lane and timing of
new Higuera/Elks traffic signal to improve access for drivers exiting the Chumash
Village driveway.
2. Protected Bikeway Separation – The Council majority was supportive of using flex
posts as vertical separation for protected bike lanes along most of the corridor but
supported trying concrete curbs for bikeway separation along the “road diet”
segment of Higuera Street between Bridge Street and Margarita where sufficient
width is available, if financially feasible. Council also provided direction to make
any concrete curbs as visible as possible and expressed support for designing
concrete bikeway separation so that it could be modified or removed in the future,
3 For more information on February 4, 2025, Council Study Session, see staff report and meeting minutes
(see Agenda Item 7).
Figure 2: Proposed Road Diet Limits on Higuera Street
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if needed, without significant effort/cost.
3. Higuera Street & Los Osos Valley Road Design – The Council majority supported
the Study Session “Option 2” design strategy for the Higuera/Los Osos Valley
Road intersection, which involved adding a dedicated bicycle signal phase to
separate the southbound bike lane from conflicts with right-turning vehicle traffic.
4. Madonna Overpass Bikeway – The Council majority provided feedback to staff to
continue further planning and design efforts for a potential shared -use path on
Madonna Road as a future project following the Higuera Comp lete Streets Project,
as staffing and funding resources allow. (Preliminary concept design provided
here).
Staff has incorporated this feedback into the final Project plans, but would like to highlight
the following updates:
Chumash Drive Access – While Council direction at the February 2025 Study Session
did not recommend modifying the proposed Higuera Street road diet limits to avoid
reducing traffic lanes at the Chumash Drive driveway, staff has conducted additional
analysis and incorporated recommendations into the final project designs and post-
project monitoring strategies to try and reduce potential concerns regarding ingress
and egress for Chumash Drive residents.
a) A focused analysis of traffic operations at the Higuera Street/Chumash Drive
intersection for existing and future traffic conditions concluded that the
Complete Streets Project would add 3-5 seconds/vehicle of additional delay on
average exiting Chumash Drive during peak periods, add no additional delay
entering Chumash Drive, and the intersection would operate at acceptable level
of service (LOS) C or better during peak hour traffic periods with or without the
project.
b) A signal warrant analysis was conducted for the Higuera/Chumash Drive
intersection based on California Manual on Uniform Traffic Control Devices
(CAMUTCD) standards to confirm if a traffic signal could be considered for this
intersection. Based on current traffic conditions and state engineering
standards, a traffic signal is not currently warranted at this location.
c) It is expected that the new traffic signal at the Higuera/Elks intersection will
create more gaps in southbound traffic flows downstream on Higuera at
Chumash Drive, which should create more opportunities for drivers to turn left
when exiting Chumash Drive compared to existing conditions. The traffic
operations analysis results noted above conservatively do not reflect the
potential benefits of this new upstream traffic signal.
d) Radar speed feedback signs have been added to the project plans, including
signs placed for eastbound and westbound traffic upstream of the Chumash
Drive intersection. The intent of these signs are to encourage slower speeds
on Higuera Street approaching Chumash Drive, which can make it easier for
drivers exiting Chumash Village to find gaps in traffic to turn onto Higuera.
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e) Additional red curb paint and NO PARKING signs were installed at Chumash
Drive in 2025 to address concerns with illegal parking in the driveway line -of-
wight. Final plans for the Complete Street Project further reinforce these
parking restrictions and increase the width of the center turn lane, which
provides more flexibility for drivers to turn left out of Chumash Drive in two
stages and more clearance for emergency vehicle response. The graphics
below provide more detail on the project designs at the Chumash Drive
intersection. The plans also add high-visibility ladder crosswalk markings to
increase visibility of pedestrians at this intersection.
f) Staff recommends collecting existing and post-project data on average delays
for drivers entering/exiting Chumash Village to confirm potential increases in
driver delay. Results will be shared with the City Council, and potential remains
to implement striping modifications in the future to restore the existing traffic
lane configuration at this location if the City Council determines that potential
increases in delay are unacceptable. See further detail later in this report on
post-project monitoring strategies.
Existing and proposed street designs at the Higuera Street /Chumash Drive intersection
are further illustrated in the figures below.
Figure 3: Existing and Proposed Street Configuration of Higuera Street at
Chumash Drive (Cross Section View)
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Figure 4: Existing and Proposed Street Configuration of Higuera Street at
Chumash Drive (Birds Eye View)
Update on Protected Bikeway Separation – The Final Plans include the addition of
pre-fabricated concrete curbs for protected bikeway separation along the “road diet”
segment of Higuera. Pre-cast curbs are manufactured off site, then placed directly on
top of the roadway and pinned into place (imagine a large parking lot wheel stop), so
that they can be moved/removed easily. However, due to cost concerns, these
concrete bike curbs are included in the current construction documents as a “Bid
Additive Alternate”, with flex posts included as the exclusive form of bikeway
separation in the Project “Base Bid”. Concrete curbs are estimated to add $300,000 -
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$500,000 in project costs, and there is concern that there may be insufficient funding
to accommodate this if bid prices exceed current estimates. For this reason, staff
recommends bidding the concrete curbs as an “additive alternate”, which will help
confirm the exact cost for this design option and provide flexibility for staff to (a) choose
to include this component in the construction contract award if funding allows, or (b)
install flex posts only as the “base bid” if current funding cannot support adding the
concrete features.
Figure 5: Example Photo of Pre-Cast Concrete Bikeway Curbs in Bid
Additive Alternative for Higuera (Bridge to Margarita)
Update on Madonna Shared-Use Path – Staff has progressed as far as current
funding allows for development of preliminary plans for a future shared-use path along
the Madonna Road Overpass. While the ATC, City Council, and community members
have expressed clear interest in advancing this as a future project, no funding is
currently programmed in the 2025-27 Financial Plan to advance with further feasibility
studies, environmental review, or formal design work. Staff has a coordination
meeting scheduled with Caltrans in early 2026 to discuss preliminary concepts,
feasibility, and project development path moving forward, which will help guide future
staffing and financial resource planning if Council supports prioritizing this project for
funding in future budgeting opportunities. It should be noted that there are several
complex considerations and unknowns that may affect the path forward with this
project, including potential constraints with modifying the existing Madonna Road
Overcrossing bridge structure, drainage and utility conflicts, and need for Caltrans
review, permitting and approval of proposed designs, including a likely need for
approval of features that do not meet Caltrans design standards for traffic lane and
shoulder widths, which are more conservative than requirements for a local city street.
The current design approach for the Higuera/Madonna intersection provides benefits
with the current bikeway configuration on Madonna Road, while also allowing for a
seamless connection to a future shared-use path on the north side of Madonna Road,
if this path extension can be constructed in the future, avoiding the need for costly
reconstruction of this intersection again in the future.
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Background on 50 Higuera Widening Project and Revised Design
On April 15, 2025, the City Council approved plans and specifications and authorized staff
to advertise the 50 Higuera Widening Project for construction. Given recent City
experience with tree conflicts on major capital projects, staff elected to reevaluate
potential impacts on the heritage trees located adjacent to the project before initiating
construction and commissioned an updated arborist evaluation prior to breaking ground.
As originally planned, this project included roadway widening along a 600-foot stretch of
Higuera Street fronting the Caltrans District 5 offices at 50 Higuera Street. The primary
intent of this road widening was to provide additional width for a two-way left turn lane—
the existing roadway has two lanes in each direction and no left turn lanes, which
contributes to an ongoing trend of crashes at driveways and intersections. For reference,
the proposed limits of road widening, as originally planned, are shown in the figure below
(Figure 4).
The City previously secured federal grant funding through the Highway Safety
Improvement Program (HSIP), completed environmental review, plans and
specifications, and secured easements from Caltrans needed to const ruct the Project.
However, staff have since encountered significant and unresolvable constraints that will
not allow for construction of this project as originally envisioned.
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Figure 5: 50 Higuera Road Widening Extent as Originally Planned
Environmental Constraint Precluding Original 50 Higuera Roadway Widening Design
Both California Environmental Quality Act (CEQA) and National Environmental Policy Act
(NEPA) environmental review were previously completed for the Road Widening Project.
As part of the review, an independent Arborist Report was prepared in 2016 to evaluate
potential impacts to existing trees that exist on Caltrans property along the 50 Higuera
Street frontage, including seven (7) Heritage Trees4. These trees were planted between
1930 and 1950 and officially designated as Heritage Trees by the City Council on
September 7, 2010, due to their unique addition to the historic and horticultural
development of the city. More details are provided in the September 7, 2010, staff report
and corresponding resolution.
4 The City’s website provides more information on the Heritage Tree Program. A GIS map with more
information on specific heritage trees in San Luis Obispo is also available here.
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Figure 6: Incense Cedar and California Sycamore Heritage Trees Fronting 50
Higuera Street
The road widening would encroach near these trees, but the 2016 Arborist report
concluded that the trees could be preserved by modifying the alignment of a portion of
the new sidewalk and by implementing a tree protection plan during construction.
Preservation of these trees was an important assumption in the CEQA/NEPA
environmental impact determination for the original project. Project designs and
construction specifications were previously finalized in accordance with these
recommendations.
Considering significant challenges with unanticipated tree conflicts encountered during
construction of other recent City capital projects (including the Mission Plaza
Enhancements Project and the Cultural Arts District Parking Structure), in spring of 2025,
staff decided to commission an updated Arborist Report from a third-party consultant out
of an abundance of caution before initiating construction on the 50 Higuera Widening
Project. Unfortunately, the updated 2025 Arborist Report presented more troublesome
findings regarding tree conflicts and concluded that (a) the proposed road widening would
present a severe risk to several of these Heritage Trees, and (b) even a well-crafted tree
protection plan could not reasonably shield these trees from a high likelihood of long-term
decline, structural instability, or death. The City Arborist has conducted additional field
observations and reviewed the updated 2025 Arborist Report and concurs with the finding
that the road widening project as originally planned would present significant risk to these
Heritage Trees that cannot be effectively mitigated.
Per Section 12.24 of the City Municipal Code (Tree Regulations), designated heritage
trees must be protected and maintained and are prohibited from removal unless the City
Arborist authorizes the removal based on poor tree health or hazard to public safety or
property. At this time, there is insufficient justification to remove these trees based on
these factors. Removal of these Heritage Trees or proceeding with construction despite
the documented risk of causing severe harm to these trees would not only conflict with
City policy but would also conflict with the previous CEQA and NEPA environmental
approvals for this project.
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Based on these concerns, staff has concluded that the 50 Higuera Widening Project could
not proceed as originally planned, and a modified project design is recommended with
this staff report.
50 Higuera Widening Project Redesign
Staff is proposing a revised design for the Road Widening Project that would accomplish
the primary intent of this safety project—provide a center left turn lane along this street
segment—through roadway restriping and a smaller area of road widening near Bridge
Street where there are no tree impacts.
The modified design would involve restriping the two (2) existing northbound traffic lanes
on Higuera Street between Elks Lane and Bridge Street to one (1) through traffic lane
and one (1) one center turn lane. This design would provide the safety benefits of
providing a two-way left-turn lane, as required per the HSIP grant, without requiring the
full road widening and risking tree impacts. Essentially, this would implement half of the
future road diet proposed with the Higuera Complete Streets Project (see further
discussion on the Complete Streets Project below). Attachment E shows the typical street
cross section for (a) the roadway widening project as originally envisioned, (b) the revised
project design, and (c) the proposed ultimate cross section with completion of the future
Higuera Complete Streets Project.
Final plans and specifications for the revised project have been prepared, and the
modified design approach has been approved by Caltrans, who administers the federal
HSIP grant program in California. The revised design continues to meet the safety
objectives and grant requirements of the HSIP program. Staff is now requesting that
Council approve these construction documents and authorize staff to advertise the project
for construction bids.
Relationship between Higuera Complete Streets and 50 Higuera Widening Projects
Ideally, the road widening proposed with the 50 Higuera Widening Project would simply
be added to the Complete Streets Project plans and implemented cohesively under a
single construction contract. However, because the 50 Higuera Widening Project includes
funding from a federal HSIP grant, incorporating this work into the Complete Streets
Project would in turn “federalize” the Complete Street s Project, adding the need for
additional environmental review per federal standards (NEPA), more complex and
onerous bidding requirements, financial reporting, and administrative obligations that
come with a federally funded project. Failure to construct the 50 Higuera Widening
improvements per federal requirements could require the City to re-pay the approximately
$400,000 in HSIP grant funds already expended for pre-construction work. For this
reason, staff recommends advancing these improvements as two stand-alone
construction projects. See “Next Steps” discussion below for more information on
construction timing of each project.
Emergency Response and Evacuation Considerations
Based on a detailed review of project plans and analysis of evacuation considerations
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with city emergency services, staff does not expect the proposed improvements to
substantially interfere with regular emergency response or the ability of properties to
effectively evacuate along the Higuera Street corridor during an emergency event. While
certain street design strategies—specifically the proposed traffic lane reductions (“road
diet”) and traffic calming features (i.e. lane narrowing, protected bike lane vertical
elements)—are likely to result in modest increases in evacuation times compared to
existing conditions, total evacuation clearance times along the Higuera Street corridor are
estimated to remain within typical benchmarks used for urban evacuation planning. Still,
as discussed further below, Public Works staff is committed to ongoing monitoring and
coordination with local emergency services during and after construction of these
improvements, and is prepared to implement minor refinements to projec t designs if
needed to address unanticipated concerns. See detailed discussion below for more
information on emergency response and evacuation analysis.
While the 50 Higuera Widening and Higuera Complete Streets Projects have been
designed to ensure compliance with all state and local requirements for emergency
vehicle access, as discussed at the February 2025 City Council Study Session, it is also
important to review final design details closely with emergency service provide rs,
specifically the City Fire Department (SLO Fire) and Police Departments (SLO PD) to (a)
minimize potential for increases in emergency response delays and (b) ensure that the
proposed Project would not present any significant impediment to the ability t o evacuate
during a large-scale emergency event.
Balancing street designs that prioritize day-to-day traffic safety while simultaneously
accommodating rapid emergency response and surge traffic during potential evacuation
events is a constantly evolving challenge. Design elements that are proven traffic safety
countermeasures—such as narrower auto lanes, road diets, separated bike lanes, and
enhanced pedestrian crossings—can reduce illegal speeding and improve safety under
normal conditions, but may also introduce friction for emergency vehicles that need to
move quickly and bypass traffic during emergency events. City Public Works and
emergency services (SLO Fire and SLO PD) have been collaborating closely on this topic
through development of the Draft Vision Zero Action Plan and will continue to work in
unison to make informed recommendations on each roadway improvement that balance
these priorities with an overarching goal to improve overall public safety.
Based on previous review of the Higuera Complete Streets Project with emergency
services, the following design refinements have been incorporated into final project plans
to reduce potential for impacts to day-to-day emergency response:
a) Flex posts are used as the primary form of protected bikeway separation. Flex
posts have a narrow profile and can be easily adjusted/removed if needed or
mounted by a vehicle in a dire emergency. Bikeway vertical elements are omitted
at intersection approaches, near fire hydrants, and where raised center medians
exist to retain extra road clearance for emergency vehicles.
b) Wherever possible, the width of the striped center turn lane/median on Higuera
has been increased to allow more flexibility for emergency vehicles to use this
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space to bypass other vehicles during an emergency.
c) Emergency Vehicle Pre-emption Equipment (EVP)5 will be added as part of the
project at all city-owned traffic signals within the project limits that currently lack
EVP equipment, such as Higuera/South, Higuera/Madonna and
Higuera/Margarita. GPS EVP detection equipment is added (in addition to existing
infrared-based detection) at select intersections to improve upstream detection
and add more time to clear traffic ahead of an emergency vehicle.
d) EVP equipment upgrades for SLO Fire and SLO PD vehicl es have been funded
as part of the South/King Crossing CIP Project and are expected to be installed
prior to completion of the Higuera Complete Streets Project.
e) The closure of Walker at Higuera has been designed in a way that closes the street
to unauthorized vehicles, while preserving pedestrian safety and retaining access
for maintenance and emergency response when needed by using removable
bollards.
Further, the future addition of Fire Station #5 near the Avila Ranch development, which
could be operational as an interim station within the next two to three years, is expected
to significantly improve the day-to-day emergency response capabilities within the
southern portion of the city, including response to the South Higuera corridor.
As part of the City’s in-progress work on a Citywide Evacuation Study, a focused
evacuation study was prepared for the Higuera Street corridor (Attachment C) to evaluate
potential changes to evacuation times with addition of the Complete Streets Project. The
evacuation study, prepared by the San Luis Obispo Community Fire Safe Council, models
evacuation conditions for the following potential emergency events that could impact
Higuera Street:
Evacuation Scenario A: A fire or flooding event along San Luis Obispo Creek affecting
creek-adjacent neighborhoods west of Higuera Street between Prado Road and Los
Osos Valley Road (Evacuation Zone SLO-024)6.
Evacuation Scenario B: A wildfire in the South Hills Open Space (Evacuation Zone
SLO-025), requiring evacuation of the Margarita Area, Chumash Village and
surrounding neighborhoods.
This analysis conservatively assumes the worst-case evacuation demand, with a potential
large-scale emergency event occurring at a time where most residential and commercial
properties are occupied and need to evacuate immediately. To evaluate the effects of the
Complete Streets Project, the roadway capacity on Higuera Street was modified to reflect
5 EVP equipment allows emergency vehicles to communicate with a downstream traffic signal to prioritize
green lights in the direction the vehicle is traveling. This helps queued traffic to clear out of the way of an
approaching emergency vehicle and improves safety for first responders by holding red lights for all
conflicting intersection approaches. A key recommendation in the City’s Draft Vision Zero Action Plan
(Post-Crash Care Chapter) is to invest in EVP upgrades throughout the city to improve EMS response
times.
6 Evacuation Zone boundaries can be viewed on the following map, or the www.prepareslo.org website.
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the proposed 4-lane to 3-lane road diet between Bridge Street and Margarita and
assuming a 5 mph reduction in operating speeds along the full Higuera Street corridor
due to the proposed traffic calming and complete streets design features. The table below
summarizes the estimated evacuation clearance times for each emergency event with
and without the Complete Streets Project.
Table 1 – Evacuation Clearance Times with and without the Higuera Complete
Streets Project
Zone Emergency
Type
Evacuation Clearance Time
Change Existing
Conditions
Complete
Street
Project
SLO-024 (SLO
Creek w/o
Higuera Street)
Flood 107 min 117 min +10 min
Fire 100 min 114 min +14 min
SLO-025
(South Hills) Fire 95 min 103 min +8 min
The analysis estimates that during a worst-case evacuation event, the addition of the
Complete Streets Project could increase evacuation clearance times by approximately 8 -
14 minutes compared to existing conditions. Actual evacuation times would vary based
on incident conditions, evacuation activation notice, and public response; however, the
modeled clearance times provide a reasonable, if not conservative, planning-level
estimate consistent with accepted practices to guide emergency preparedness and
planning decisions.
Currently, there are no specific Federal, State or locally adopted performance thresholds
for maximum evacuation times; however, the evacuation study states that the modeled
evacuation clearance times remain within two hours, which is commonly used as a
performance benchmark for urban neighborhood-scale evacuation planning. It is
important to note that every evacuation involves numerous variables that can affect
overall clearance times. The type of incident, such as flood, fire, hazardous materials
release, or civil disturbance, presents different operational challenges, and evacuation
timelines may need to be adjusted accordingly. Under certain conditions, evacuations
could reasonably take longer than two hours; however, the two-hour benchmark is used
as a planning assumption, providing a consistent baseline against which evacuation
strategies, infrastructure constraints, and operational decisions can be evaluated.
The study concludes that with proper evacuation noticing, effective public communication
and coordinated traffic management strategies, the transportation network is expected to
continue to function acceptably during an emergency evacuation event with or without the
Complete Streets Project.
To minimize potential increases in emergency response and evacuation times in
conjunction with the Complete Streets Project, staff propose the following actions prior to
and during construction:
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1. Evacuation Signal Timing Plans: Prepare pre-programmed traffic signal timing
plans at intersections along the Higuera Street corridor that could be activated
during an evacuation event to prioritize movement of traffic away from the hazard
area. (Transportation Engineering staff will implement these timing plans prior to
start of construction).
2. Construction Coordination:
a. Schedule a pre-construction meeting between City Public Works and
emergency services staff to coordinate project construction phasing,
construction schedule and strategies to minimize impacts to emergency
response during construction activities. (Public Works staff will arrange a pre-
construction meeting with local emergency services representatives and
continue with regular updates and communication during construction).
b. Retain at least one lane open to traffic in each direction on any primary
emergency response routes affected during construction. (Project bid
documents require that the contractor always retain one lane of traffic in each
direction on Higuera Street and Madonna Road, unless otherwise approved by
City emergency services. The construction documents also require the most
disruptive work on these major roadways to be scheduled as night work, where
feasible).
In addition to the above recommendations, staff will also monitor post-construction
performance and will be prepared to quickly implem ent refinements to project designs as
needed if any concerns are identified by local emergency response providers. See “Next
Steps” section below for further detail.
Next Steps
Higuera Complete Streets Project Next Steps and Monitoring Strategies
On January 29, 2025, the California Transportation Commission (CTC) approved the
allocation of $6.9 million in Caltrans ATP grant funding awarded to the Complete Streets
Project construction. With Council approval of the recommendations presented in this
staff report, staff will advertise this project for bids during winter of 2026, with plans to
award the construction contract and start construction in late spring/early summer 2 026.
Project construction is expected to take up to one year to complete, including lengthy lead
times for traffic signal equipment.
Through the City’s SLO in Motion Program, updates to the community will be provided
prior to and throughout construction to notify the public and emergency service providers
of upcoming construction activities and potential travel delays. Where feasible, the most
disruptive road work will be scheduled as night work to minimize impacts to road users.
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As a requirement of the Caltrans ATP grant, staff will be conducting pre- and post-
construction data collection for the Complete Streets Project to track changes in
auto/ped/bicycle traffic volumes and vehicle speeds. In addition, staff will conduct the
following monitoring after construction to evaluate performance and need for design
refinements, if any:
a) Monitor average vehicle delays and driver behavior along the “road diet” segment of
Higuera between Madonna and Margarita Street, including delays for drivers exiting
the Chumash Village driveway (0-12 months post-construction)
b) Review crash data compared to pre-project conditions (12-18 months post-
construction)
c) Observe traffic operations, bicycle and pedestrian user behavior to identify if any minor
sign/striping/traffic signal refinements are needed (0-12 months post-construction)
d) In coordination with SLO Fire, invite feedback on any observed impacts to emergency
response and compare pre- and post-project EMS response times to destinations
along the Higuera Street corridor (0-24 months post-construction)
Because most of the street design changes involve pavement markings and low-cost
elements, such as flex posts, if needed, minor refinements can generally be implemented
quickly and at a relatively low-cost following construction.
Staff will prepare a summary of the post -construction monitoring results 12 months after
construction completion to inform the Council and community on project performance and
proposed design refinements, if any.
50 Higuera Widening Next Steps
A scope change request has already been approved by Caltrans, which will allow the City
to advance the revised 50 Higuera Widening project and deliver on the original HSIP grant
obligations for this project. Following approval by the City Council, staff will request
construction authorization from Caltrans and advertise the project for construction winter
of 2026. Construction is expected to begin by spring 2026 and take approximately one
month to complete. Construction of the Higuera Complete Streets Project is expected to
begin summer of 2026 and project schedules and areas of work will be coordinated
closely to avoid conflicts.
Potential for Future Road Widening
While the traffic analysis prepared for the Higuera Complete Streets Project indicates that
Higuera Street between Bridge and Margarita can operate within acceptable levels of
service into the 20+ year planning horizon as a three -lane roadway, this assumes that the
City’s long-term land use plan and transportation plans are advanced as anticipated per
the adopted General Plan Land Use and Circulation Elements. If future actions approve
a higher level of development intensity and/or significantly delay the Prado Road/US 101
Interchange, the segment of Higuera Street between Margarita and Bridge Street may
need to be reconfigured to two lanes of traffic in each direction to avoid levels of traffic
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congestion and delays that exceed the City’s adopted thresholds. It would not be possible
to provide two lanes of traffic in each direction and retain a center turn lane on Higuera
between Elks Lane and Bridge Street without revisiting the larger road widening originally
contemplated near 50 Higuera. If this City Council (or a future City Council) desires to
revisit the full road widening as originally envisioned along the 50 Higuera frontage,
several of the existing Heritage Trees would need to be removed, which would require
additional environmental review, approval by Caltrans, and City Council approval,
including a potential action to remove these trees from the list of designated city heritage
trees.
Previous Council or Advisory Body Action
Higuera Complete Streets Project
Active Transportation Committee (ATC) Input
The ATC first reviewed the Higuera Complete Streets project on February 6, 2022, to
provide early input on the project scope and concept designs. The ATC then provided
review and comment on 65%-level designs on May 16, 2024. The ATC’s key
recommendations to staff following review of 65% designs included:
1. Preference for the Higuera/Los Osos Valley Road intersection design alternative
featuring addition of a dedicated southbound bicycle signal phase
2. Support for the Higuera road diet limits as proposed between Margarita and Bridge
Streets
3. General preference for more permanent (concrete) vertical separation for
protected bikeways, with interest in providing more gaps in bikeway barriers to
allow cyclists to merge out of bike lanes to pass other riders and to merge across
traffic lanes ahead of intersections
4. Desire for more significant bicycle safety improvements, if feasible, at the
Higuera/Suburban intersection, which has a history of bicycle right-hook collisions,
including a recent fatal collision
5. Preference for staff to continue further design refinement and coordination with
Caltrans on a design concept for Madonna Road that includes protected facilities,
ideally as a two-way shared-use path on the north side of the roadway
The final plans reflect most of the ATC’s recommendations, except for (a) use of mo re
permanent concrete barriers for bikeway separation throughout the project, (b) addition
of separated bikeways on the Madonna overpass, and (c) incorporation of more robust
improvements at the Higuera/Suburban intersection. Updates on these items are
summarized as follows:
a) As described above, concrete bikeway separation is included in the plans as a bid
additive alternate for the segment of Higuera between Bridge and Margarita only,
with flex posts used for bikeway separation elsewhere. This recommendati on is
based on cost constraints and concerns with using rigid barriers where street width
constraints require use of minimum-allowed auto lane and bike lane widths on a
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higher-speed street, which increases chance of accidental bicycle and vehicle
strikes.
b) While staff pursued strategies to provide a physically separated bikeway along the
Madonna Road Overpass, this was ultimately not feasible within the cost and
schedule constraints of the current grant-funded project. Staff will continue to
coordinate with Caltrans and explore feasibility of a future shared-use path on
Madonna Road as resources allow.
c) Staff evaluated various options to address vehicle vs. bicycle collision concerns at
the Higuera/Suburban intersection. The ideal ultimate improvement would involve
widening the intersection to provide width for a dedicated northbound right -turn
lane and/or provide a protected bicycle crossing area; however, this requires off -
site right-of-way acquisition and utility relocations that are not feasible at this t ime.
An interim improvement is planned which will modify the Higuera/Suburban traffic
signal to provide protected left turn phasing (left turns on green arrows only) and
an electronic illuminated sign to provide further warning to right-turning vehicles to
yield to bicyclists. A construction contract is already awarded for this minor traffic
signal modification and work should be complete within the next two months.
Regular project updates have been provided to the ATC following the February 2025
Council Study Session and leading into this final hearing regarding the project.
City Council Input
As noted previously, the City Council provided feedback and policy direction on the
Complete Streets Project at a Study Session on February 4, 2025. More detailed
information on the Study Session is provided previously in this report.
50 Higuera Widening Project
The City Council previously approved the original project on April 15, 2025, as a consent
item. Staff is returning to seek authorization to proceed with the redesigned project.
Public Engagement
Higuera Complete Streets Project
Over the last three years, a series of community outreach activities have been provided
for the Higuera Complete Streets project. The public engagement strategy consisted of a
combination of both formal and less-formal outreach activities (including weekend,
afternoons and weeknights) to maximize opportunities for feedback and to ensure that
input reflects the diverse voices of the full San Luis Obispo community. For those who
were not able to attend in-person events, staff also collected input via email and phone.
Public engagement activities included two neighborhood pop-ups (at Food 4 Less Market
and Meadow Park), two open house workshops, a resident forum hosted by the Chumash
Village community, a site meeting with a property owner affected by the proposed Walker
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Item 6b
Street Closure, multiple presentations to the ATC, a City Council Study Session, and a
project webpage. For a comprehensive description of outreach activities and a summary
of input, see the February 2025 Council Study Session Agenda Packet, Attachment G.
Staff has endeavored to incorporate this feedback into the project designs, where
feasible, including a redesign of proposed traffic calming strategies within the Meadow
Park neighborhood based on initial feedback from community members.
50 Higuera Widening Project
Opportunities for public input regarding plans to widen Higuera Street between Bridge
Street and Elks Lane were provided as part of the 2014 General Plan Land Use and
Circulation Element (LUCE) Update, as part of the Mid -Higuera Enhancement Plan, and
with approval of CIP project funding appropriations through several recent City Financial
Plans. This project was on the Council Agenda for the October 17, 2023, meeting to
approve easement acquisitions, and again on the April 15, 2025, Council Agenda to
approve the original project plans. This agenda item provides an additional opportunity
for the public to provide input on the revised 50 Higuera Widening Project prior to
implementation and will follow all required postings and notifications. The public may have
an opportunity to comment on this matter at or before the meeting.
CONCURRENCE
The Complete Streets and Road Widening Project details and this report have been
reviewed and have concurrence from the City Public Works Department, City Arborist,
Police and Fire Departments, City Attorney’s Office, and City Administration. See
previous section on “Emergency Response and Evacuation Considerations” for more
details on collaboration with emergency services.
ENVIRONMENTAL REVIEW
Higuera Complete Streets Project
Environmental analysis for the Complete Streets Project was conducted by Rincon
Consultants, Inc. Based on evaluation of the project’s design details, the analysis
concluded that the project is eligible for a Class 1 Categorical Exemption (CE) under
California Environmental Quality Act (CEQA) Section 15301(c) (Existing Facilities). A
Notice of Exemption (NOE) was filed with the County Clerk on July 25, 2025.
As discussed in detail at the February 2025 Council Study Session, the Project will
implement traffic signal modifications that will increase vehicle delay at the Higuera
Street/Los Osos Valley Road intersection, which is already projected to operate at a level
of service (LOS) below the City’s adopted target threshold of LOS D or better in the future
with or without the Complete Streets Project. Acceptable LOS will be retained in the
short-term; however, this LOS deficiency is projected to occur in the near-term (5-10 year)
horizon with or without the Project. Congestion at this intersection is expected regardless
of the project, and the project does not create a new environmental impact under CEQA.
Pursuant to CEQA policy, LOS or other measures of automobile delay are no longer used
to define significant environmental impacts. To retain acceptable LOS in the future, either
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Item 6b
(a) the Higuera/Los Osos Valley Road intersection would need to be widened to add
additional vehicle lanes, (b) the proposed Los Osos Valley Road Bypass Road would
need to be constructed, or (c) the bicycle signal phase proposed with the Higuera
Complete Street Project would need to be eliminated in the future. However, in approving
the Project, the Council will be formally accepting this local policy deficiency for motor
vehicle LOS at this intersection, which is acknowledged in the draft resolution provided
as Attachment F.
50 Higuera Widening Project
Both California Environmental Quality Act (CEQA) and National Environmental Policy Act
(NEPA) environmental review have been completed for the 50 Higuera Widening project.
The project was determined to be Categorically Exempt per CEQA Guidelines Section
15301 (Class 1 Exemption – Existing Facilities), and a Notice of Exemption has been filed
with the County Clerk’s Office. Caltrans, assuming responsibility as lead agency for
environmental review pursuant to NEPA for federally funded projects in California,
determined that the project would not pose any significant impacts on the environment,
approving a Categorical Exclusion (CE) in 2014.
The re-design of this project retains this Categorically Exempt determination, as
previously documented. The modified project does not introduce any changes that would
create potential for new or exacerbated impacts beyond what was evaluated under the
previous project description. With a much smaller area of road construction, the modified
project would have less overall effect on the built and/or natural environment than the
previous project design.
FISCAL IMPACT
Budgeted: Yes Budget Year: 2025-26
Funding Identified: Yes
Fiscal Analysis:
The tables below summarize the project costs and funding for the Higuera Com plete
Streets and 50 Higuera Widening Projects.
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Higuera Complete Streets Project
Table 2 – Fiscal Impact Summary for Higuera Complete Streets (No. 2091057)
Funding Sources Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
General Fund
Capital Outlay - LRM
(Higuera Complete Street,
No. 2001057)
$3,062,560 $3,062,560 $0
Capital Outlay - LRM
(Prado Creek Bridge Project,
No. 2091252)
$2,277,019 $500,000 $1,777,019
Capital Outlay
(ATP Implementation, No.
2000608)
$88,650 $88,650 $0
Capital Outlay - LRM
(ATP Implementation, No.
2000608)
$116,197 $116,197 $0
Capital Outlay - LRM
(Vision Zero Implementation,
No. 2000073)
$144,742 $100,000 $44,742
Capital Outlay - LRM
(Traffic Signal Maintenance &
Replacements, No. 2001003-
02)
$100,000 $50,000 $50,000
*Capital Outlay - LRM
(Infrastructure Investment
Fund)
$14,658,406 $2,000,000 $12,658,406
State $0
Caltrans ATP Grant
(Higuera Complete Street,
No. 2001057)
$6,951,000 $6,951,000 $0
SLOCOG Grant
(Higuera Complete Street,
No. 2001057)
$2,501,910 $2,501,910 $0
Other $0
Water Fund
(Water Valve Cover
Adjustments, No. 2001005)
$314,748 $120,000 $194,748
Sewer Fund
(Sewer Valve Cover
Adjustments, No. 2000084)
$161,509 $50,000 $111,509
Total $30,413,041 $15,540,317 $14,872,724
*Current Infrastructure Investment Fund (IIF) balance is $14,658,406, with an estimated balance of
$11,158,406 on July 1, 2026 following a planned appropriation to Prado Creek Bridge project for FY2026-
27. An additional $1,212,229 of FY 2024-25 General Fund Unassigned Fund Balance is proposed to be
allocated to the IIF as part of the FY 2024-25 Second Quarter Budget Report, which will be reviewed by
the Council on February 17, 2026.
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Table 3 – Detailed Cost and Funding Summary for Higuera Complete Streets
Project (No. 2091057)
Higuera Complete Street Project (No. 2001057) Costs & Funding Summary
State
Grant
General
Fund
Water
Fund
Sewer
Fund
Total
Costs
PROJECT COSTS
Base Bid Construction Estimate $9,452,910 $3,082,221 $75,000 $25,000 $12,635,131
Construction Contingency $0 $1,226,136 $45,000 $25,000 $1,296,136
Construction Management $0 $1,000,000 $0 $0 $1,000,000
Materials Testing $0 $150,000 $0 $0 $150,000
Printing & Advertising $0 $1,000 $0 $0 $1,000
Public Relations $0 $100,000 $0 $0 $100,000
Base Bid Total Estimate $9,452,910 $5,559,357 $120,000 $50,000 $15,182,267
Add Alt A Construction Estimate $0 $325,500 $0 $0 $325,500
Add Alt A Contingency $0 $32,550 $0 $0 $32,550
Additive Alternative A Total
Estimate $0 $358,050 $0 $0 $358,050
Total Construction (Base + Add
Alt A) $9,452,910 $5,917,407 $120,000 $50,000 $15,540,317
PROJECT FUNDING
Available Project Account Balance $9,452,910 $3,062,560 $0 $0 $12,515,470
New Funding Request $0 $2,854,847 $120,000 $50,000 $3,024,847
TOTAL PROJECT
BUDGET $9,452,910 $5,917,407 $120,000 $50,000 $15,540,317
(1) See expanded Project Cost and Funding table in Attachments.
Construction Costs
The Higuera Complete Streets Project plans and specifications are structured with a Base
Bid and a Bid Additive Alternate A—the additive alternate adds concrete curbs for
protected bike lane separation along a portion of Higuera Street. While staff hopes to
have sufficient funding to award the full scope of improvements, this strategy provides
flexibility to award only the Base Bid up to the Publicly Disclosed amount of $12,960,700
in compliance with Public Contract Code Section 20103.8(c) if the lowest responsive bid
exceeds available funding resources.
As shown in the table above, the total estimated Project cost is $15,540,317, including
the Base Bid and Bid Additive Alternate construction contract costs, construction
contingencies and support costs (contract construction management support, materials
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Item 6b
testing, etc.).
Currently, there is $12,515,470 in available funding in the Higuera Complete Street
Project account, including $9,452,910 in outside grant funding consisting of $6.95 million
in Caltrans ATP Grant funding and $2.5 million from SLOCOG Community Betterments
Grant funding. The SLOCOG funds were awarded as the result of two cycles of
competitive call-for-projects for Community Betterment grants—a program intended to
support projects of local significance.
Staff is requesting authorization to transfer an additional $1,024,847 in funds from other
active CIP project accounts to the Higuera Complete Street Project (No. 2001057), as
follows:
a) $500,000 from the Prado Creek Bridge Replacement (No. 2091252)
b) $204,847 from the Active Transportation Plan Implementation (No. 2000608)
c) $100,000 from the Vision Zero Implementation (No. 2000073)
d) $50,000 from the Traffic Signal Maintenance & Replacements (No. 2001003)
e) $120,000 from the Water Valve Cover Adjustments (No. 2001005)
f) $50,000 from the Sewer Valve Cover Adjustments (No. 2000084)
The funding transfer from the Prado Creek Bridge Project represents the cost for the new
traffic signal at Higuera/Elks—this signal is required as a mitigation measure during
removal/replacement of the bridge and was originally included as part of the bridge project
scope and costs; however, the Higuera Complete Street Project is moving forward sooner
and will install this signal first. The other transfers are from CIP project accounts that
support the types of improvements included in the Higuera Complete Street Project, such
as sewer/water valve cover adjustments during paving/sidewalk reconstruction, traffic
safety improvements on the high-injury network as identified in the Draft Vision Zero
Action Plan, and traffic signal modernizations (i.e. ADA-compliant pedestrian signals,
high-visibility signal backplates, traffic signal phasing adjustments).
In addition, staff is requesting authorization to transfer an additional $2,000,000 in funds
from the Infrastructure Investment Fund to fully fund construction. There is a current
balance of $14,658,406 in the Infrastructure Investment Fund, and a projected balance
of $11,158,406 on July 1, 2027, following a planned appropriation of $3,500,000 to the
Prado Creek Bridge project in FY 2026-27. Staff is recommending allocation of
$1,212,229 of FY 2024-25 General Fund Unassigned Fund Balance as part of the FY
2024-25 Second Quarter Budget Report that will be presented to the City Council on
February 17, 2026, before this item is heard (see Item 6a of this Agenda Packet). The
table below shows the current Infrastructure Investment Fund balance, funding
transactions proposed in the February 17, 2026 Council items on the Higuera Complete
Streets Project and FY2024-25 General Fund Unassigned Fund Balance and planned
capital project earmarks from this fund in the coming years.
Page 340 of 444
Item 6b
Table 4 –Infrastructure Investment Fund (IIF) Balance and Planned Expenditures
FY 2025-2026 IIF Fund Summary
Payment Amount Ending Balance
Starting Fund Balance FY 25-26 $14,658,406.00 $14,658,406.00
Higuera Complete Streets Project FY25-
26 (March 17, 2026) $(2,000,000.00) $12,658,406.00
FY 24-25 Unassigned Fund Balance
FY25-26 (March 17th, 2026) $1,212,229.00 $13,870,635.00
FY 2026-27 Capital Reserve (July 1,
2026) $787,771.00 $14,658,406.00
Prado Bridge Widening (Design) FY 26-
27 (July 1, 2026) $(3,500,000.00) $11,158,406.00
Prado Bridge Widening FY 27-28 (July
1, 2027) $(11,158,406.00) $ -
Maintenance Costs
The addition of protected bike lanes with the Complete Street Project is expected to
increase ongoing maintenance costs for contract sweeping and repair/replacement of
bikeway flex posts. Based on typical costs for flex posts repairs and contract street
sweeping within protected bike lanes at other locations within the city, th is project is
expected to incur an additional annual maintenance cost of approximately $50,000 -
$70,000. Staff is requesting authorization to use contingency funds from the Complete
Street Project CIP account that may remain unspent following construction (up to
$200,000) to support increased maintenance needs. Ongoing funding for additional
maintenance obligations will be requested as part of the 2027 -29 Financial Plan. If
additional maintenance funds cannot be secured using unspent contingency funds or with
future budget requests, regular bikeway sweeping will be scheduled as frequently as
resources allow, with spot sweeping performed when specific hazards are reported.
Funding & Cost Breakdown
The following tables break down the Complete Street Project funding by source and
construction costs by project feature:
Table 5 – Higuera Complete Street Cost Breakdown by Fund Source
Project Funding by Source %
Local 39%
General Fund (Non-LRM) 2%
General Fund (LRM) 36%
Water & Sewer Funds 1%
Outside Grant 61%
State ATP Grant 45%
SLOCOG Grant 16%
Total 100%
Page 341 of 444
Item 6b
Table 6 – Higuera Complete Street Cost Breakdown by Feature
Construction Cost by Project Feature % of Total
Paving 29%
Pedestrian Curb Ramps, Sidewalks, Crosswalk Beacons 27%
Protected Bike Lane – Flex Posts 3%
Protected Bike Lane – Concrete Curbs (Bid Add Alt) 2%
Traffic Signal Improvements 13%
Signs, Striping & Traffic Calming 16%
Other (Temporary Traffic Control, Mobilization, etc.) 10%
Total Construction Costs 100%
As shown above, the majority (61%) of project costs are funded by outside grant funding,
which was secured based on the project’s benefits to walking, bicycling, and traffic safety.
Two thirds (66%) of construction costs are related to essential road pavement
maintenance, pedestrian accessibility upgrades (ADA curb ramps & sidewalk repairs) and
misc. construction support elements (construction traffic control, mobilization, etc.).
If the City were to implement this project with only the essential maintenance/accessibility
improvements and no other active transportation or traffic safety “betterments”, the project
would not be financially feasible with local funding alone. The outside grant funding
secured for this project allows the City to make significant progress supporting its active
transportation and safety goals, while also accomplishing essential maintenance needs
at the same time.
50 Higuera Widening Project
Table 7 – Fiscal Impact Summary for 50 Higuera Widening Project (No. 2091294)
Funding
Sources
Total Budget
Available
Current Project
Funding Request
Remaining
Balance
Annual
Ongoing
Cost
General Fund
General Fund
(Capital Outlay)
$2,760 $2,760 $0 $0
Local Revenue
Measure (LRM)
$22,600 $0 $22,600 $0
Other:
State Grant
(SLOCOG
USHA Grant)
$663,536 $335,431 $328,105 $0
Federal Grant
(HSIP)
$67,500 $42,450 $25,050 $0
Citywide TIF $859 $859 $0 $0
Total $757,255 $381,500 $375,755 $0
Page 342 of 444
Item 6b
Table 8 – Detailed Cost and Funding Summary for 50 Higuera Widening Project
(No. 2091294)
50 Higuera Widening Account (2091294)
Totals General
Fund
General
Fund
(LRM)
State
Grant
(SLOCOG
USHA)
Federal
Grant
(HSIP)
Citywide
Traffic
Impact
Fee (TIF)
Project Costs
Construction
Estimate $2,760 $268,931 $42,450 $859 $315,000
Contingencies (20%) $63,000 $63,000
Construction Costs $2,760 $0 $331,931 $42,450 $859 $378,000
Materials Testing $3,000 $3,000
Printing & Advertising $500 $500
Total Project Costs $2,760 $0 $335,431 $42,450 $859 $381,500
Project Funding
Current Balance $2,760 $22,600 $663,536 $67,500 $859 $757,256
Remaining Balance $0 $22,600 $328,105 $25,050 $0 $375,756
The Road Widening Project construction cost is estimated at $381,500, including
contingencies and support costs (materials testing, printing and advertising).
There is a current balance of $757,256 in the Project Account, including General Fund,
State Urban Highway Account (USHA) grant funds administered by the San Luis Obispo
Regional Council of Governments (SLOCOG), remaining HSIP grant funds administered
by Caltrans, and Citywide Traffic Impact Fee (TIF) funds. This provides sufficient
resources to fund construction.
When the original 50 Higuera Widening Project was approved, the City Council authorized
the transfer of $22,600 in General Fund (LRM) funds to the Project account from the New
Streetlights CIP Account (No. 2001016), as the original scope included installation of a
new streetlight. With the revised project, this streetlight will no longer be installed and
these funds are no longer needed for this purpose, so staff is recommending that these
funds be transferred back to the New Streetlights CIP Account.
As shown in the funding tables above, there is $67,500 in HSIP grant funding remaining
in the Project Account; however, only $42,450 of these funds are eligible for use in the
construction phase of the project. The remaining portion of the HSIP funding is specifically
tied to previous right-of-way and utility coordination phases and cannot be used towards
construction. These remaining funds will ultimately go unspent—no repayment of this
balance is required, these funds will simply be zeroed out when the project account is
closed following construction completion.
The current SLOCOG USHA funding allocated to this project is expected to exceed the
amount needed to fund construction by up to $328,000. Staff is requesting Council
Page 343 of 444
Item 6b
authorization to transfer any remaining unspent USHA funds to the Higuera Complete
Streets Project Account (No. 2001057), if needed to supplement this related high -priority
CIP project. SLOCOG has already affirmed that the Higuera Complete Street Project is
an eligible project for use of the USHA funding; however, a minor amendment to the
existing cooperative agreement between the City and SLOCOG would be required prior
to expending and seeking reimbursement for this additional funding.
ALTERNATIVES
Higuera Complete Streets Project
1. Council could decide not to approve the Project plans and specifications or
request to advertise for construction bids at this time. The delay caused by this
alternative could lead to forfeiture of more than $9 million in outside grant funding. Per
the conditions of the Caltrans ATP Grant, the construction contract for this project
must be awarded by the end of June 2026. As currently scoped, the Project would be
infeasible to deliver without this grant funding and would need to be delayed
significantly and redesigned to align project scope with reduced funding resources.
2. Council could direct staff to return prior to awarding the construction contract
if construction bids exceed the amount needed to fund the base bid and bid
additive alternative (concrete bike lane protection). If desired, staff could return to
the City Council to award the construction contract following receipt of construction
bids (if bids exceed current funding) and present recommendations to appropriate
additional funds to the project account to fully fund and award the base project and
bid additive alternate. In order to increase project funding, staff would likely need to
identify other planned or in-progress capital projects that would need to be de-
funded/deferred.
50 Higuera Widening Project
1. Council could decide not to approve the advertisement of the revised 50 Higuera
Street Widening Project, directing staff to take the required steps to advance
the larger road widening project, as originally envisioned. To advance the larger
50 Higuera Widening Project as originally envisioned, the project scope would need
to assume that removal of several Heritage Trees would be required. This would
conflict with City Policy regarding preservation of Heritage Trees and could very likely
present a significant environmental impact under CEQA/NEPA. Updated
environmental review would be required, which may potentially result in disclosure of
significant and unavoidable impacts that cannot be feasibly avoided/mitigated.
Caltrans would also need to approve removal of these trees. If removal of these trees
was ultimately approved, these actions could delay the project for at least 18 to 24
months. These delays would incur additional cost escalation, and could lead to failure
to deliver the HSIP-funded project on schedule, which could require repayment of
approximately $400,000 in HSIP grant funding already spent to date.
ATTACHMENTS
Page 344 of 444
Item 6b
A - Draft Resolution Authorizing Appropriation of Funds from the Infrastructure
Investment Fund to the Higuera Complete Streets Project
B - Summary of Higuera Complete Street Project Plans
C - Higuera Complete Street Project Emergency Evacuation Study
D - Higuera Complete Street Project Detailed Cost and Funding Table
E - 50 Higuera Widening Project - Typical Street Cross Section Exhibit
F – Draft Resolution Accepting a Future Automobile Level of Service Deficiency
Page 345 of 444
Page 346 of 444
R ______
RESOLUTION NO. _____ (2026 SERIES)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN LUIS
OBISPO, CALIFORNIA, AUTHORIZING USE OF $2,000,000 FROM THE
INFRASTRUCTURE INVESTMENT FUND TO SUPPORT THE HIGUERA
COMPLETE STREETS PROJECT, SPECIFICATION NUMBER 2001057
WHEREAS, on February 17, 2026, the City Council authorized advertisement of
the Higuera Complete Streets Project and delegated authority to the City Manager to
award the construction contract if the lowest responsive bid was within the publicly
disclosed funding limit of $12,960,700; and,
WHEREAS, the project includes pavement rehabilitation, roadway restriping,
addition of protected bike lanes, pedestrian accessibility and crossing improvements, and
traffic safety improvements that benefit all road users, covering segments of Higuera
Street, Madonna Road, and local roadways near Meadow Park; and
WHEREAS, proposed improvements in the Higuera Complete Street Project
support the Major City Goal of Infrastructure and Sustainable Transportation, advance
several “Tier 1” (highest-priority) improvements recommended in City’s 2021 Active
Transportation Plan, and support the City’s overarching Vision Zero Goal to eliminate
severe injury and fatal traffic collisions; and
WHEREAS, the City created in Infrastructure Investment Fund to set aside funding
for future infrastructure projects that contribute to improved economic development and
enhanced quality of life in the City of San Luis Obispo; and
WHEREAS, the use of these funds is at the discretion of the City Council based on
the guidelines established; and
WHEREAS, to provide sufficient funding to proceed with the Higuera Complete
Streets Project, staff is recommending the City Council approve use of $2,000,000 from
the Infrastructure Investment Fund; and
WHEREAS, a balance of approximately $14,658,400 is currently available in the
Infrastrucure Investment Fund, which is sufficient to cover the funding requested to
supplement the Higuera Complete Street Project.
NOW, THEREFORE, BE IT RESOLVED by the Council of the City of San Luis
Obispo as follows:
Page 347 of 444
Resolution No. _____ (2026 Series) Page 2
R ______
SECTION 1. The City Council authorizes the appropriation of $2,000,000 from the
Infrastructure Investment Fund to the Higuera Complete Streets Project account
2001057.
Upon motion of _______________________, seconded by
_______________________, and on the following roll call vote:
AYES:
NOES:
ABSENT:
The foregoing resolution was adopted this _____ day of _____________________ 2026.
___________________________
Mayor Erica A. Stewart
ATTEST:
__________________________
Teresa Purrington
City Clerk
APPROVED AS TO FORM:
__________________________
J. Christine Dietrick
City Attorney
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the
City of San Luis Obispo, California, on ______________________.
___________________________
Teresa Purrington
City Clerk
Page 348 of 444
ADD BICYCLE LEFT TURN BOX TO
IMPROVE ACCESS & VISIBILITY FOR
CYCLISTS TURNING FROM EB LOS OSOS
VALLEY RD TO NB HIGUERA ST
TRAFFIC SIGNAL MODIFICATIONS:
- PROTECTED ONLY LEFT TURN ARROWS FOR
NORTHBOUND HIGUERA APPROACH
- ADD DEDICATED BIKE SIGNAL PHASE FOR
SOUTHBOUND HIGUERA (SOUTHBOUND
RIGHT-TURN SEPARATED WITH RED ARROW
DURING BIKE SIGNAL PHASE). INCLUDE "NO
RIGHT TURN ON RED" DURING BIKE SIGNAL
- ADD ADA-COMPLIANT PEDESTRIAN SIGNALS
GREEN BIKE LANE MARKINGS THROUGH
CONFLICT AREAS FOR ADDED VISIBILITY (TYP)
BUFFERED BIKE LANE W/ FLEX POSTS PROVIDE PROTECTED
BIKE LANE SEPARATION, WITH GAPS AT DRIVEWAYS, FIRE
HYDRANTS, AND FOR BIKES TO ENTER/EXIT BIKE LANES (TYP)
PROTECTED ONLY LEFT-TURN
SIGNAL PHASING FOR
NORTHBOUND LEFTS
GENERAL NOTE:
WHILE NOT SHOWN IN DETAIL IN THESE EXHIBITS, PROJECT DESIGNS INCLUDE
INSTALLATION OF THE FOLLOWING FEATURES THROUGHOUT THE PROJECT LIMITS:
- ADA-COMPLIANT PEDESTRIAN SIGNALS WITH AUDIBLE MESSAGING
- ADA CURB RAMP UPGRADES AT 70+ LOCATIONS
- ADDITION OF HI-VISIBILITY TRAFFIC SIGNAL BACKPLATES W/ YELLOW REFLECTIVE
STRIPS AT ALL SIGNALIZED INTERSECTIONS WITHIN PROJECT LIMITS
- EMERGENCY VEHICLE PREEMPTION TRAFFIC SIGNAL UPGRADES
- PAVEMENT REPAIRS AND AND RESURFACING ALONG ALL ROADWAYS IN PROJECT
LIMITS
DIAGRAM OF PROPOSED SOUTHBOUND
BICYCLE AND VEHICLE RIGHT TURN SIGNAL
PHASING
Page 349 of 444
CONTINUOUS GREEN BIKE LANES BETWEEN
SUBURBAN AND TANK FARM WHERE WIDTH IS
INSUFFICIENT FOR BUFFERED/PROTECTED
BIKE LANES
TURN BOX WITH PUSH BUTTON TO PROVIDE
SIGNALIZED CROSSING OF HIGUERA FOR
SOUTHBOUND LEFT-TURNING BICYCLISTS
INSTALL HI-VISIBILITY CROSSWALK
MARKINGS (TYP)
ADA CURB RAMP UPGRADES
THROUGHOUT PROJECT, WHERE
NEEDED (TYP)GREEN BIKE LANE MARKINGS AT DRIVEWAY AND
INTERSECTION CONFLICT AREAS (TYP)
PROTECTED ONLY LEFT-TURN
SIGNAL PHASING FOR
NORTHBOUND LEFTS
TRAFFIC SIGNAL MODIFICATIONS TO BE
INSTALLED AT HIGUERA/SUBURBAN VIA
SEPARATE PROJECT PRIOR TO COMPLETE
STREETS CONSTRUCTION:
- CONVERT SOUTHBOUND LEFT TURNS TO
PROTECTED ONLY PHASING
- INSTALL ILLUMINATED LED SIGN TO
INCREASE VISIBILITY OF NORTHBOUND
RIGHT-TURNING VEHICLES VS. BICYCLE
CONFLICTS
INSTALL RADAR SPEED FEEDBACK SIGN
Page 350 of 444
CONTINUOUS GREEN BIKE LANES BETWEEN
SUBURBAN AND TANK FARM WHERE WIDTH IS
INSUFFICIENT FOR BUFFERED/PROTECTED
BIKE LANES
BUFFERED BIKE LANE W/ FLEX POSTS PROVIDE
PROTECTED BIKE LANE SEPARATION, WITH GAPS AT
DRIVEWAYS, FIRE HYDRANTS, AND FOR BIKES TO
ENTER/EXIT BIKE LANES (TYP)
ADD FLEX POSTS AND "NO LEFT TURN" SIGNAGE TO
DISCOURAGE ILLEGAL TURNS AROUND MEDIAN NEAR
SILVER CITY AND THE SLO PUBLIC MARKET
PU
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W
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DR
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Page 351 of 444
PATCH POT HOLES AND RESURFACE ROADWAY
PAVEMENT THROUGHOUT PROJECT (TYP)
BUFFERED BIKE LANE W/ FLEX POSTS PROVIDE
PROTECTED BIKE LANE SEPARATION, WITH GAPS AT
DRIVEWAYS, FIRE HYDRANTS, AND FOR BIKES TO
ENTER/EXIT BIKE LANES (TYP)
GAPS IN BIKEWAY SEPARATION PROVIDED TO
ALLOW CYCLISTS TO MERGE INTO TRAFFIC
LANES FOR LEFT-TURNS AT DOWNSTREAM
INTERSECTIONS AND DRIVEWAYS (TYP)
Page 352 of 444
TURN BOX WITH PUSH BUTTON TO PROVIDE
SIGNALIZED CROSSING OF HIGUERA FOR
SOUTHBOUND LEFT-TURNING BICYCLISTS
FLEX POSTS AND SIGNAGE TO DISCOURAGE
ILLEGAL LEFT TURNS AROUND MEDIAN
BUFFERED BIKE LANE W/ FLEX POSTS PROVIDE
PROTECTED BIKE LANE SEPARATION, WITH GAPS AT
DRIVEWAYS, FIRE HYDRANTS, AND FOR BIKES TO
ENTER/EXIT BIKE LANES (TYP)
Page 353 of 444
GREEN BIKE LANE MARKINGS AT DRIVEWAY AND
INTERSECTION CONFLICT AREAS (TYP)
FUTURE RECONSTRUCTION OF HIGUERA/PRADO INTERSECTION PLANNED AS
PART OF PRADO CREEK BRIDGE REPLACEMENT PROJECT. INTERIM
IMPROVEMENTS INCLUDE HI-VISIBILITY CROSSWALKS AND GREEN BIKE LANE
CONFLICT MARKINGS
BUFFERED BIKE LANE W/ FLEX POSTS PROVIDE
PROTECTED BIKE LANE SEPARATION, WITH GAPS AT
DRIVEWAYS, FIRE HYDRANTS, AND FOR BIKES TO
ENTER/EXIT BIKE LANES (TYP)
Page 354 of 444
INSTALL RADAR SPEED FEEDBACK SIGN
GREEN BIKE LANE MARKINGS AT DRIVEWAY AND
INTERSECTION CONFLICT AREAS (TYP)
INSTALL HI-VISIBILITY CROSSWALK
MARKINGS (TYP)
HIGUERA ST. RECONFIGURED TO THREE LANES
(ONE LANE EACH DIRECTION + CENTER TURN
LANE) BETWEEN MARGARITA AND BRIDGE ST.
Page 355 of 444
REFRESH RED CURB PAINT AND SIGNAGE TO
ENFORCE "NO PARKING" RESTRICTIONS WITHIN
CHUMASH DRIVE SIGHT TRIANGLE
BETWEEN MARGARITA AND BRIDGE STREET,
BASE BID INCLUDES FLEX POSTS ONLY FOR
BIKEWAY SEPARATION. BID ADDITIVE
INCLUDES PRE-CAST, REMOVABLE CONCRETE
CURBS (6" HEIGHT, 18' WIDTH) FOR PROTECTED
BIKEWAY SEPARATION WHERE SHOWN
BIKEWAY MEDIANS PULLED BACK MINIMUM 20'
FROM ALL DRIVEWAYS (TYP)
INSTALL HI-VISIBILITY CROSSWALK
MARKINGS (TYP)
EXTRA WIDE CENTER TURN LANE
PROVIDED TO SERVE AS
EMERGENCY BYPASS LANE FOR
EMERGENCY VEHICLES
WIDEN PAVEMENT AND CONSTRUCT TEMPORARY
DRAINAGE GUTTER -- REMAINING WIDENING AND
SIDEWALK GAP CLOSURE IN FUTURE (PENDING
RIGHT-OF-WAY ACQUISITION)
Page 356 of 444
BETWEEN MARGARITA AND BRIDGE STREET,
BASE BID INCLUDES FLEX POSTS ONLY FOR
BIKEWAY SEPARATION. BID ADDITIVE
INCLUDES PRE-CAST, REMOVABLE CONCRETE
CURBS (6" HEIGHT, 18' WIDTH) FOR PROTECTED
BIKEWAY SEPARATION WHERE SHOWN
Page 357 of 444
INSTALL RADAR SPEED FEEDBACK SIGN
INSTALL NEW TRAFFIC SIGNAL AT
HIGUERA/ELKS INTERSECTION
PUSH BUTTONS PROVIDED TO ALLOW
BICYCLES AND PEDESTRIANS TO ACTUATE
TRAFFIC SIGNAL TO CROSS HIGUERA ST.
HIGUERA ST. RECONFIGURED TO THREE LANES
(ONE LANE EACH DIRECTION + CENTER TURN
LANE) BETWEEN MARGARITA AND BRIDGE ST.
BETWEEN MARGARITA AND BRIDGE STREET,
BASE BID INCLUDES FLEX POSTS ONLY FOR
BIKEWAY SEPARATION. BID ADDITIVE
INCLUDES PRE-CAST, REMOVABLE CONCRETE
CURBS (6" HEIGHT, 18' WIDTH) FOR PROTECTED
BIKEWAY SEPARATION WHERE SHOWN
Page 358 of 444
CENTER TURN LANE ADDED TO IMPROVE
ACCESS TO/FROM BRIDGE ST.
NORTHBOUND APPROACH RESTRIPED AT
HIGUERA/MADONNA TO PROVIDE DUAL
LEFT-TURN LANES, WHICH IMPROVES EXISTING
AND FUTURE TRAFFIC OPERATIONS
RECONSTRUCT NORTHWEST CORNER OF
HIGUERA/MADONNA INTERSECTION TO
IMPROVE BICYCLE AND PEDESTRIAN CROSSIGN
EXPOSURE AND SAFETY. PROVIDE
OPPORTUNITY FOR FUTURE SHARED-USE
PED/BIKE PATH CONNECTION NORTH TO
MADONNA RD PATH
TRAFFIC SIGNAL MODIFICATION PROVIDES
DEDICATED SOUTHBOUND VEHICLE
RIGHT-TURN PHASE AND SEPARATE
SOUTHBOUND BIKE SIGNAL PHASE TO REDUCE
CONFLICTS WITH TURNING VEHICLES.
TWO-STAGE BICYCLE LEFT TURN BOX FACILITATES
NORTHBOUND LEFT-TURN MOVEMENTS FOR BICYCLISTS
TOWARDS WESTBOUND MADONNA RD
SOUTHBOUND LEFT-TURNS RESTRICTED,
RE-DIRECTED TO BRIDGE ST
AREA FOR
FUTURE TREES
HIGUERA ST. RECONFIGURED TO THREE LANES
(ONE LANE EACH DIRECTION + CENTER TURN
LANE) BETWEEN MARGARITA AND BRIDGE ST.
DIAGRAM OF PROPOSED SOUTHBOUND
BICYCLE AND VEHICLE RIGHT TURN SIGNAL
PHASING
Page 359 of 444
TWO-STAGE BICYCLE LEFT TURN BOX (TYP)
PROTECTED BIKE LANE WITH FLEX POSTS FOR
VERTICAL SEPARATION, (TYP)
INSTALL HI-VISIBILITY CROSSWALK
MARKINGS (TYP)
Page 360 of 444
PROTECTED BIKE LANE WITH FLEX POSTS FOR
VERTICAL SEPARATION, (TYP)
CLOSURE OF WALKER STREET AT HIGUERA, AS PROPOSED IN MID-HIGUERA
ENHANCEMENT PLAN. STREET CLOSURE WITH REMOVABLE BOLLARDS AND DECORATIVE
PAVEMENT TREATMENT IMPROVES COMFORT FOR PEDESTRIANS AND AESTHETICS WHILE
RETAINING EMERGENCY VEHICLE ACCESS
INSTALL HI-VISIBILITY CROSSWALK
MARKINGS (TYP)
NEW CROSSWALK WITH RECTANGULAR
RAPID FLASHIGN BEACONS (RRFB)
Page 361 of 444
Page 362 of 444
CONTINUOUS GREEN BIKEWAY MARKINGS FOR
ADDED VISIBILITY ALONG MADONNA RD
OVERCROSSING WHERE NARROW STREET WIDTH
PRECLUDES PHYSICAL BIKEWAY SEPARATION PER
CALTRANS DESIGN STANDARDS.
HI-VIS CROSSWALKS AND GREEN BIKE LANE
MARKINGS THROUGH INTERSECTION AND
DRIVEWAY CONFLICT AREAS
Page 363 of 444
HI-VIS CROSSWALKS AND GREEN BIKE LANE
MARKINGS THROUGH INTERSECTION AND
DRIVEWAY CONFLICT AREAS
PROTECTED BIKE LANE WITH FLEX
POSTS FOR VERTICAL
SEPARATION WHERE WIDTH
ALLOWS OUTSIDE OF CALTRANS
R/W, (TYP)
Page 364 of 444
PROTECTED BIKE LANE WITH FLEX
POSTS FOR VERTICAL
SEPARATION WHERE WIDTH
ALLOWS OUTSIDE OF CALTRANS
R/W, (TYP)
Page 365 of 444
NEIGHBORHOOD GREENWAY MARKINGS AND
GUIDE SIGNAGE ALONG THE MEADOW PARK
GREENWAY FOLLOWING BRIDGE ST,
EXPOSITION, CORRIDA, AND WOODBRIDGE
STREETS
Page 366 of 444
NEIGHBORHOOD GREENWAY MARKINGS AND
GUIDE SIGNAGE ALONG THE MEADOW PARK
GREENWAY FOLLOWING BRIDGE ST,
EXPOSITION, CORRIDA, AND WOODBRIDGE
STREETS
RAISED CROSSWALK WITH NEW LIGHTING TO
IMPROVE CONNECTIVITY BETWEEN MEADOW
PARK, HIGUERA STREET AND OTHER BIKE/PED
CONNECTIONS SOUTH OF DOWNTOWN
Page 367 of 444
ADD RED CURB TO "DAYLIGHT" ACCESS POINT
TO MEADOW PARK SHARED-USE PATH
NETWORK.
ADD WAYFINDING SIGNAGE TO GUIDE ROUTE
BETWEEN BRIDGE STREET PATH, MEADOW
PARK SHARED-USE PATHS AND OTHER
BIKEWAYS IN THE AREA
INSTALL SPEED HUMPS ALONG
GREENWAY ROUTE WHERE EXISTING
VEHICLE SPEEDS > 25 MPH (TYP)
STRIPED BULBOUTS WITH FLEX POSTS TO
REDUCE TURNING SPEEDS AT KEY
INTERSECTIONS ALONG GREENWAY
ROUTE (TYP)
Page 368 of 444
RAMP FOR BIKE ACCESS TO/FROM
MEADOW PARK
NEIGHBORHOOD GREENWAY MARKINGS AND
GUIDE SIGNAGE ALONG THE MEADOW PARK
GREENWAY FOLLOWING BRIDGE ST,
EXPOSITION, CORRIDA, AND WOODBRIDGE
STREETS
Page 369 of 444
RAMP FOR BIKE ACCESS TO/FROM
MEADOW PARK
STRIPED BULBOUTS WITH FLEX POSTS TO
REDUCE TURNING SPEEDS AT KEY
INTERSECTIONS ALONG GREENWAY
ROUTE (TYP)
ADD ALL-WAY STOP AT
MEADOW/WOODBRIDGE TO IMPROVE
PEDESTRIAN CROSSINGS TO/FROM
MEADOW PARK AND ALONG GREENWAY
ROUTEINSTALL SPEED HUMPS ALONG
GREENWAY ROUTE WHERE EXISTING
VEHICLE SPEEDS > 25 MPH (TYP)
Page 370 of 444
INSTALL SPEED HUMPS ALONG
GREENWAY ROUTE WHERE EXISTING
VEHICLE SPEEDS > 25 MPH (TYP)
CONNECT TO EXISTING PEDESTRIAN
HYBRID BEACON CROSSING AT BROAD &
WOODBRIDGE
Page 371 of 444
INSTALL SPEED HUMPS ALONG
GREENWAY ROUTE WHERE EXISTING
VEHICLE SPEEDS > 25 MPH (TYP)
NEIGHBORHOOD GREENWAY MARKINGS AND
GUIDE SIGNAGE ALONG KING COURT TO
CONNECT WITH MEADOW PARK SHARED-USE
PATHS AND GREENWAY NETWORK
NEW PEDESTRIAN HYBRID BEACON
CROSSING AT SOUTH & KING TO BEGIN
CONSTRUCTION 2026
Page 372 of 444
Higuera Street Emergency Evacuation Analysis
Prepared by:
San Luis Obispo Community Fire Safe Council
Date:
January 18, 2026
City of San Luis Obispo
Executive Summary
This report evaluates emergency evacuation conditions along the Higuera Street corridor
and assesses the potential effects of the proposed Higuera Complete Street Project on
evacuation performance. The analysis focuses on evacuation clearance time, route
efficiency, and operational constraints under both fire and flood emergency scenarios.
Two evacuation zones, SLO-024 and SLO-025, were analyzed using conservative
assumptions reflecting maximum allowable development and worst-case evacuation
demand.
1. Purpose and Scope
The purpose of this study is to evaluate emergency evacuation conditions along the
Higuera Street corridor and to assess changes in evacuation clearance time, route
efficiency, and operational performance associated with implementation of the Higuera
Complete Street Project. The analysis is intended to support emergency planning,
transportation design review, and environmental documentation.
Page 373 of 444
2. Emergency Scenarios Evaluated
Two emergency scenarios were evaluated independently based on known hazards
affecting the Higuera corridor. Scenarios are not assumed to occur at the same time
Scenario A – Fire or Flooding in San Luis Obispo Creek (Evacuation Zone SLO-024)
This scenario models either a fire or flooding event affecting creek-adjacent
neighborhoods west of Higuera Street. Zone SLO-024 contains mobile home parks,
multifamily areas, and commercial parcels located close to the creek corridor, where
hazards can develop quickly and restrict access.
Flooding may limit creek crossings, reduce roadway capacity, or obstruct access routes.
Fire conditions along the creek corridor can also generate rapid evacuation needs. This
zone relies heavily on Higuera Street as its primary evacuation pathway, making it
sensitive to congestion and roadway constraints.
Scenario B – Wildfire in South Hills Open Space (Evacuation Zone SLO-025)
This scenario evaluates a South Hills wildfire requiring evacuation of the Margarita Area
and surrounding neighborhoods. Zone SLO-025 covers a larger geographic area with
both built and entitled parcels under current land-use designations.
Evacuation performance is influenced by total population loading, merging onto arterial
routes, and traveling distance to safe areas. Compared with Zone SLO-024, the zone
has more route options but a larger number of households, requiring careful modeling of
demand and travel time.
3. Data Sources and Key Assumptions
The analysis uses conservative assumptions to reflect worst-case evacuation
conditions and maximum possible population.
3.1 Roadway Network Data
County roadway centerline and functional classification data were used as the base
transportation network. These were modified to incorporate the proposed Higuera
Complete Street Project, including:
• Reduction to one vehicle lane in each direction (Bridge St. → Margarita Ave.)
• Addition of a continuous center turn lane
• Reduced operating speeds (−5 mph corridor-wide) to represent traffic-calming
features
3.2 Address, Land Use, and Population Data
Residential address data were sourced from City of San Luis Obispo land-use and
zoning datasets. Evacuation demand reflects the maximum population allowed under
existing zones, regardless of whether all units are currently developed. This ensures
modeling accounts for full build-out conditions and long-term emergency planning needs.
Page 374 of 444
3.3 Vehicle Assumptions
A standard assumption of two vehicles per address was applied to all residential units.
This is consistent with regional household vehicle ownership and provides a
conservative planning-level estimate of evacuation demand.
3.4 Mobile Home Parks
Mobile home parks with a single parcel address require manual population estimation.
Each park’s total number of dwelling units was counted using satellite imagery to identify
individual mobile homes, ensuring accurate representation of evacuation demand in
higher-density communities.
3.5 LADRIS Evacuation Modeling Tool
LADRIS (Life and Death Response Information System) served as the modeling platform
for this analysis. LADRIS simulates evacuation behavior by loading population and
vehicle demand onto the roadway network using GIS data, route assignment logic, and
congestion modeling.
It is a planning-level tool designed to compare evacuation performance across
scenarios, not a detailed traffic engineering simulator. LADRIS does not fully account for
traffic signal operations, stop controls, officer-directed traffic, contraflow, or special
evacuation signal timing plans.
Therefore, results represent planning-level estimates intended to guide emergency
preparedness, roadway design decisions, and policy, not precise real-time operational
forecasts.
4. Transportation Network Conditions
Existing roadway lane configurations, intersection geometry, traffic control, and
prevailing operating speeds were assumed for baseline conditions. The primary
evacuation routes for this area are southbound Higuera Street toward Los Osos Valley
Road, northbound Higuera Street toward Madonna Road, eastbound on Tank Farm
Road, and eastbound on Prado Road toward northbound Highway 101. This analysis
also assumes that Prado Road to Highway 101 will be closed during the flooding
scenario.
The Complete Street Project configuration reflects reduced vehicle lanes between
Bridge Street and Margarita Avenue, the addition of a continuous center turn lane, and
an assumed five-mile-per-hour reduction in operating speeds along the Higuera Street
corridor due to proposed traffic-calming and complete street design features such as
speed feedback signs, protected bike lanes, and reduced traffic lane widths.
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5. Evacuation Clearance Time Results
Evacuation clearance time represents the total time required for all vehicles within an
evacuation zone to reach a designated safe area under emergency conditions.
5.1 Evacuation Zone SLO-024
Creekside / West of Higuera – Fire and Flood Scenarios
• Total residences to be evacuated: 349
• Total evacuating vehicles: 6,932
Fire Scenario A:
Existing Conditions – Total Evacuation Time: 1 hour 40 minutes
Fire Scenario A:
Complete Street Project – Total Evacuation Time: 1 hour 54 minutes
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5.1 Evacuation Zone SLO-024
Flood Scenario A:
Existing Conditions – Total Evacuation Time: 1 hour 47 minutes
Flood Scenario A:
Complete Street Project – Total Evacuation Time: 1 hour 57 minutes
Note: Fire and Flood scenarios use identical demand assumptions. Results differ due to
network constraints, the closure of Prado Rd due to flood history, and routing conditions
specific to each scenario. Page 377 of 444
5.2 Evacuation Zone SLO-025
South Hills / Margarita Area – Fire and Flood Scenarios
• Total addresses to be evacuated: 871
• Total evacuating vehicles: 4,740
Fire Scenario B:
Existing Conditions – Total Evacuation Time: 1 hour 35 minutes
Fire Scenario B:
Complete Street Project – Total Evacuation Time: 1 hour 43 minutes
Page 378 of 444
6. Summary of Evacuation Clearance Times
Evacuation Zone Emergency Type Roadway Condition Clearance Time
SLO-024 Fire Existing 1 hr 40 min
SLO-024 Fire Complete Street 1 hr 54 min
SLO-024 Flood Existing 1 hr 47 min
SLO-024 Flood Complete Street 1 hr 57 min
SLO-025 Fire Existing 1 hr 35 min
SLO-025 Fire Complete Street 1 hr 43 min
SLO-025 Flood Existing 1 hr 49 min
SLO-025 Flood Complete Street 1 hr 51 min
7. Conclusions and Key Findings
The analysis indicates that the Higuera Complete Street Project would result in
increases in evacuation clearance times for both fire and flood scenarios within
Evacuation Zones SLO-024 and SLO-025. These changes are primarily associated with
reduced vehicular capacity and lower operating speeds consistent with the project’s
safety and traffic-calming objectives. Importantly, the modeled evacuation clearance
times remain within the City’s two-hour performance benchmark used in recent
evacuation and emergency planning evaluations. With early evacuation activation,
coordinated traffic management, pre-programmed evacuation signal timing, and effective
public communication, the transportation network is expected to continue to function
acceptably under emergency conditions.
End
Page 379 of 444
Page 380 of 444
Water Valve
Cover
Adjustments
(2001005)
Sewer Valve
Cover
Adjustments
(2000084)
Traffic Signal
Maintenance &
Replacements
(2001003)
Vision Zero
Implementation
(2000073)
Prado Creek
Bridge
(2091252)
State Grant
( ATP)
State Grant
(SLOCOG)
General Fund
LRM
General
Fund
General
Fund LRM Water Fund Sewer Fund
General Fund
LRM
General Fund
LRM
General Fund
LRM
Base Bid Construction Estimate $6,951,000 $2,501,910 $2,432,221 $0 $75,000 $25,000 $50,000 $100,000 $500,000 $12,635,131
Construction Contingency $630,339 $88,650 $116,197 $45,000 $25,000 $390,950 $1,296,136
Construction Management $1,000,000 $1,000,000
Materials Testing $150,000 $150,000
Printing & Advertising $1,000 $1,000
Public Relations $100,000 $100,000
Base Bid Total Estimate $6,951,000 $2,501,910 $3,062,560 $88,650 $116,197 $120,000 $50,000 $50,000 $100,000 $500,000 $1,641,950 $15,182,267
Add Alt A Construction Estimate $325,500 $325,500
Add Alt A Contingency $32,550 $32,550
Additive Alternative A Total Estimate $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $358,050 $358,050
Total Construction (Base + Add Alt A) $6,951,000 $2,501,910 $3,062,560 $88,650 $116,197 $120,000 $50,000 $50,000 $100,000 $500,000 $2,000,000 $15,540,317
Current Project Account Balance $6,951,000 $2,501,910 $3,062,560 $12,515,470
Additional Funding Request:$88,650 $116,197 $120,000 $50,000 $50,000 $100,000 $500,000 $2,000,000 $3,024,847
TOTAL PROJECT BUDGET $6,951,000 $2,501,910 $3,062,560 $88,650 $116,197 $120,000 $50,000 $50,000 $100,000 $500,000 $2,000,000 $15,540,317
Detaled Project Costs and Funding Summary
Higuera Complete Street Project (No. 2001057)
Higuera Complete Street (2001057)ATP Implementation
(2000608)Infrastucture
Investment
Fund
Total Costs
Page 381 of 444
Page 382 of 444
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ATTACHMENT E: 50 Higuera Widening Typical Street Sections
Page 383 of 444
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Page 384 of 444
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Page 385 of 444
Page 386 of 444
R ______
RESOLUTION NO. _____ (2026 SERIES)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN LUIS
OBISPO, CALIFORNIA, ACCEPTING A FUTURE AUTOMOBILE LEVEL
OF SERVICE DEFICIENCY AT THE INTERSECTION OF HIGUERA
STREET AND LOS OSOS VALLEY ROAD IN CONNECTION WITH THE
HIGUERA COMPLETE STREETS PROJECT, SPECIFICATION NUMBER
2001057
WHEREAS, the City of San Luis Obispo General Plan Circulation Element
establishes a minimum automobile Level of Service (LOS) standard of LOS D or better
for locations outside of the downtown; and,
WHEREAS, the traffic operations analysis prepared for the Higuera Complete
Street Project indicates that the intersection of Higuera Street and Los Osos Valley Road
is projected to operate at deficient LOS E during the PM peak hour in the future near-term
(5-year) and cumulative (20-year) horizon conditions; and,
WHEREAS, the Higuera Complete Street Project includes traffic signal
modifications that include converting the northbound left-turn movement to “protected
only left-turn phasing” and adding a dedicated southbound bicycle signal phase at this
intersection, which are best practice safety countermeasures intended to reduce potential
for intersection crashes; and,
WHEREAS, the proposed traffic signal modifications are projected to increase the
average PM peak hour delay at this intersection by approximately six seconds per vehicle,
further exacerbating conditions at this intersection, which is already projected to operate
at deficient LOS E in the future; and,
WHEREAS, acceptance of this LOS deficiency supports the City’s General Plan
mode share targets, Vision Zero commitment to eliminate fatal and severe injury crashes,
Infrastructure & Sustainable Transportation Major City Goal, and Climate Action Plan
objectives to increase use of sustainable transportation modes; and,
WHEREAS, the City Council finds that the safety, sustainability, and multimodal
circulation benefits of the proposed intersection improvements outweigh the incremental
increase in automobile delay at this location.
NOW, THEREFORE, BE IT RESOLVED by the Council of the City of San Luis
Obispo as follows:
Page 387 of 444
Resolution No. _____ (2026 Series) Page 2
R ______
SECTION 1. The City Council hereby accepts the projected automobile Level of Service
E condition during the PM peak hour at the intersection of Higuera Street and Los Osos
Valley Road under future conditions.
SECTION 2. The City Council affirms acceptance of the incremental increase in vehicle
delay to be added to the intersection of Higuera Street and Los Osos Valley Road with
the Higuera Complete Street Project, finding the project and its related benefits to be
consistent with the General Plan as a whole.
SECTION 3. The City Council finds that this action does not amend the City’s adopted
Level of Service standard, which shall remain in effect unless modified by future City
Council action.
Upon motion of _______________________, seconded by
_______________________, and on the following roll call vote:
AYES:
NOES:
ABSENT:
The foregoing resolution was adopted this _____ day of _____________________ 2026.
___________________________
Mayor Erica A. Stewart
ATTEST:
__________________________
Teresa Purrington
City Clerk
APPROVED AS TO FORM:
__________________________
J. Christine Dietrick
City Attorney
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the
City of San Luis Obispo, California, on ______________________.
___________________________
Teresa Purrington
City Clerk
Page 388 of 444
Item 6c
Department: Administration
Cost Center: 1005
For Agenda of: 2/17/2026
Placement: Public Hearing
Estimated Time: 30 minutes
FROM: Greg Hermann, Deputy City Manager
Prepared By: Robert Hill, Sustainability & Natural Resources Official
SUBJECT: GRANT AGREEMENT WITH SAN LUIS OBISPO MUSEUM OF ART
RECOMMENDATION
Adopt a Draft Resolution entitled, “A Resolution of the City Council of the City of San Luis
Obispo finding that a Grant Agreement with the San Luis Obispo Museum of Art is of
public benefit in accordance with California Government Code Section 53083 and
approving the Grant Agreement” (Attachment A) to:
1. Find that a Grant Agreement serves the public interest of the City of San Luis
Obispo by advancing arts and culture, economic development, and other public
benefits; and
2. Approve the Grant Agreement between the City of San Luis Obispo and the San
Luis Obispo Museum of Art and authorize the City Manager to execute the
agreement in a final form satisfactory to the City Attorney.
REPORT-IN-BRIEF
The San Luis Obispo Musuem of Art (SLOMA) has put forward a Proposal for Supporting
the Future San Luis Obispo Museum of Art: A New Home in the Heart of Downtown (the
“Proposal”) that was submitted to City Council on October 30, 2025 (Attachment B). The
Proposal entails an expansion of the existing museum by bringing together three existing
storefront properties on Higuera Street between Chorro and Garden, while also
maintaining and featuring connectivity to the creek walk, Mission Plaza, and the Cultural
Arts District. SLOMA’s proposed plans are consistent with numerous City plans and
policies and are also anticipated to have significant economic impact benefits.
In consideration of SLOMA’s proposed project’s ability to advance City plans and policy
objectives, on November 4, 2025, as part of its review of the unaudited year-end 2024-
25 fiscal year budget, the City Council directed staff to prepare a draft Grant Agreement
in the amount of $500,000 to support the first phase of SLOMA’s pro ject to activate the
museum expansion. The draft Grant Agreement contains terms and conditions that need
to occur before the City will disburse funds, outlines eligible uses of funds and how they
will be administered, ensures project reporting and financial assurance, and contemplates
Page 389 of 444
Item 6c
an amendment in the future that the City Council may consider for additional grant funding
to support the eventual acquisition of the expansion properties.
POLICY CONTEXT
SLOMA’s proposal has significant alignment with numerous City of San Luis Obispo plans
and policies. These include the City’s existing Major City Goals, Economic Development
Strategic Plan, Downtown Concept Plan, and General Plan Land Use Element policies,
such as:
1. 2025-27 Financial Plan Major City Goals
a. Cultural Vitality, Economic Resilience, and Fiscal Sustainability
i. Goal 2 (“Support the arts, including the Cultural Arts District”)
2. Economic Development Strategic Plan (2023), Placemaking & Promotion
a. 2.1 Quality-of-Place Promotion (“Bolster efforts to promote the City as
an appealing destination for all people to live, work, visit, and invest.”)
b. 2.2 Welcoming Environment (“Create an inclusive and friendly
environment for residents, workers, and visitors.”)
i. 2.2.2 (“Highlight the diverse culture, history, assets, and
amenities of the City to help foster a sense of inclusion.”)
c. 2.3 Downtown Vitality (“Continue to support and maintain a vibrant and
dynamic urban core that attracts people and businesses”)
i. 2.3.5 (“Support opportunities to speed the implementation of
the Downtown Concept Plan.”)
d. 2.4 Cultural Vitality (“Strengthen working relationships with and
maintain financial support of the arts community to enrich the cultural
offerings throughout the City”)
i. 2.4.3 (“Investigate the alignment of artistic and cultural
initiatives across the City.”)
ii. 2.4.6 (“Continue to work with community partners to ensure the
vitality of the City.”)
3. San Luis Obispo Downtown Concept Plan (2017)
a. Strong Identity (“Foster an economically and cultural diverse
downtown…”)
b. Art, Culture, and History ("Expand cultural, historical, and artistic
opportunities ... ")
4. Land Use Element of the General Plan (2014)
a. Policy 4.1 ("Downtown is the community's urban center serving as the
cultural, social, entertainment, and political center of the City... The City
wants its urban core to be economically healthy and realizes that
private and public investments in the Downtown support each other")
b. Policy 4.3 ("Cultural facilities, such as museums and galleries should
be Downtown.”)
In addition, the City is required to complete Economic Development Subsidy findings, as
required by California Government Code Section 53083, when making a grant in an
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Item 6c
amount of $100,000 or more for the purpose of stimulating economic development within
its jurisdiction.
DISCUSSION
Background
The City of San Luis Obispo enjoys a long-standing public / private partnership with
SLOMA that stretches back over 60 years, including through the lease of City property at
the location of the existing museum at 1010 Broad Street tangent to Mission Plaza in
1967. This relationship has supported a wide variety of activities and initiatives during th is
time in support of the visual arts, including the establishment of a formal Community
Partnership Agreement with SLOMA beginning in 2021 in furtherance of the City's Public
Art Program.
Over the past five years, SLOMA has built a strong staff and Board of Directors, increased
museum offerings and patrons of the museum, and re-invigorated its long-standing goal
of assembling a contemporary museum space of sufficient size and building
characteristics to meet its growing needs. A study commissioned by SLOMA to help them
better understand their space and building needs was prepared by the firm Lord Cultural
Resources (2024), which identified that demand exists for increased museum offerings,
and that a sufficiently sized new museum could attract over 100,000 visitors per year.
Importantly, this study also led SLOMA to conclude that construction of a new museum
at the existing location that would meet this need is cost prohibitive , with an expected
construction cost of over $54 million. Staff have thoroughly reviewed the study and concur
with the methodology and analysis that form the findings and recommendations ; the
Executive Summary is provided as Attachment C.
SLOMA's Proposal for Supporting the Future San Luis Obispo Museum of Art : A New
Home in the Heart of Downtown describes the first phase of SLOMA's plans to expand
from the 1010 Broad Street location by bringing together three existing storefront
properties on Higuera Street between Chorro and Garden, while also maintaining and
featuring connectivity to the creek walk, Mission Plaza, and the Cultural Arts District. The
three properties together would form a 24,000 -square-foot museum facility with multiple
galleries, a museum cafe and store, a blend of indoor and outdoor space, a nd downstairs
offices supportive of SLOMA's operations and storage needs. The 1010 Broad Street
property would be used for expanded arts educations programming, which is consistent
with the existing lease agreement with the City. The second phase of the Proposal entails
the eventual purchase of the three expansion properties on Higuera Street. The proposed
project represents another key Downtown investment, in addition to the Cultural Arts
District Parking Structure, the new San Luis Obispo Repertory Theatre, and the Mission
Plaza Enhancement Project, that will help to ensure Downtown vibrancy into the future.
Key Terms of the Grant Agreement
Staff and SLOMA, together with respective legal counsel, have prepared a draft Grant
Agreement (Attachment D) for an amount up to $500,000 that includes the following key
terms, in accordance with prior Council direction:
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Item 6c
1. The Grant Agreement is for a three-year term for Phase 1 implementation.
2. The City’s funds are a one-time grant of up to $500,000, paid on a
reimbursement basis, to be used for eligible soft costs only.
3. SLOMA shall secure all other project funds for Phase 1, all necessary project
entitlements and building permits, and shall submit to the City a fundraising plan
and three-year budget forecast demonstrating project feasibility.
4. SLOMA shall identify additional public benefits, such as public art in the creek
walk area, or similar, that can reasonably be implemented or facilitated.
5. The Grant Agreement requires public recognition of the City as a funding source
and project partner.
6. SLOMA shall submit quarterly reporting and financial assurance
documentation.
7. The Amendment paragraph specifies the conditions under which potential
Phase 2 funding may be considered, per SLOMA’s Proposal. These items
include satisfactorily completing all required elements of Grant Agreement
during implementation of Phase 1, submitting a detailed project description and
supportive justification for the additional funding request, and submitting
sufficient due diligence items for the City’s review to ensure expenditure of its
funds is supported and documented.
8. The Grant Agreement includes standard terms and conditions including Conflict
of Interest, Indemnification, and Termination.
Current Project Updates
Since first introducing the Proposal to City Council on November 4, 2025, SLOMA has
entered into a lease agreement with the current property owner and has taken possession
of all three Higuera Street storefronts as of February 1, 2026. SLOMA has also continued
to refine its project and has applied for permits and planning entitlements for the first
phases of the project that are currently under review with the Community Development
Department and the inter-departmental Design Review Team. Some aspects of the
project can move forward as tenant improvements, while others will require that SLOMA
assemble technical reports, including arborist, biological and cultural resources studies
and other information needed for project elements that are discretionary and will require
environmental review.
Economic Impact Analysis
As an attachment to its Proposal to the City, SLOMA also included data and modeling
from the Americans for the Arts: Arts and Economic Prosperity 6 report (January 2024),
which estimates that the operation of SLOMA’s new museum space will result in $123,500
in local government revenue and will generate $4,926,203 million in total expenditures on
an annual basis.
It is also anticipated that the implementation of SLOMA’s Proposal and the operation of
the new, expanded museum will generate 93 jobs a ccording to data and modeling
provided by SLOMA and the Americans for the Arts: Arts and Economic Prosperity 6
report (January 2024). Employment data contained in this report is based on the
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Item 6c
underlying IMPLAN Economic Model and is an annual average headcount of full time,
part time, and seasonal employment using the same definitions as the U.S.A. Bureau of
Economic Analysis Regional Economic Accounts and the U.S. Bureau of Labor Statistics
Census of Employment and Wages.
SLOMA may be subject to possessory interest property tax during Phase 1 of the project;
however, as the tenant improvements for the new museum space are not yet constructed,
it is not yet known what the assessment and taxing rate will be. As a 501(c)(3) non-profit
organization, if SLOMA acquires the expansion properties in the future, SLOMA may be
eligible for a partial exemption of property taxes through the County Tax Assessor and
the State Board of Equalization, provided that SLOMA continues to operate the property
exclusively for exempt uses on an annual filing basis.
An investment by the City in SLOMA’s new museum space is fiscally prudent as it will
contribute to a project that is anticipated to generate 93 jobs, $123,500 in revenue to the
City and over $4.9 million in expenditures, on an annual basis. From a project due
diligence perspective, SLOMA is required to submit a fundraising plan and three -year
forecasted operating budget for approval by the City prior to disbursement of funding, per
the draft Grant Agreement.
These data and analyses form the basis of the Economic Development Subsidy findings
that are required under California Government Code Section 53083, The City is required
to provide specified information in written form available to the public, through its website,
for any economic development subsidy within its jurisdiction and to provide public notice
and a hearing regarding the subsidy. An “economic development subsidy” is defined in
relevant part under the Government Code as “any expenditure of public funds or loss of
revenue to a local agency in the amount of one hundred thousand dollars ($100,000) or
more, for the purpose of stimulating economic development within the jurisdiction of a
local agency, including, but not limited to . . . grants . . .” (Cal. Gov. Code § 53083(g)(1)).
The draft Grant Agreement entails a commitment of $500,000 in grant funding towards
SLOMA’s new museum space due to the long-standing community partnership with
SLOMA and the anticipated economic d evelopment and other public benefits the new
museum will provide. As such, the Grant Agreement constitutes an “economic
development subsidy”. The required Economic Development Subsidy findings and
disclosure are found in the draft Resolution included as Attachment A.
Previous Council Action
On November 4, 2025, as part of its review of the unaudited year-end 2024-25 fiscal year
budget, the City Council directed staff to prepare the draft Grant Agreement that is
recommended for approval with this Council Agenda Report. Council also directed staff
to “include terms [in the Grant Agreement] which would commit the City to providing
funding of some kind toward Phase 2 of the project, subject to further analysis and
discussion at a public meeting and with funding allocations determined during future
budget actions.” (Council Minutes for November 4, 2025, approved November 18, 2025).
Page 393 of 444
Item 6c
In addition, SLOMA also reports that they have successfully completed the “Challenge
Grant” that raised over $2 million following City Council’s first conversation and direction
to staff regarding their Proposal that occurred on November 4, 2025.
Public Engagement
Council considered public comments from numerous residents and community members
that spoke favorably about SLOMA’s Proposal at the November 4, 2025, City Council
meeting. Any member of the public may provide comments, testimony, or written
comments to the City Council about this item. In addition, because this item requires a
public hearing (due to the Economic Development Subsidy requirements under California
Government Code section 53083 described above), it has been noticed in the public -
facing kiosk in front of City Hall and on the City’s website.
SLOMA has also been engaging with the public, including news releases and social
media, installation of colorful information signs in the windows of the Higuera Street
storefronts, and sharing details with local businesses and service groups including a
presentation to the Downtown SLO Board of Directors in November, 2025, and at the San
Luis Obispo Chamber of Commerce’s “Good Morning SLO” event that took place in
January, 2026.
Next Steps
Should Council approve the draft Grant Agreement, staff will conti nue to work closely with
SLOMA and will establish a regular meeting cadence to maintain timely communication,
support project delivery, and ensure proper oversight of grant funds and reporting
requirements.
If SLOMA is able to complete property negotiatio ns and fundraising plans towards the
eventual purchase of the buildings and timely complete the conditions precedent to be ing
considered for Phase 2 funding, staff will provide options and recommendations regarding
additional funding at the next regularly scheduled budget hearing, per prior Council
direction on November 4, 2025. This will allow an additional funding request to be
considered in the context of the City’s overall budget , with the next appropriate
opportunity taking place on June 2, 2026, when the Council will consider the Fiscal Year
2026-2027 Budget Supplement.
CONCURRENCE
On January 14, 2026, the SLOMA Board of Directors took action to approve the draft
Grant Agreement.
The Community Development Department and the Economic Development and Tourism
Program concur with the recommendation in furtherance of General Plan and Economic
Development Strategic Plan implementation, respectively.
The City Attorney’s Office has reviewed and provided its concurrence as to the form of
the draft Grant Agreement and draft Resolution.
Page 394 of 444
Item 6c
ENVIRONMENTAL REVIEW
Entering into a Grant Agreement is not considered a project under California
Environmental Quality Act (CEQA) Guidelines Section 15378. The future implementation
of some elements of SLOMA’s project, however, will be subject to environmental review
and a CEQA determination, which will take place concurrent with the City’s evaluation of
the SLOMA’s building permit and planning entitlement applications.
FISCAL IMPACT
Budgeted: No Budget Year: 2024-25
Funding Identified: Yes
Fiscal Analysis:
Funding
Sources
Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
General Fund
(FY 2024-25
Unassigned
Fund Balance)
$3,468,954 $500,000 $2,968,954* N/A
State
Federal
Fees
Other:
Total $3,468,954 $500,000 $2,968,954 N/A
* The $2,968,954 of ‘remaining balance’ noted above represents the balance of FY 2024 -
25 Unassigned Fund Balance after the $500,000 contribution toward SLOMA is
considered. At the time that this item will be heard, it will follow Council’s consideration
of allocations of the Unassigned Fund Balance as part of approval of the
recommendations in the Second Quarter Budget Report item heard earlier on the
February 17, 2026, agenda.
The audited, unassigned fund balance for the General Fund for FY 2024-25 is
$3,468,954. Consistent with Council’s direction of November 4, 2025, staff is
recommending allocation of $500,000 from FY 2024-25 unassigned fund balance for this
purpose as part of the Second Quarter Budget Report that will be presented to Council
prior to consideration of this item. Modest staff time will be needed to ensure oversight
of the terms and conditions of the Grant Agreement and to support project delivery and
the overall partnership with SLOMA.
ALTERNATIVES
1. Council may direct modifications to the draft Grant Agreement to incorporate
different terms or requirements.
Page 395 of 444
Item 6c
2. Council could direct staff to make modifications to the draft Grant
Agreement and bring it back as an item for future reconsideration. Should
Council choose this alternative, it is recommended that a “date certain” be
identified, so that SLOMA may reliably anticipate future project actions and
scheduling.
3. Council may elect not to approve the draft Grant Agreement in favor of other
budget needs and priorities. If this alternative is chosen, it should be noted that
the City Council’s direction on November 4, 2025, assisted in meeting a challenge
grant offered by community members to help SLOMA raise $2 million that could
be jeopardized.
ATTACHMENTS
A - Draft Resolution
B - Proposal for Supporting the Future San Luis Obispo Museum of Art: A New Home
in the Heart of Downtown. San Luis Obispo Museum of Art (2025).
C - San Luis Obispo Museum of Art (SLOMA), New Building Facilities and Operations
Focused Feasibility Study. Executive Summary. Lord Cultural Resources (2024).
D - Draft Grant Agreement
Page 396 of 444
R ______
RESOLUTION NO. _____ (2026 SERIES)
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN LUIS
OBISPO, CALIFORNIA, FINDING THAT A GRANT AGREEMENT WITH
THE SAN LUIS OBISPO MUSEUM OF ART IS OF PUBLIC BENEFIT IN
ACCORANCE WITH CALIFORNIA GOVERNMENT CODE SECTION
53083 AND APPROVING THE GRANT AGREEMENT
WHEREAS, The City of San Luis Obispo (City) enjoys a long-standing public /
private partnership with the San Luis Obispo Museum of Art (SLOMA) that stretches back
over 60 years, including through the lease of City property at the location of the existing
museum at 1010 Broad Street tangent to Mission Plaza in 1967. This relationship has
supported a wide variety of activities and initiatives during this time in support of the visual
arts, including the establishment of a formal Community Partnership Agreement with
SLOMA beginning in 2021 in furtherance of the City's Public Art Program; and
WHEREAS, SLOMA has put forward a Proposal for Supporting the Future San
Luis Obispo Museum of Art: A New Home in the Heart of Downtown (the “Proposal”)
submitted to City Council on October 30, 2025, that has significant alignment with
numerous City plans and policies. These include the City’s existing 2025-27 Major City
Goals, Economic Development Strategic Plan (2023), Downtown Concept Plan (2017),
and General Plan Land Use Element (2014); and
WHEREAS, SLOMA's Proposal describes plans to expand from its present
location at 1010 Broad Street by also bringing together three existing storefront properties
on Higuera Street between Chorro and Garden, while maintaining and featuring
connectivity to the creek walk, Mission Plaza, and the Cultural Arts District. The three
properties together would form a 24,000 -square-foot museum facility with multiple
galleries, a museum cafe and store, a blend of indoor and outdoor space, and downstairs
offices supportive of SLOMA's operations and storage needs. The 1010 Broad Street
property would be used for expanded arts educations programming by SLOMA, which is
consistent with the existing lease agreement for that property with the City; and
WHEREAS, SLOMA’s Proposal is informed by a feasibility study and economic
development data that forecast SLOMA’s museum offerings would at tract at least
106,200 individuals to the downtown area (Lord Cultural Resources, 2024), support 93
jobs, and generate total expenditures of over $4.9 million (Americans for the Arts: Arts
and Economic Prosperity 6 report and Arts and Economic Prosperity AEP 6 Calculator,
January 2024). These data suggest that an investment by the City in SLOMA’s new
museum space is fiscally prudent and underly Economic Development Subsidy findings
that are required by California Governmen t Code Section 53083, which are documented
herein; and
WHEREAS, on November 4, 2025, as part of its review of the unaudited year-end
2024-25 fiscal year budget, the City Council received numerous, favorable public
comments and testimony from SLOMA staff a nd members of its Board of Directors
Page 397 of 444
Resolution No. _____ (2026 Series) Page 2
R ______
regarding the Proposal, and directed staff to prepare a Grant Agreement to provide
funding in support of Phase I of SLOMA’s Proposal in an amount up to $500,000 .
NOW, THEREFORE, BE IT RESOLVED by the Council of the City of San Luis
Obispo as follows:
SECTION 1. The above recitals are true and correct and are a substantive part of
this Resolution.
SECTION 2. Findings.
Economic Development Subsidy
Under California Government Code Section 53083, the City is requir ed to provide
specified information in written form available to the public, through its website, for any
economic development subsidy within its jurisdiction and to provide public notice and a
hearing regarding the subsidy. An “economic development subsid y” is defined in relevant
part under the Government Code as “any expenditure of public funds or loss of revenue
to a local agency in the amount of one hundred thousand dollars ($100,000) or more, for
the purpose of stimulating economic development within the jurisdiction of a local agency,
including, but not limited to . . . grants . . .” (Cal. Gov. Code § 53083(g)(1)).
The draft Grant Agreement entails a commitment of $500,000 in grant funding towards
SLOMA’s new museum space due to the long-standing community partnership with
SLOMA and the anticipated economic development and other public benefits the new
museum will provide. As such, the Grant Agreement constitutes an “economic
development subsidy” and disclosure of the following information and a public hearing
are required, as follows (shown in italics):
1) The name and address of all corporations or any other business entities, except
for sole proprietorships, that are the beneficiary of the economic development
subsidy, if applicable. San Luis Obispo Museum of Art, A California Non-Profit
Corporation.1010 Broad Street, San Luis Obispo, CA 93401.
2) The start and end dates and schedule, if applicable, for the economic
development subsidy. The start date is upon entry into the Grant Agreement.
City of San Luis Obispo grant funding would be required to be expended within
three years following the start date, unless otherwise amended.
3) A description of the economic development subsidy, including the estimated
total amount of the expenditure of public funds by, or of revenue lost to, the
local agency as a result of the economic development subsidy. The total
amount of direct expenditure of public funds is $500,000.00.
4) A statement of the public purposes for the economic development subsidy. The
public purpose for the economic development subsidy is to support arts and
Page 398 of 444
Resolution No. _____ (2026 Series) Page 3
R ______
cultural activities in the downtown area of San Luis Obispo, which is expected
to generate direct and indirect local economic impact benefits.
5) Projected tax revenue to the local agency as a result of the economic
development subsidy. According to data provided by SLOMA and the
Americans for the Arts: Arts and Economic Prosperity 6 report (January 2024),
the operation of SLOMA’s new museum space will result in $123,500 in local
government revenue and will generate $4,926,203 million in total expenditures
an annual basis. SLOMA will be subject to possessory interest property tax,
however as the tenant improvements for the new museum space are not yet
constructed, it is not yet known what the assessment and taxing rate will be.
6) Estimated number of jobs created by the economic development subsidy,
broken down by full-time, part-time, and temporary positions. According to data
provided by SLOMA and the Americans for the Arts: Arts and Economic
Prosperity 6 report (January 2024), the operation of the new museum space
will generate 93 jobs. Employment data contained in this report is based on the
underlying IMPLAN model and is an annual average headcount of full time, part
time, and seasonal employment using the same definitions as the U.S.A.
Bureau of Economic Analysis Regional Economic Accounts and the U.S.
Bureau of Labor Statistics Census of Employment and Wages.
The public hearing and disclosure of economic development subsidy contained herein
have been duly noticed and carried out in accordance with the requirements of California
Government Code Section 53083.
SECTION 3. Environmental Review. The passage of this Resolution and
entering into a Grant Agreement is not considered a project under CEQA Guidelines
Section 15378.
SECTION 4. Grant Agreement. City staff are hereby authorized to execute the
Grant Agreement in the form and manner approved by the City Attorney, attached as
Exhibit A, and to duly oversee and carry out the terms and conditions of the Lease
Agreement.
Upon motion of Council Member ___________, seconded by Council Member
___________, and on the following roll call vote:
AYES:
NOES:
ABSENT:
The foregoing resolution was adopted this _____ day of _______________ 2026.
Page 399 of 444
Resolution No. _____ (2026 Series) Page 4
R ______
___________________________
Mayor Erica A. Stewart
ATTEST:
______________________
Teresa Purrington
City Clerk
APPROVED AS TO FORM:
______________________
J. Christine Dietrick
City Attorney
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the
City of San Luis Obispo, California, on ______________________.
___________________________
Teresa Purrington
City Clerk
Page 400 of 444
PROPOSAL FOR SUPPORTING THE FUTURE
SAN LUIS OBISPO MUSEUM OF ART:
A NEW HOME IN THE HEART OF DOWNTOWN
1
Page 401 of 444
1010 BROAD STREET at Mission Plaza
POST OFFICE BOX 813
SAN LUIS OBISPO, CA 93406
PH: 805-543-8562
INFO@SLOMA.ORG
Ermina Karim
Co-Chair
Cheryl Cuming
Co-Chair
Trudie Safreno
Treasurer
Barbara Bell
Executive Committee
Lindsey Harn
Executive Committee
John Dunn
Board Member
Celeste Hope
Board Member
Beya Makekau
Board Member
Mike Quamma
Board Member
Missy Reitner-Cameron
Board Member
David Richards
Board Member
Amy Wright
Board Member
Leann Standish
Executive Director
Dear Mayor Stewart and Honorable Councilmembers
Boswell, Francis, Marx, and Shoresman:
For more than six decades, every City Council—including this one—has made
bold investments to reinforce and enrich our community’s economic and cultural
vitality. From the creation of Mission Plaza to the support of the PAC to the soon-
to-open SLO REP Theatre, each generation of civic leaders has proven through
their vision and action that City investment in our social infrastructure is essential
to shaping a vibrant, resilient community.
In each case, the presiding City Councils recognized that transformative projects
seldom come without risk. They weighed long-term returns, ensured alignment
with Major City Goals, and moved forward to strengthen the cultural and
economic fabric of our community.
The Next Chapter in Civic Investment
Today, the San Luis Obispo Museum of Art (SLOMA) presents the next
opportunity for civic investment and community transformation. Expanding from
its historic home at 1010 Broad Street, the Museum will bring together three
Higuera Street storefronts (778, 782, and 786) to form a 24,000-square-foot
campus—bridging Mission Plaza and the vibrant downtown core with art and
community. The total project is estimated at $20 million, to be raised in two
phases.
October 29, 2025
2
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We respectfully request that the City invest $2.5 million to help bring this once-in-a-generation
project to completion. A portion—$500,000—would help complete the first of two phases,
outfitting the new Museum with the furnishings needed to welcome students, families, and
visitors from across and outside the region. The remaining $2 million commitment would
assist in the property’s eventual purchase, ensuring this downtown treasure remains a
permanent part of San Luis Obispo’s cultural landscape.
Importantly, the City’s support now would immediately qualify for a time-limited $2 million
matching contribution from the Forbes family, thereby doubling the impact of the City’s
investment and signaling to major donors that San Luis Obispo is ready to match their
confidence with civic commitment. In doing so, the City would be joining a collection of private
donors who, in total, have already pledged $8 million.
An Aligned Investment
SLOMA’s planned expansion embodies San Luis Obispo’s vision for a sustainable, inclusive,
and economically vibrant community. It will directly advance the City Council’s Major Goals
FY 2025–27) for Cultural Vitality, Economic Resilience, and Fiscal Sustainability as well as
Diversity, Equity, and Inclusion. Moreover, it is in alignment with the City’s long-term vision as
articulated in the Downtown Concept, Mission Plaza, and Economic Development Strategic
Plans and reflects priorities identified by Resonance Consultancy in its Downtown Future
Forum Report (2021). Together, these efforts reinforce decades of civic investment in a
thriving, culturally rich, interconnected downtown core.
The expanded SLOMA will strengthen San Luis Obispo by:
Providing a year-round, everyday reason for residents and visitors alike to visit downtown,
thus increasing foot traffic and tourism and generating an expected $4–$6 million in new
annual downtown spending.
Creating an accessible, public destination that will fuel the momentum of downtown
revitalization and enrich the city’s enduring sense of place.
Exponentially increasing the educational programming and enrollment capacity for local
students and families across the Central Coast to build creativity, confidence, and a
deeper sense of belonging in our community.
Drawing visitors from across the Central Coast to the only art museum between Monterey
and Santa Barbara, thus strengthening San Luis Obispo’s reputation as a regional cultural
capital and place of creative belonging.
A Timely Catalyst
Our moment is now. City participation at this stage will help the Museum secure matching
funds that will otherwise expire at year-end. Timely participation would also inspire additional
private donations keeping the project on track for ground breaking in 2026, and a grand
opening in early 2027.
San Luis Obispo Museum of Art — Grant Request
3
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Private donors are responding enthusiastically to the Museum’s vision: Since August 2025,
SLOMA has quietly raised $8 million in cash and pledges from donors across the region,
including nearly $600,000 in qualifying gifts toward the Forbes family’s $2-million challenge
grant. When the full match is realized, total funds raised will exceed $11 million, more than half
of the overall $20 million campaign goal.
It’s worth repeating: In just 10 short weeks, our community has rallied around this vision with
remarkable enthusiasm, making it clear through their generosity that this project reflects both
the needs of today and the dreams of what San Luis Obispo can be for generations to come.
Few moments offer such clear alignment between community will, private investment, and
public purpose.
By partnering in this effort, the City will extend a long legacy of transformational civic
investments that strengthen downtown, fuel economic opportunity, and ensure that art and
creativity remain central to San Luis Obispo’s identity for generations to come.
We are grateful for your leadership and consideration.
Respectfully submitted,
Leann Standish Ermina Karim
SLOMA Executive Director Co-Chair, SLOMA Board of Directors
San Luis Obispo Museum of Art — Grant Request
4
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WHY IT MATTERS:
A DOWNTOWN ANCHOR FOR GENERATIONS TO COME
SLOMA’s expansion is about more than adding walls for art: it’s about creating the kind of
shared civic space that makes a city feel alive.
Across the nation, libraries and museums are emerging as vital anchors of community life,
providing the social infrastructure that helps people connect, learn, and imagine together.
They invigorate downtowns, fuel local economies and give residents a sense of belonging that
digital life cannot replace.
The City’s own advisors, Resonance Consultancy, have emphasized that this kind of
activation—where culture, community, and commerce intersect—is exactly what defines a
thriving 21st-century downtown. Their Downtown Future Forum Report and Visit SLO CAL
Destination Management Strategy both point to cultural vitality and authentic local experiences
as essential to ensuring a vibrant community, one that attracts and inspires people to be
engaged in the civic life of their community (see Appendix).
Across the world, cities that are thriving did not happen by chance; they are the products of
clear visions and bold investments in the facilities and experiences that cultivate creativity
and connection.
It’s worth recalling a few defining moments when City Councils made forward-looking
investments that forever changed San Luis Obispo’s trajectory:
Mission Plaza (1970): Against considerable objections from the business community, the
Council transformed a section of Monterey Street into one of California’s first pedestrian
plazas. Fifty-five years later, Mission Plaza remains the heart of downtown and is
celebrated as the jewel of San Luis Obispo—a model for small-city revitalization and
placemaking.
Performing Arts Center at Cal Poly (1990s): In partnership with Cal Poly and the
Foundation for the Performing Arts Center (FPAC), the City contributed over $5 million—
about one-sixth of the total $30 million cost —to help build a world-class venue not far
from downtown. In addition, for more than three decades, the City has shared in annual
operating support alongside Cal Poly and FPAC, keeping the facility accessible and
sustaining a robust calendar of performances that draw audiences from across the region.
Chinatown / Hotel SLO (2012): Once again, the Council forged ahead over objections from
those lamenting the loss of parking, enabling the creation of the Chinatown project. The
result—Hotel SLO—has become a cornerstone of downtown’s social and economic vitality,
generating significant TOT revenue and strengthening downtown’s role as the city’s shared
gathering place.
San Luis Obispo Museum of Art — Grant Request
5
Page 405 of 444
SLO REP Theatre (2020s): Coming soon, thanks to the City’s continued financial support
and a vision dating to the 1990s, SLO REP will break ground on a new performing arts
venue expected to draw 50,000 patrons to downtown annually.
Each of these decisions reshaped downtown in lasting ways. The expanded SLOMA
represents the next bold step in that continuum—an investment that ensures our city’s core
remains dynamic, economically vibrant and welcoming to all.
What the Expansion Will Offer
SLOMA’s expansion will connect the Museum’s historic home overlooking Mission Plaza
at 1010 Broad Street to two adjacent buildings on Higuera Street, whose combined three
storefronts will create a unified 24,000-square-foot art and community campus in the heart of
downtown. This dual-front presence will physically link Mission Plaza and Higuera Street –
creating a new gateway between civic, creative, and commercial life—weaving together two of
San Luis Obispo’s most vibrant pedestrian corridors and activating them with art, education,
and community life.
The expansion will advance in two sequenced phases to ensure fiscal responsibility and
steady progress:
Phase 1 ($10.4 million): Getting a museum built. This initial phase will transform three
connected, underutilized Higuera Street spaces into one new museum with four galleries,
community gathering areas, and a museum store. It encompasses design, permitting,
construction, and all furnishings, fixtures, and equipment needed to open to the public
as well as bridge funding to support operations during the transition period to the new
facility. Completing Phase 1 will deliver a fully operational museum and a visible, high-
impact anchor for downtown vitality. Our goal for opening to the public is January 2027.
Importantly, SLOMA is contracting with local design and construction firms that rely on local
labor.
Phase 2 ($10 million): Securing the Museum’s future. Once construction is complete, the
second phase will purchase the property outright and establish an operating endowment,
ensuring that the Museum’s presence downtown—and the City’s investment—are
protected for generations to come. This structure provides long-term financial sustainability
and allows the Museum to continue leveraging private philanthropy for ongoing growth and
programming.
The project will deliver not only more space for art and education but also new sources of
earned income that will make SLOMA more financially self-sustaining for the long term. Once
fully operational, the new Museum is projected—based on the Lord Cultural Resources
feasibility study—to draw close to 110,000 annually to the heart of downtown and generate
San Luis Obispo Museum of Art — Grant Request
6
Page 406 of 444
millions in additional economic activity for nearby retailers, restaurants, and hotels (see
Appendix).
But more than that, the expanded Museum will be an everyday reason to come downtown.
By presenting 10 to 15 exhibitions each year, alongside public programs, school tours, and
community events, SLOMA will give residents and visitors multiple new reasons to return
downtown again and again—building civic connection and sustaining local commerce year-
round. Improvements include:
Expanded Gallery Space: With nearly triple the
current exhibition area, the expanded Museum will,
for the first time, be able to host major traveling and
co-curated exhibitions, while continuing to champion
regional talent. Partnerships with peer institutions will
allow SLOMA to share costs and visibility, bringing
nationally-recognized art to San Luis Obispo,
and making world-class exhibitions accessible to
community members who might not otherwise have
the opportunity to experience them.
A Dedicated Education Space: Transforming the 1010
Broad Street building into classrooms will more than
double SLOMA’s reach as an educational resource—
restoring access to hands-on art learning that has
largely disappeared from many local schools. The
space will provide a permanent home for expanded
programming, including field trips, art camps,
teacher training, and community workshops, serving
thousands of students annually while supporting
lifelong learning for adults and families across the
county (see Appendix).
Cultural Gathering and Event Spaces: The expansion
includes a versatile indoor gathering hall and outdoor
patio, designed to accommodate artist talks, small
performances, civic dialogues, and community
celebrations. These flexible spaces will serve as a
cultural commons for residents and visitors while
generating new earned income through event rentals.
San Luis Obispo Museum of Art — Grant Request
7
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Historic Façade Restoration and Streetscape
Improvements: The project will restore and unify
the historic façades of two downtown buildings,
thereby enhancing architectural character, lighting,
and accessibility, and contributing to a more inviting
pedestrian experience that will benefit the entire
downtown core.
Financial Sustainability: The expansion will generate
new earned-income streams from event rentals, the
museum store, and public programs thus making
SLOMA more self-sustaining and resilient, less
dependent on donor income, and better equipped to
sustain operations for decades to come.
A small museum shop on Higuera Street will feature
artist-made goods and publications, extending the
visitor experience while activating the street frontage.
Sustainable Design and Accessibility: Adaptive reuse
will minimize carbon impact, preserve the historic
downtown scale, and ensure full ADA accessibility,
energy efficiency, and flexible design for future needs.
As a conservative estimate, these spaces will enable the Museum to double annual
attendance to nearly 110,000, more than double educational participation, and greatly
expand year-round programming establishing SLOMA as both a cultural anchor and a
magnet attracting residents and visitors year-round to the downtown core (see Appendix).
Alignment with Major City Goals
As both a cultural investment and an economic catalyst, this expansion is in full alignment
with this Council’s Major City Goals (FY 2025–27) for Cultural Vitality, Economic
Resilience, and Fiscal Sustainability, as well as Diversity, Equity, and Inclusion:
Promote Economic Resilience
Research from Americans for the Arts shows arts patrons spend an additional $25–$70
per visit on local food, retail, and lodging. The expanded Museum is projected to generate
conservatively $4–$6 million in new downtown spending each year, serving as both
San Luis Obispo Museum of Art — Grant Request
8
Page 408 of 444
a destination and a catalyst for surrounding businesses. The Economic Impact of the
Arts & Culture Sector report for 2025 found that SLO County nonprofit arts and cultural
organizations like SLOMA contributed to $291.1 million in visitor spending, yielding a total
economic impact of $478.7 million, supporting 5,163 jobs countywide. The City of San
Luis Obispo alone received $99 million in arts-related spending with a total impact of $163
million, underscoring that investment in culture directly strengthens our local and regional
economy (see Appendix).
Beyond its direct impact, SLOMA addresses a broader economic reality about the changing
character of downtowns, shifting from their role as retail cores toward experience-driven
destinations that combine culture, dining, and social gathering to attract residents, visitors,
and workforce talent. A 2025 Cushman & Wakefield study (“The Rise of the Experiential
Economy”) found that thriving downtowns depend on experience-focused anchors such
as museums, theaters, and cultural centers. These anchors typically represent less than
two percent of urban real estate but they generate roughly one-quarter of total foot traffic in
thriving downtowns (see Appendix).
Locally, the Visit SLO CAL Destination Management Strategy, developed with Resonance
Consultancy in 2019, reached similar conclusions: emphasizing that future visitors
increasingly seek authentic experiences that connect them with local creativity, culture,
and community. The report highlighted the need for new, high-quality cultural offerings
to complement San Luis Obispo’s natural assets and outdoor appeal, helping the region
compete for both visitors and residents who value quality of life and belonging.
Building on that foundation, the project also directly advances three of the City’s top
opportunities identified in the Downtown Future Forum Report (Resonance Consultancy,
2021): establishing a Cultural Arts & Entertainment District anchored by SLOMA and its
neighboring institutions; reconnecting public spaces along the creek and Mission Plaza
into a cohesive cultural and pedestrian corridor; and strengthening a walkable, experience-
driven downtown core that attracts residents and visitors year-round (see Appendix).
Finally, just as the City’s financial support and partnership with REACH and the Cal Poly’s
Center for Innovation & Entrepreneurship strengthen the region’s innovation economy,
investment in SLOMA will enhance the quality of life essential to attracting and retaining the
creative and professional workforce that local employers consistently cite as essential to
their success.
Support Downtown Vitality and the Cultural Arts District
The reimagined Museum will serve as a critically needed anchor on Higuera Street and a
front door to the Cultural Corridor, drawing consistent, year-round pedestrian activity that
also benefits surrounding restaurants, retailers, and hotels. With 2.4 million pedestrians
passing annually, the Museum will extend downtown energy beyond weekends and
festivals—creating an accessible, open-to-all destination that provides a perpetual return on
the City’s long-term investment in the cultural arts.
San Luis Obispo Museum of Art — Grant Request
9
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Advance Diversity, Equity & Inclusion
The repurposed Education Center at 1010 Broad Street will more than double SLOMA’s
capacity to serve school-age children and families across the county, especially in rural
districts and schools serving low-income communities where formal arts instruction is limited
or absent. In partnership with schools, after-school programs, and youth organizations, the
Museum will deliver accessible, curriculum-aligned arts learning experiences that nurture
creativity, critical thinking, and belonging—skills essential to both academic success and
future workforce readiness.
At the same time, through exhibitions co-curated with community partners and a sustained
commitment to presenting artists and stories from underrepresented communities, SLOMA
ensures that every resident and visitor can see themselves reflected and inspired, keeping
creativity, inclusion, and shared identity at the center of civic life.
Champion Sustainability and Stewardship
The adaptive reuse of two existing downtown buildings will cut construction-related carbon
emissions by more than half compared to new construction, while preserving the historic
urban fabric that defines San Luis Obispo’s character. Energy-efficient systems, improved
accessibility, and restored façades will reduce operational costs and advance the City’s goal
of carbon neutrality by 2035—an investment that models environmental responsibility and
fiscal prudence. SLOMA has retained local design and construction firms who rely on local
labor to do the work.
In addition, the project directly advances three of the City’s top opportunities identified
in the Downtown Future Forum Report (Resonance Consultancy, 2021): establishing a
Cultural Arts & Entertainment District anchored by SLOMA and its neighboring institutions;
reconnecting public spaces along San Luis Creek and Mission Plaza into a cohesive cultural
and pedestrian corridor; and strengthening a walkable, experience-driven downtown core
that attracts residents and visitors year-round.
SLOMA Ascendant: A 60-Year Legacy, a 5-Year Transformation
While the organization’s roots stretch back more than 60 years to its origins as the San Luis
Obispo Art Center, the past five years have painted a clear picture of what SLOMA could do
in expanded space. Its performance over the past five years shows it can translate vision
into impact and manage public investment with accountability.
Since reopening after COVID under renewed staff and board leadership, the Museum has
strengthened every facet of its work: dramatically increasing attendance, expanding arts
education, growing financial capacity, and forging new civic and community partnerships.
The result is an institution that honors its legacy while embracing a modern vision of access,
San Luis Obispo Museum of Art — Grant Request
10
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inclusion, and artistic excellence—one that stands today as a proven and accountable
partner for City investment.
Audience Growth
Annual visitation has increased from roughly 30,000 in 2019 to 50,000 in 2025, all with free
admission.
Student Access
With a focus on inclusivity and access, each year SLOMA distributes 2,500+ free bilingual
art kits through its youth education programs. In addition, free school tours have grown from
about 250 students in 2019 to 614 so far this year, with more than 60% from Title I schools.
Financial Strength
Contributions and grants have more than doubled—from $330,000 in FY 2019–20 to over
800,000 in FY 2024–25—reflecting growing donor confidence and institutional stability. The
number of individual donors has also increased by over 50%, and since 2020 SLOMA has
established a robust business sponsorship program—now 16 partners strong—alongside a
steady stream of competitive grant funding that was not historically secured.
Highlighting Central Coast Creativity
Nearly half (43%) of the artists featured since 2020 hail from the Central Coast, shown in
conversation with artists from across the nation and around the world—positioning San Luis
Obispo as both a platform for local voices and a participant in the global arts dialogue.
Showcasing Diverse and Underrepresented Artists
Over the last five years, more than half of SLOMA’s featured exhibitions have highlighted
women, artists of color, or LGBTQ+ artists. Over that same period, we’ve seen engagement
with more diverse communities, many of whom are visiting SLOMA for the first time.
Community Partnerships
SLOMA has collaborated with organizations including the GALA Pride & Diversity Center,
SLO County Arts Council, Festival Mozaic, SLO Movement Arts, and Sensorio to co-develop
exhibitions and public programs that elevate local voices and reflect the region’s creative
diversity. In addition, the Museum partners with a wide range of community organizations—
including Woods Humane Society, the Diversity Coalition, EcoSlo, SLO County
UndocuSupport, RACE Matters and others—to expand visibility, reach new audiences, and
celebrate the many facets of our community.
Specialized Educational and Therapeutic Programming
In partnership with Cuesta College and Cal Poly, SLOMA regularly provides students with
hands-on curatorial experience, exhibition training, and in-classroom learning opportunities,
while newer collaborations with Adventist Health and Hospice SLO County are piloting
therapeutic art workshops for patients and community members demonstrating how
creativity fosters learning, healing, and human connection.
San Luis Obispo Museum of Art — Grant Request
11
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Civic Leadership and Recognition
SLOMA has completed the Museum Assessment Program with the American Alliance of
Museums and the Institute of Museum and Library Services (2021) and secured multiple,
highly-competitive state and federal grants from the National Endowment for the Arts, IMLS,
and California Arts Council (2021–2025).
City-SLOMA Public Art Partnership
Since entering a management agreement with the City in 2021, SLOMA has delivered
seven permanent and temporary public art installations across San Luis Obispo.
Organizational Capacity
Staff has grown from three to nine, and SLOMA’s exhibitions now receive statewide
and national recognition. Since launching its internship program in 2020, the Museum
has mentored 25+ college interns—many first-generation students— preparing the next
generation of arts professionals.
Together, these outcomes demonstrate that SLOMA is not a new or untested idea—it is
a thriving, forward-looking institution with the capacity, credibility, and community trust to
deliver a strong return on City investment.
In Summary: A Sustainable and Inclusive Vision
SLOMA’s expansion embodies the City’s vision for a sustainable, inclusive, and
economically vibrant community. With steady growth, diversified revenue streams, and a
planned endowment, SLOMA enters this project from a position of strength and stewardship.
A Once-in-a-Generation Opportunity: The move to Higuera Street places SLOMA at the
epicenter of the city’s pedestrian and cultural life—converting 2.4 million annual
pedestrians into year-round cultural engagement, small-business activity, and civic pride.
Continuity of Cultural Investment: Continuity of Cultural Investment: As with the
Performing Arts Center and SLO REP,partnering with SLOMA continues a proven City
strategy: leveraging nonprofit institutions to achieve public goals for community vitality,
education, and economic resilience—anchored downtown and across the city.
Fiscal Responsibility: The requested $2.5 million represents roughly one percent of the
City’s current Capital Improvement Plan—a modest investment relative to scale, yet one
that yields an outsized return in economic benefit, downtown activation, and cultural
identity.
San Luis Obispo Museum of Art — Grant Request
12
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San Luis Obispo Museum of Art — Grant Request
This opportunity is time-sensitive. The alignment of public priorities, private philanthropy,
and available downtown property is rare—and is unlikely to come again soon. With design
work underway, donor momentum accelerating, and matching funds on the line, City
partnership at this moment would secure millions in private investment and ensure the
project moves forward on schedule.
By investing in this project, the City will help transform three centrally located downtown
spaces into a living cultural landmark—one that strengthens civic pride, attracts visitors and
employers, and strengthens downtown’s vitality.
This is a moment of convergence—where vision, readiness, and opportunity come together
in a shared purpose.
By stepping forward now, the City can help realize a project decades in the dreaming and
ensure that art and creativity remain central to the San Luis Obispo story for generations to
come.
13
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APPENDIX
1. Economic Impact of the Arts 3
2. Expansion Feasibility Report & Attendance Projections 5
3. Citywide Economic Development & Placemaking 7
4. Downtown Development & Cultural Anchors 9
5. The Creative Economy 11
6. The Rise of the Experiential Economy 12
7. Workforce Expansion 13
8. Arts Education: New Programming Projections 14
9. Artist Renderings: Introducing the New San Luis Obispo Museum of Art 15
10. Digital Sources: Links 18
To project the economic impact of SLOMA’s planned expansion, we based our analysis on the
following sources:
San Luis Obispo Museum of Art — Grant Request Appendix 1
Page 414 of 444
i. Appendix Executive Summary
The San Luis Obispo Museum of Art (SLOMA) and its planned expansion align closely with the City
of San Luis Obispo’s broader economic, cultural, and community development goals. Collectively, the
sources in this Appendix demonstrate the vital role of arts and culture in fostering economic growth,
downtown vitality, workforce development, and placemaking.
Economic Impact of the Arts
The Arts & Economic Prosperity 5 (2015) study found that San Luis Obispo County’s nonprofit arts and
culture sector generated $27.7 million in direct economic activity, supporting 916 jobs and producing $1.1
million in local government revenue. Event attendees spent an average of $30.67 per person, benefiting
local restaurants, shops, and hotels. Building on this, Arts & Economic Prosperity 6 (2023) offers an
impact calculator that estimates SLOMA’s operations and audiences will contribute nearly $5 million
annually to the City’s economy, including $3 million in direct audience spending.
Expansion Feasibility Report & Attendance Projections
According to Lord Cultural Resources’ 2023 Feasibility Study, a new museum facility would conservatively
attract nearly 110,000 visitors annually, giving residents and visitors alike a new reason to come
downtown.
Citywide Economic Development & Placemaking
The City’s 2023 Economic Development Strategic Plan (EDSP) identifies Placemaking & Promotion as a
key pillar for economic resilience. Central to this strategy is strengthening partnerships with and funding
for the arts community, recognizing that cultural vitality enriches civic life and drives sustainable economic
development.
Downtown Development & Cultural Anchors
Resonance Consultancy’s 2021 Downtown SLO Development Report positions cultural institutions,
including SLOMA, as major catalysts for downtown revitalization. The study identifies SLOMA’s expansion
as a top opportunity to enhance the city’s Cultural District, attract new visitors, and stimulate local
business activity.
The Creative Economy
The 2025 Economic Impact of the Arts & Culture Sector report underscores the magnitude of the local
creative economy: countywide, arts and culture generated $478.7 million in total economic impact and
supported over 5,000 jobs. Within the City of San Luis Obispo alone, the arts produced $163 million in
total impact, highlighting the sector’s growing importance.
The Rise of the Experiential Economy
Cushman & Wakefield’sThe Rise of the Experiential Economy (2025) confirms that museums and cultural
centers, though typically comprising less than 2% of urban real estate, generate up to 25% of downtown
foot traffic.
Workforce Expansion & Arts Education: New Programming Projections
SLOMA’s workforce and education plans will create new professional positions, support local artists and
educators, and expand arts education access through scholarships and new youth programs.
Artist Renderings: Introducing the New San Luis Obispo Museum of Art
Walk the galleries of SLOMA’s future home on Higuera!
Together, these findings demonstrate that investment in SLOMA and the broader arts ecosystem is an
investment in SLO’s economic vitality, cultural identity, and community well-being. The data consistently
show that the arts are not peripheral—they are a central driver of prosperity, creativity, and connection.
San Luis Obispo Museum of Art — Grant Request Appendix 2
Page 415 of 444
1. Economic Impact of the Arts
Arts & Economic Prosperity 5 is Americans for the Arts’ fifth study of the nonprofit arts and culture
industry’s impact on the economy. It documents the economic contributions of the arts in 341 diverse
communities and regions across the country, representing all 50 states and the District of Columbia.
The Arts & Economic Prosperity 5 report included a breakdown specific to San Luis Obispo County,
revealing that the local arts and culture sector generated more than $27.7 million in direct
economic activity through organizational spending and visitor income. Attendees at arts and
cultural events spent an average of $30.67 per person, supporting locally owned restaurants,
shops, hotels, and transportation services. Notably, these figures reflect 2015 dollars—meaning
the sector’s current economic impact is even greater today.
The Economic Impact of Nonprofit Arts and
Cultural Organizations and Their Audiences in
San Luis Obispo County, CA (Fiscal Year 2015)
Direct Economic Activity
Arts and Cultural
Organizations +
Arts and Cultural
Audiences =
Total Industry
Expenditures
Total Industry Expenditures $13,693,022 $14,029,567 $27,722,589
Economic Impact of Spending by Arts and Cultural Organizations and Their Audiences
Total Economic Impact of Expenditures
Economic Impact of
Organizations +
Economic Impact of
Audiences =
Total
Economic Impact
Full-Time Equivalent (FTE) Jobs Supported 543 373 916
Household Income Paid to Residents $9,527,000 $7,315,000 $16,842,000
Revenue Generated to Local Government $507,000 $594,000 $1,101,000
Revenue Generated to State Government $632,000 $1,018,000 $1,650,000
Event-Related Spending by Arts and Cultural Audiences Totaled $14 million (excluding the cost of admission)
Attendance to Arts and Culture Events
Resident1
Attendees +
Nonresident1
Attendees =
All
Cultural Audiences
Total Attendance to Arts and Culture Events 381,226 75,879 457,105
Percentage of Total Attendance 83.4% 16.6% 100.0%
Average Event-Related Spending Per Person $23.37 $67.48 $30.67
Total Event-Related Expenditures $8,909,252 $5,120,315 $14,029,567
Nonprofit Arts and Cultural Event Attendees Spend an Average of $30.67 Per Person (excluding the cost of admission)
Category of Event-Related Expenditure
Resident1
Attendees
Nonresident1
Attendees
All
Cultural Audiences
Meals and Refreshments $13.86 $20.99 $15.04
Souvenirs and Gifts $5.73 $3.78 $5.41
Ground Transportation $1.83 $7.69 $2.80
Overnight Lodging (one night only) $0.79 $32.28 $6.00
Other/Miscellaneous $1.16 $2.74 $1.42
Average Event-Related Spending Per Person $23.37 $67.48 $30.67
Source: Arts & Economic Prosperity 5: The Economic Impact of Nonprofit Arts and Cultural Organizations and Their Audiences in San
Luis Obispo County. For more information about this study or about other cultural initiatives in San Luis Obispo County, visit ARTS
Obispo’s web site at www.sloartscouncil.org.
Copyright 2017 by Americans for the Arts (www.AmericansForTheArts.org).
San Luis Obispo Museum of Art — Grant Request Appendix 3
Page 416 of 444
The newly released Arts & Economic Prosperity 6 (AEP6) report is a comprehensive economic and
social impact study of the nation’s nonprofit arts and culture industry. Building on a 30-year legacy
as the largest and most inclusive study of its kind, AEP6 presents detailed findings from 373 regions
across all 50 states and Puerto Rico—spanning communities from 4,000 to 4 million residents, and
representing rural, suburban, and urban areas alike.
While San Luis Obispo County did not participate in AEP6, the report includes a tool to estimate
local impact. Using this calculator, projections for SLOMA alone indicate an estimated $3 million in
annual audience spending directly supporting local businesses, and nearly $5 million in total
yearly economic activity within the City of San Luis Obispo.
Definitions:
Total Expenditures:
The total dollars spent by your nonprofit arts and cultural organization and its audiences; event-related spending by cultural
audiences is estimated using the average dollars spent per person, per event by cultural attendees in similarly populated
communities.
Jobs (Employment):
Employment data in IMPLAN is an annual average headcount of full time, part time, and seasonal employment. Note that a
person can hold more than one job, so the job count is not necessarily the same as the count of employed persons. While
IMPLAN employment adjusts for seasonality, it does not indicate the number of hours worked per day. It is not, therefore,
equal to full time equivalents. This is the same definition used by the U.S. Bureau of Economic Analysis Regional Economic
Accounts and the U.S. Bureau of Labor Statistics Census of Employment and Wages.
Household Income:
The total dollars paid to community residents as a result of the expenditures made by your arts and cultural organization and/
or its audiences. Household income includes salaries, wages, and entrepreneurial income paid to residents. It is the money
residents earn and use to pay for food, shelter, utilities, and other living expenses.
Government Revenue:
The total dollars received by local, state and federal governments as a result of the expenditures made by your arts and
cultural organization and/or its audiences. Government revenue includes revenue from local and state taxes (e.g., income,
sales, lodging, real estate, personal property) as well as funds from license fees, utility fees, filing fees, and other similar
sources. Local government revenue includes funds to governmental units such as city, county, township, and school districts,
and other special districts.
When using estimates derived from this calculator, always keep the following caveats in mind: (1) the results of this analysis
are based upon the averages of similarly populated communities, (2) a unique input-output model was customized for each
of these similarly populated communities, providing very specific employment, household income, and government revenue
data, and (3) your results are therefore estimates, and should not be used as a substitute for conducting an economic impact
study that is customized for your community.
San Luis Obispo Museum of Art — Grant Request Appendix 4
Page 417 of 444
2. Expansion Feasibility Report & Attendance Projections
From 2022–2023, Lord Cultural Resources (LCR) worked with SLOMA’s staff, board, and members
of our community to complete a feasibility study for a new building at our current site at 1010 Broad
Street. The report compared similar markets and institutions to formulate projections for operations
and engagement. LCR projected that SLOMA would attain an annual attendance average of
106,200 (see excerpt below). While this figure is based on SLOMA’s current space on Broad Street
and does not include updated estimates based on Higuera Street’s foot traffic of about 2.4 million/
year, we have included this data as a conservative estimate of our projected attendance.
San Luis Obispo Museum of Art
New Building Facilities and Operations Focused Feasibility Study: Final Report
Making the World a Better Place Through Culture Lord Cultural Resources 64
At this stage of planning, the capital and project cost estimates total about $54.8 million.
This includes construction and demolition costs, other capital costs and contingencies
and escalations to the construction bid period in the first quarter of 2028, with assumed
construction completion by 2030.
In addition to demolition and construction costs, the capital costs include an allowance
for furniture, fixtures and equipment, as well as professional and other fees. There is
also a preliminary allowance of $2 million for development of a sculpture park, taking site
development uncertainties into account, and the acquisition of works of art for the park.
Project costs also include an assumed endowment growth of $1 million.
Among the exclusions at this stage are site development costs that may be beyond a
basic level as well as pre-opening fundraising and other costs. The detailed capital and
project cost estimates are found in Appendix C of this report.
7.2 ATTENDANCE, OPERATING REVENUE AND
EXPENSE PROJECTIONS
Set out here are our projections of attendance, operating revenues and expenses for the
San Luis Obispo Museum of Art (SLOMA) assuming implementation of the
plans/assumptions associated with its larger new facility in the directed Ideal Scenario.
The projections take into account the contextual, comparables and market analyses in
Chapters 2 and 3, the strategic directions in Chapter 4 and the facility and operational
recommendations/assumptions in Chapters 5 and 6, as well as the judgment and
experience of the consultants.
7.2.1 ON-SITE ATTENDANCE PROJECTIONS
The focus in this section is on-site attendance projections associated with the expanded
SLOMA facility based on agreed assumptions, benchmarking data and the judgment and
experience of the consultants.
To estimate the number of visitors likely to attend the future SLOMA first requires a
reasonable definition of who would or would not be defined as a visitor. For the purposes
of this analysis, a visitor is someone who attends an exhibition or program within the
museum, including those who attend venue rentals. This definition excludes persons who
only use the gift shop or who are outdoors for events or to walk the sculpture park but do
not enter the museum. The definition of a visitor also excludes staff and volunteers,
service, and delivery people and those who access SLOMA through the internet or
through outreach to schools or other community facilities. It is on-site attendance by actual
visitors.
It is also important to emphasize that there is no simple computer formula that leads to
accurate attendance projections. While there are ratios and formulas that have been used,
including from the experience of comparable or similar institutions, all quantitative methods
have weaknesses. And it is important to note, in utilizing data from other museums, that
there are a variety of definitions of what constitutes a visitor and no complete certainty that
San Luis Obispo Museum of Art
New Building Facilities and Operations Focused Feasibility Study: Final Report
Making the World a Better Place Through Culture Lord Cultural Resources 64
At this stage of planning, the capital and project cost estimates total about $54.8 million.
This includes construction and demolition costs, other capital costs and contingencies
and escalations to the construction bid period in the first quarter of 2028, with assumed
construction completion by 2030.
In addition to demolition and construction costs, the capital costs include an allowance
for furniture, fixtures and equipment, as well as professional and other fees. There is
also a preliminary allowance of $2 million for development of a sculpture park, taking site
development uncertainties into account, and the acquisition of works of art for the park.
Project costs also include an assumed endowment growth of $1 million.
Among the exclusions at this stage are site development costs that may be beyond a
basic level as well as pre-opening fundraising and other costs. The detailed capital and
project cost estimates are found in Appendix C of this report.
7.2 ATTENDANCE, OPERATING REVENUE AND
EXPENSE PROJECTIONS
Set out here are our projections of attendance, operating revenues and expenses for the
San Luis Obispo Museum of Art (SLOMA) assuming implementation of the
plans/assumptions associated with its larger new facility in the directed Ideal Scenario.
The projections take into account the contextual, comparables and market analyses in
Chapters 2 and 3, the strategic directions in Chapter 4 and the facility and operational
recommendations/assumptions in Chapters 5 and 6, as well as the judgment and
experience of the consultants.
7.2.1 ON-SITE ATTENDANCE PROJECTIONS
The focus in this section is on-site attendance projections associated with the expanded
SLOMA facility based on agreed assumptions, benchmarking data and the judgment and
experience of the consultants.
To estimate the number of visitors likely to attend the future SLOMA first requires a
reasonable definition of who would or would not be defined as a visitor. For the purposes
of this analysis, a visitor is someone who attends an exhibition or program within the
museum, including those who attend venue rentals. This definition excludes persons who
only use the gift shop or who are outdoors for events or to walk the sculpture park but do
not enter the museum. The definition of a visitor also excludes staff and volunteers,
service, and delivery people and those who access SLOMA through the internet or
through outreach to schools or other community facilities. It is on-site attendance by actual
visitors.
It is also important to emphasize that there is no simple computer formula that leads to
accurate attendance projections. While there are ratios and formulas that have been used,
including from the experience of comparable or similar institutions, all quantitative methods
have weaknesses. And it is important to note, in utilizing data from other museums, that
there are a variety of definitions of what constitutes a visitor and no complete certainty that
San Luis Obispo Museum of Art — Grant Request Appendix 5
Page 418 of 444
San Luis Obispo Museum of Art
New Building Facilities and Operations Focused Feasibility Study: Final Report
Making the World a Better Place Through Culture Lord Cultural Resources 65
the comparative attendance figures reported are accurate. The ratios and benchmarks
nonetheless help to inform our judgment in preparing the attendance projections for the
future SLOMA.
Ratios For On-Site Attendance Projections
The quantitative methods used to help inform the attendance projections for the future
SLOMA are as follows.
Extrapolation from Base Level SLOMA Figures Based on Exhibition Space Growth
In 2019, SLOMA operated more like a commercial art gallery than an art museum, so its
estimated 30,000 attendance figure is less reliable than the 50,000 visitors initially
expected in 2023 to serve as the base level for the attendance projections, based on free
admission. However, we have lowered the attendance estimate to 45,000 as the base
level for the purposes of these projections taking more recent considerations into account.
The size of the exhibition space did not change from 2019 to 2023 and is 3.814 net sq. ft.
Using the 45,000 base level attendance figure leads to a ratio of about 11.8 visitors per net
sq. ft. of exhibition space.
The assumption is that the Ideal Scenario expansion of SLOMA facility will increase the
total exhibition space to 9,000 net sq. ft. Applying the same ratio of visitors per square foot
exhibition space leads to an estimate of about 106,200 visitors in a stabilized year of
operation, assumed to be Year 3.
Extrapolations From Selected Comparable Art Museums
Chapter 2.2 includes detailed attendance, facility, operational and financial data as
reported by three non-collecting and three collecting art museums/institutes. The
attendance data used largely pre-COVID data regarding the six are set out below leading
to ratios for the stabilized Year 3 of the future SLOMA facility and operation based both on
the size of exhibition space and the size of the regional population. Average and median
figures are set out and we have used the midpoint between those figures as the basis for
the ratios.
San Luis Obispo Museum of Art — Grant Request Appendix 6
Page 419 of 444
3. Citywide Economic Development & Placemaking
In July 2023, the City Council adopted an updated Economic Development Strategic Plan
EDSP), aimed at advancing the economic vitality of San Luis Obispo. The plan outlines strategies
to strengthen the City’s economic development initiatives while embedding the principles of
sustainability, diversity, equity, and inclusion. It also emphasizes retaining existing businesses,
expanding the arts and culture scene, and enhancing the vibrancy of Downtown.
The second pillar of the plan, Placemaking & Promotion, specifically highlights strengthening
the City’s working relationships with, and financial support of, the arts community as a key
strategy for enriching cultural offerings and economic development throughout San Luis Obispo.
For the 2023 Economic Development Strategic Plan (EDSP), the plan framework has been updated to respond to the
dramatic changes that have taken place in the intervening years, both in terms of the City’s internal efforts and the
external economic development landscape.
MISSION STATEMENT
Promote, encourage, and enhance an economic environment that is dynamic and resilient with a
focus on sustainable and equitable policies, programs, and processes.
GUIDING PRINCIPLES
ECONOMIC
RESILIENCE
Maintaining a
dynamic economic
and business
environment.
EQUITABLE
INCLUSIVE
ECONOMIC
DEVELOPMENT
Expanding economic
opportunities for
all residents and
businesses in San
Luis Obispo.
SUSTAINABLE
ECONOMIC
DEVELOPMENT
Ensuring economic
vitality through
climate and
system focused
sustainable growth.
HOLISTIC
APPROACH
Enhancing internal
and external
collaboration
for effective
execution and
implementation.
REGIONAL
COLLABORATION
Expanding
partnerships with
organizations across
the region.
MAJOR PILLARS
BUSINESS &
ENTREPRENEUR VITALITY
Improving the local business
environment and helping
entrepreneurs to thrive, adapt,
innovate, and grow in the face of
challenges and opportunities.
PLACEMAKING &
PROMOTION
Maintaining the city’s quality of
place while increasing awareness
of local amenities and fostering
a sense of inclusion among
residents and visitors.
TALENT DEVELOPMENT
ATTRACTION
Supporting initiatives that
develop the skills needed to
secure quality jobs as well as
attract and retain a skilled and
diverse workforce.
ECONOMIC DEVELOPMENTSTRATEGICPLANUPDATE
PREPARED FOR THE CITY OF SAN LUIS OBISPO
San Luis Obispo Museum of Art — Grant Request Appendix 7
Page 420 of 444
STRATEGIES
PILLAR 1
BUSINESS &
ENTREPRENEUR
VITALITY
1.1. BUSINESS RETENTION &
EXPANSION. Develop a proactive
and targeted approach to identify
and address the needs of existing
businesses, while creating an
environment that fosters growth and
innovation.
1.2. ENTREPRENEURIAL SUPPORT.
Continue to bolster the
entrepreneurial ecosystem by
improving access to resources,
education, and networks for
entrepreneurs.
1.3. BUSINESS PREPAREDNESS,
SUSTAINABILITY & RESILIENCY.
Implement disaster preparedness
measures that enhance the City’s
ability to respond to economic
disruptions and effectively support
business recovery following natural
disasters.
1.4. SMALL BUSINESS DEVELOPMENT.
Continue to support the small business
community to sustain growth.
1.5. BUSINESS SUPPORT
INFRASTRUCTURE. Maintain efforts to
develop and grow business support
infrastructure and tools.
PILLAR 2
PLACEMAKING
PROMOTION
2.1. QUALITY OF PLACE PROMOTION.
Bolster efforts to promote the City
as an appealing destination for all
people to live, work, visit, and invest.
2.2. WELCOMING ENVIRONMENT.
Create an inclusive and friendly
environment for residents, workers,
and visitors.
2.3. DOWNTOWN VITALITY. Continue
to support and maintain a vibrant
and dynamic urban core that attracts
people and businesses.
2.4. CULTURAL VITALITY. Strengthen
working relationships with and
maintain financial support of the
arts community to enrich the cultural
offerings throughout the City.
2.5. INCLUSIVE NEIGHBORHOOD
PLANNING. Encourage inclusive
neighborhood planning efforts that
benefit residents and encourage both
housing production and economic
activity.
PILLAR 3
TALENT
DEVELOPMENT
ATTRACTION
3.1. SYSTEM DEVELOPMENT.
Encourage the continued
strengthening of the system to create
Moderate Income + jobs.
3.2. EMPLOYER AND EMPLOYEE
INTEGRATION. Develop
methodologies, tools, and programs
to welcome and acclimate new
employers and employees to the
community.
3.3. TALENT ATTRACTION AND
RETENTION. Position the City as
not just a place to visit but also a
desirable location to live and work.
3.4. EDUCATIONAL PARTNERSHIPS.
Leverage educational partnerships
to create and grow pathways
to Moderate Income+ jobs that
strengthen the local economy.
View the full plan and future updates online at
https://www.slocity.org/business/economic-development/economic-development-strategic-plan.
San Luis Obispo Museum of Art — Grant Request Appendix 8
Page 421 of 444
4. Downtown Development & Cultural Anchors
The City of SLO engaged Resonance Consultancy to create a Downtown SLO Development
Recommendations report in 2021. The report explores residential, commercial, and public investment
opportunities with local stakeholders as part of a Downtown Future Forum visioning workshop. The
City’s own report identified Cultural Institutions like SLOMA as a major asset, as they offer
unique activities to residents and visitors, and are a significant draw for attracting more people
downtown. The report also listed the Cultural District as a major opportunity for promoting SLO’s
unique cultural scene throughout the region.
re
s
o
n
a
n
c
e
c
o
c
o
m @R
e
s
o
n
a
n
c
e
C
o
CULTURAL
INSTITUTIONS
The museums and theaters located
downtown offer unique activities to
residents and visitors, and are a significant
draw for attracting more people
downtown.
14
re
s
o
n
a
n
c
e
c
o
c
o
m @R
e
s
o
n
a
n
c
e
C
o
CULTURAL
DISTRICT
The concentration of cultural institutions
and venues is an opportunity to promote
SLO’s cultural scene in the region.
50
San Luis Obispo Museum of Art — Grant Request Appendix 9
Page 422 of 444
The Downtown SLO Development Recommendations report specifically singled out the San Luis
Obispo Museum of Art’s expansion as a major opportunity for Downtown SLO’s economic and
cultural development.
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SLO MUSEUM OF
ART EXPANSION
An expansion of the Museum of Art could
act as a catalyst for cultural programming
in Downtown SLO.
51
San Luis Obispo Museum of Art — Grant Request Appendix 10
Page 423 of 444
5. The Creative Economy
The 2025 Economic Impact of the Arts & Culture Sector report, created in collaboration with SLO
County Arts, the City of El Paso de Robles, and the City of San Luis Obispo, detailed the immense
impact of the arts and culture sector on the economies of SLO County. Countywide, arts and
culture organizations like SLOMA contributed to “$291.1 million in visitor spending, yielding
a total economic impact of $478.7 million, supporting 5,163 jobs countywide.” The City of San
Luis Obispo alone received $99 million in arts-related spending with a total impact of $163 million.
The study also found that the role of local government and community support for arts and culture
organizations was a significant point of discussion among focus groups, with participants specifically
calling for increased government funding of the arts.
San Luis Obispo Museum of Art — Grant Request Appendix 11
Page 424 of 444
6. The Rise of the Experiential Economy
A 2025 Cushman & Wakefield study (The Rise of the Experiential Economy) found that thriving
downtowns depend on experience-focused anchors such as museums, theaters, and cultural centers.
These anchors typically represent less than two percent of urban real estate but they generate
roughly one-quarter of total foot traffic in thriving downtowns.
In other words, SLOMA’s planned expansion requires a relatively small investment that
will generate a significant, positive impact for our region in general, and downtown SLO in
particular.
San Luis Obispo Museum of Art — Grant Request Appendix 12
Page 425 of 444
7. Workforce Expansion
Currently, SLOMA has a staff of 9 talented individuals (4 FT, 5 PT), with an annual payroll of about
530,000. Based on the recommendations of the 2023 Feasibility Study by Lord Cultural Resources,
we expect to almost double our professional staff within the first year (Table A). Seasonal
contractors including exhibiting artists, teaching artists, and department interns are listed in Table B.
A. SLOMA Employees (Current + New)
B. Artists, Art Educators, and Interns
San Luis Obispo Museum of Art — Grant Request Appendix 13
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8. Arts Education: New Programming Projections
Current space limitations restrict both the scope of our programming and our community’s access to
arts education. Transforming SLOMA’s existing facility at 1010 Broad Street into a dedicated
Education Center will significantly expand our education capacity, allowing us to collaborate
with more educational partners, grow current offerings, and introduce new programs for youth and
adults including summer camps, after-school classes, and workshops.
The following projection outlines anticipated Year 1 program participation numbers for youth
programming, with the majority of participants hailing from San Luis Obispo and neighboring cities.
Importantly, all youth programs will include scholarships and financial assistance for low-income
families, ensuring that our educational opportunities remain fully accessible to ALL. SLOMA’s free
youth education programs, like our popular Second Saturdays events and school tours, will continue.
Projections are based on comparable institutions and current enrollment in SLOMA’s existing
programs.
C. New Youth Programming: Engagement Projections
San Luis Obispo Museum of Art — Grant Request Appendix 14
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9. Artist Renderings: Introducing the New San Luis Obispo Museum of Art
Walk through the galleries of SLOMA’s new home on Higuera.
Preliminary rendering: Higuera Street entrance
Lobby (center) with a museum gift shop (left)
San Luis Obispo Museum of Art — Grant Request Appendix 15
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Trust Automation Gallery, with views and access to a creekside patio overlooking Mission Plaza
The second of four beautiful galleries capable of exhibiting a variety of artistic media
San Luis Obispo Museum of Art — Grant Request Appendix 16
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Another spotlight gallery and a dramatic alcove for hanging art installations
The creekside patio overlooking historic Mission Plaza will be a community asset and the perfect spot
for artist talks, small performances, civic dialogues, and cultural celebrations
Renderings by RRM DesignGroupSanLuisObispoMuseumofArt — Grant Request Appendix 17
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10. Digital Sources: Links
We have included links to content available online and referenced in this Appendix.
1a. Americans for the Arts’ Arts & Economic Prosperity reports, 5th edition
Source: https://www.americansforthearts.org/sites/default/files/pdf/2017/by_program/reports_and_
data/aep5/map/CA_SanLuisObispoCounty_AEP5_OnePageSummary.pdf
1b. Arts & Economic Prosperity: 6th edition organizational calculator
Source: https://aep6.americansforthearts.org/calculator
2. City of SLO’s Economic Development Strategic Plan
Source: https://www.slocity.org/business/economic-development/economic-development-strate-
gic-plan
3. Downtown SLO Development Recommendations, 2021
Source: https://www.slocity.org/home/showpublisheddocument/30130/637557419326730000
4. 2025 Economic Impact of the Arts & Culture Sector report
Source: https://slocountyarts.org/creative-economy-report
5. The Rise of the Experiential Economy
Source: https://www.cushmanwakefield.com/en/united-states/insights/the-rise-of-the-experien-
tial-economy
San Luis Obispo Museum of Art — Grant Request Appendix 18
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Making the World a Better Place Through Culture
San Luis Obispo
Museum of Art
(SLOMA)
New Building Facilities and Operations Focused
Feasibility Study
Final Report
Prepared by:
Lord Cultural Resources
Cost+Plus
February 2024
Page 433 of 444
San Luis Obispo Museum of Art
New Building Facilities and Operations Focused Feasibility Study: Final Report
Lord Cultural Resources is a global professional practice
dedicated to making the world a better place through culture.
We assist people, communities, and organizations to realize
and enhance cultural meaning and expression.
We distinguish ourselves through a comprehensive and
integrated full-service offering built on a foundation of key
competencies: visioning, planning and implementation.
We value and believe in cultural expression as essential for
all people. We conduct ourselves with respect for
collaboration, local adaptation and cultural diversity,
embodying the highest standards of integrity, ethics and
professional practice.
We help clients clarify their goals; we provide them with the
tools to achieve those goals; and we leave a legacy as a
result of training and collaboration.
Our Toronto office is located within the traditional territory of
many nations, including the Mississaugas of the Credit, the
Anishnabeg, the Chippewa, the Haudenosaunee and the
Wendat peoples. Our New York office is located on the
traditional lands of the Lenape peoples. Our Long Beach
office is located on the land of the Tongva/Gabrieleño and
the Acjachemen/Juaneño Nations, who have lived and
continue to live here.
We encourage you to acknowledge the presence of the
people who came before, wherever you are.
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San Luis Obispo Museum of Art
New Building Facilities and Operations Focused Feasibility Study: Final Report
Making the World a Better Place Through Culture Lord Cultural Resources 2
EXECUTIVE SUMMARY
This operations-focused feasibility study is intended to provide the foundation for a
subsequent fundraising feasibility study, detailed architectural design, and then a capital
fundraising campaign to lead to a long anticipated and needed new building for the San
Luis Obispo Museum of Art (SLOMA) at its existing site. The current building has a wide
variety of deficiencies and its small size limits opportunities to display more works of art,
offer additional community programming, and to generate revenue from venue rentals
and other earned income sources.
The recommendations in this feasibility study take into account the experience of
comparable art museums, especially those without permanent collections, as well as
other existing museums in and near San Luis Obispo. The recommendations also
emerge from an analysis of the existing SLOMA operation, and of potential resident,
school and tourist markets for San Luis Obispo and SLOMA in particular. And the
recommendations take into account feedback and direction from internal workshops, an
external interview process, the SLOMA strategic plan, and the judgment and experience
of the consultant team.
The SLOMA Board-approved recommendations became assumptions for a new SLOMA
facility and operation that in turn became the basis for capital cost estimates and
projections of attendance, operating revenues and expenses for the future SLOMA.
Among the key assumptions are the following points:
Key Assumptions for Future SLOMA
• SLOMA will remain a non-collecting institution for the foreseeable future. This helps
to limit the size of the building and the capital and operating cost requirements.
• The SLOMA brand will be retained.
• The start of construction will be in 2028, which will be tied to the 60th anniversary of
SLOMA, with the opening of the new building in 2030.
• At this pre-design stage, the net useable square footage for the new building is
assumed to be 19,250 net square feet (nsf), of which 9,000 nsf will be
gallery/exhibition space, compared to the current 3,814 nsf of exhibition space. The
new building will also include a multi-purpose space for programs, events and venue
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San Luis Obispo Museum of Art
New Building Facilities and Operations Focused Feasibility Study: Final Report
Making the World a Better Place Through Culture Lord Cultural Resources 3
rentals and a classroom/artmaking space. Other assumptions include more building
and exhibit support and additional office space.
• The total building size at this pre-design stage of planning is 26,950 gross square
feet, which takes into account circulation, mechanical and electrical spaces, as well
as wall thicknesses.
• The larger SLOMA facility and more exhibitions, public programs, venue rentals and
other revenue generation will require a growth in the SLOMA staff from the current
6.5 FTE to 12.5 FTE.
• Rather than the current completely free admission, the assumption is that visitors in
the future will be asked to “pay what you can.” This will still allow for free admission
to those who believe they cannot afford to pay, but also encourage many visitors to
value their experience in SLOMA by donating to it.
• With additional spaces and staff, more substantial earned income will be generated
from admissions, venue rentals, retail sales, including an integrated coffee bar,
artmaking and other public programs, There will also be additional revenues from
memberships, donations and sponsorships and the seeking of additional operating
funds from government sources.
• The capital campaign for the new SLOMA will include raising an additional $1 million
in endowment principal. Ideally, the capital fundraising campaign will include a larger
endowment amount.
Capital/Project Costs
At this stage of planning, the capital and project cost estimates total about $54.8 million.
This includes construction and demolition costs, other capital costs and contingencies
and escalations to the construction bid period in the first quarter of 2028, with assumed
construction completion by 2030.
In addition to demolition and construction costs, the capital costs include an allowance
for furniture, fixtures and equipment, as well as professional and other fees. There is
also a preliminary allowance of $2 million for development of a sculpture park, taking site
development uncertainties into account, and the acquisition of works of art for the park.
Project costs also include an assumed endowment growth of $1 million.
Attendance, Operating Revenue and Expense Projections
On-site attendance levels are estimated to be a stabilized 75,000 annual visitors.
Attendance figures will be higher in the opening two years, especially in Year 1 when the
curiosity factor and media coverage lead to a projected attendance of 90,000 annual
visitors compared to the current 45,000.
The total annual operating budget, in 2024 dollars, is estimated to grow from close to $1
million to the $2.1 to $2.2 million range, which is similar to those of comparable art
museums. Earned income levels are projected to stabilize in the range of 32% of
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San Luis Obispo Museum of Art
New Building Facilities and Operations Focused Feasibility Study: Final Report
Making the World a Better Place Through Culture Lord Cultural Resources 4
operating revenues, which is also within the common range, compared to the current
level of about 11%.
After taking operating expenses into account the gap between earned income plus base
level figures for private and government support and the operating expenses of the
future SLOMA, the additional amount required to break even on operations from private
and government sources is projected to be in the range of $424,000 to $490,000 per
year.
The projections reflect the reality that a substantially expanded and enhanced SLOMA
will lead to better service to the community and region and result in increased
attendance and earned income, but higher staffing and other operating costs will exceed
the revenues that may be generated.
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GRANT AGREEMENT
SAN LUIS OBISPO MUSEUM OF ART
This agreement dated February___2026 is between SAN LUIS OBISPO MUSEUM OF
ART, a California non-profit corporation (“SLOMA”) and CITY OF SAN LUIS OBISPO,
a California Municipal Corporation and Charter City (“CITY”) (the “Grant Agreement”)
with reference to the following:
WHEREAS, SLOMA is a long-term lessee of CITY property at 1010 Broad Street located
at the corner of Monterey Street and Broad Street, San Luis Obispo, adjacent to Mission
Plaza and within CITY’s planned Cultural Arts District, which is the site of the current San
Luis Obispo Museum of Art (“1010 Broad Street”); and
WHEREAS, CITY and SLOMA have an existing Community Partnership Agreement for
the administration of public art, which notes the mutually beneficial relationship between
CITY and SLOMA as a way to continue to advance the visual arts, art education, and foster
a strong artistic community in San Luis Obispo; and
WHEREAS, SLOMA issued a written letter request and submitted its Proposal for
Supporting the Future San Luis Obispo Museum of Art: A New Home in the Heart of
Downtown (“Proposal”) to City Council on October 30, 2025, which describes SLOMA’s
plans to expand from 1010 Broad Street by bringing together three existing storefront
properties on Higuera Street between Chorro and Garden (the “New Museum”), while
also maintaining and featuring connectivity to the creek walk, Mission Plaza, and the
Cultural Arts District; and
WHEREAS, SLOMA's proposal indicates that the total project would be implemented
in two phases. SLOMA proposal requested that the City Council consider total funding
of $2.5 million, of which $500,000 would be used for the first phase to imme diately
furnish and activate the new museum space, while the remaining $2 million would be
used towards the eventual purchase of the property at a later time; and
WHEREAS, at its regularly scheduled meeting on November 4, 2025, the City Council
considered the 2024-25 Year End Budget Report, and as per SLOMA’s request, also
directed staff to assign funds in the amount of $500,000 as part of the 2nd Quarter 2025-26
Budget Report and further directed staff to prepare this Grant Agreement to be used for
Phase 1 of the project, while also directing staff to “include terms that would commit the
City to providing funding of some kind toward Phase 2 of the project, subject to further
analysis and discussion at a public meeting and with funding allocations determined during
future budget actions.” (Council Minutes for November 4, 2025, approved November 18,
2025); and
WHEREAS, CITY’s financial support towards implementation of the New Museum being
pursued by SLOMA is intended to provide both necessary financial support as well as serve
to motivate and catalyze other funders and donors in furtherance of SLOMA’s overall
capital campaign and fundraising goals for the New Museum; and
WHEREAS, the New Museum will ultimately be available to both residents of the City and
visitors alike, thereby serving public purposes in furtherance of CITY’s goals for facilitating
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both arts and cultural amenities, as well as contributing to a thriving and prosperous
downtown area through economic development activities, and
WHEREAS, SLOMA’s plans to expand from 1010 Broad Street and implement the New
Museum are consistent with CITY’s Land Use Element of the General Plan (2014),
Downtown Concept Plan (2017), Economic Development Strategic Plan (2023), and
CITY’s Major City Goal for “Cultural Vitality, Economic Resilience and Fiscal
Sustainability” adopted as part of the 2025-27 Financial Plan.
NOW, THEREFORE, CITY and SLOMA for and in consideration of the mutual benefits,
promises and agreements set forth herein, do agree as follows:
1. Phase I Implementation
On or before the date that is three (3) years following the execution of this Grant Agreement,
SLOMA shall complete construction of Phase 1 of the New Museum. SLOMA’s failure to
comply with this term may result in amendment in accordance with Paragraph 8, provided
substantial progress or extenuating circumstances can be documented, or termination of this
Grant Agreement as provided herein.
2. Grant Amount and Allowed Expenses
City agrees to pay SLOMA a one-time only grant on a reimbursement basis, as provided in
Section 4, in an amount up to $500,000 (“Grant Funds”), to be used towards implementation
and activation of the New Museum, subject to the conditions set forth herein. The Grant
Funds shall only be used for costs directly related to Phase 1 of the New Museum as
specified below.
CITY’s Grant Funds may only be used for “soft” costs, or expense items that are not
considered direct construction costs, such as the purchase of furniture and other items
supporting the operations and maintenance of the New Museum (“Eligible Costs”). If there
is a dispute about whether a project cost is an Eligible Cost, CITY shall have final
determination of whether the cost is an Eligible Cost.
SLOMA acknowledges and represents that the Grant Funds will not be used for construction
of any element of the New Museum, including any architectural, engineering, direct
construction, demolition, or alteration costs defined as contractor expenses for labor, project
management, installation, materials, equipment, utilities and other direct construction costs.
3. Conditions Precedent to Funding
SLOMA shall satisfy the following required conditions prior to any disbursement of Grant
Funds by CITY. With respect to any requested reimbursement, SLOMA shall:
a. Maintain its 501(c)(3) non-profit status.
b. Shall secure all other grant funds, donations, pledges, or financing necessary to
complete Phase 1 of the New Museum, inclusive of the amount of Grant Funds
provided by the CITY pursuant to this Grant Agreement, and shall first utilize (or
provide for first utilizing) all other grant funds, donations, or financing then available
(collectively “Other Available Funding”) for the New Museum prior to any request
for reimbursement from CITY. However, SLOMA’s initial reimbursement request
for Grant Funds may be made prior to complete exhaustion of Other Available
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Funding, as necessary, to ensure continued availability of funding to complete the
New Museum.
c. Secure all necessary project entitlements and building permit(s) for Phase 1 of the
New Museum that may be applicable as further described in Paragraph 6, below.
d. Submit for CITY review and approval a fundraising plan demonstrating project
feasibility, including cost estimating and project schedule.
e. Submit for CITY review and approval forecasted budgets for the first three years of
operating the New Museum demonstrating a fiscally sustainable business model.
f. Identify additional public benefits associated with the New Museum that can
reasonably be facilitated and implemented, such as public art in the creek walk area
or similar.
4. Reimbursement Requests
Upon satisfaction of the conditions identified in Section 3, reimbursement payment requests
for Eligible Costs shall be submitted to CITY’s Deputy City Manager. Reimbursement
payment requests shall include supporting documentation including itemized invoices or
other evidence that supports the request. Reimbursement payment requests may be
submitted on a bi-monthly (twice per month) basis and will be reviewed and approved for
reimbursement by the CITY in a timely manner, and CITY will make best efforts to process
and pay reimbursement requests within fifteen (15) business days from the date of such
payment request, provided that sufficient documentation supporting the reimbursement
request is provided to CITY. Sufficiency of payment documentation shall be in the sole but
reasonable discretion of the CITY and CITY reserves the right to request and receive
additional reasonable documentation to support SLOMA’s reimbursement requests and as
may be appropriate to aid in City’s determination of whether the requested reimbursement
payment is for an Eligible Cost.
5. Use of Grant Funds at Other Sites
If SLOMA determines that implementation of Phase 1 of the New Museum at the specified
site is impractical or inadvisable for any reason, then SLOMA may not use the Grant Funds
for any other purpose without prior written approval of the City Council.
6. Permits
SLOMA shall apply for and obtain all necessary building and other related permits and
project entitlements necessary to implement the New Museum in conformance with local,
state, and federal laws. This Grant Agreement does not authorize the construction or tenant
improvement of the New Museum or otherwise alter, impact, or interfere with the exercise
of CITY’s independent regulatory and land use authority.
7. Funding Source Recognition
SLOMA will ensure recognition of the role of CITY in providing funding through this Grant
Agreement. CITY shall be identified as a funding source in all applicable publications, press
releases, social media outreach and similar fundraising promotions.
8. Amendments and Phase 2 Funding
CITY and SLOMA may amend this Grant Agreement at any time provided that such
amendments make specific reference to this Grant Agreement, and are executed in writing,
signed by a duly authorized representative of each organization, and approved by the City
Council. Such amendments will not invalidate this Grant Agreement, nor relieve or release
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either CITY or SLOMA from its obligations under this Grant Agreement, except as
expressly provided in writing in any such duly executed amendments.
It is expressly anticipated that this Grant Agreement may be amended to provide additional
funding support towards Phase 2 of the New Museum expansion project, as that Phase is
defined and described in SLOMA’s Proposal. To be considered for future Phase 2 funding,
at a minimum SLOMA shall:
a. Satisfactorily complete and be in good standing with CITY for all items listed under
Paragraphs 3 and 9, herein.
b. Submit a detailed Phase 2 project description and supportive justification for the funding
request.
c. Submit sufficient due diligence items suitable for CITY’s review to ensure any
expenditure of public funds is appropriately supported and documented.
CITY shall have no obligation whatsoever to enact and approve an amendment to provide
additional funding of any amount, which is subject to the actual availability of funds at the
time a request is made and is within the then-seated City Council’s sole discretion.
9. Quarterly Reports and Financial Assurance
SLOMA shall provide quarterly reports on both Phase 1 of the New Museum and the
ongoing operations and activation of 1010 Broad Street, including the use of CITY Grant
Funds, if any, during the reporting period. These reports shall be due at the end of the first
month after the end of the calendar quarter (i.e. January, April, July, and September) and
submitted to the Deputy City Manager. The quarterly reports should include percentage of
completion, other available funding on hand or then receivable, and work anticipated to be
completed in the following quarter. CITY reserves the right to request and receive copies
of invoices, account statements, or audits of SLOMA’s financial records pertinent to
implementation of Phase 1 of the New Museum and in CITY’s sole discretion, to withhold
reimbursement payments until satisfactory reports and supporting documentation are
received.
10. Assignability
SLOMA shall not assign or transfer any interest in this Grant Agreement without the prior
written consent of the City Council.
11. Conflict of Interest
No member of the CITY’s governing body and no other public official of such locality, who
exercises any functions or responsibilities in connection with the planning or carrying out
of the New Museum project, will have any personal financial interest, direct or indirect, in
this Grant Agreement. SLOMA will also take any and all steps and enact appropriate
policies to assure compliance.
12. Severability
If any provision of this Grant Agreement is held invalid, the remainder of the Grant
Agreement will not be affected thereby and all other parts of this Grant Agreement will
nevertheless remain in full force and effect.
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13. Entire Agreement
This Grant Agreement constitutes the entire agreement between CITY and SLOMA for the
use of funds received under this Grant Agreement and shall supersede all prior
communications and proposals, whether electronic, oral, or written between CITY and
SLOMA with respect to this Grant Agreement.
14. No Agency or Employment
SLOMA is solely responsible for all activities supported by this Grant Agreement. Nothing
in this Grant Agreement creates a partnership, agency, joint venture, employment, or any
other type of relationship between SLOMA and CITY. SLOMA shall not represent itself as
an agent of CITY for any purpose and has no authority to bind CITY in any manner
whatsoever. SLOMA and all of its agents, representatives, or participants in any manner in
the performance of its obligations and duties hereunder, shall be employees, independent
contractors, or volunteers solely of SLOMA. They shall not for any purpose be considered
employees or agents of CITY.
15. Indemnification
SLOMA agrees, to the fullest extent permitted by law, to defend, indemnify, and hold
harmless CITY its officers, directors, affiliates, employees, and agents (“City
Indemnitees”), from and against any and all claims, liabilities, losses and expenses
(including reasonable attorney’s fees) directly, indirectly, wholly or partially arising from
or in connection with any act or omission of SLOMA, its employees or agents, in applying
for, accepting, or use of the Grant Funds, or in carrying out the New Museum project as set
forth. In the event the City Indemnitees are made a party to any action, lawsuit, or other
adversarial proceeding arising from SLOMA’s performance under this Grant Agreement,
SLOMA shall provide a defense to the City Indemnitees or at the City’s option, reimburse
the City Indemnitees their costs of defense, including reasonable legal fees, incurred in
defense of such claims.
16. Termination
The City Manager may, within reasonable discretion, initiate termination of this Grant
Agreement in the event of any material breach of the terms of this Grant Agreement by
SLOMA. Material breach includes breach of Sections 1-7, 9 and 15 of this Grant
Agreement, but does not include minor delays in reporting or other delays in obligations set
forth herein caused through no fault of SLOMA, as well as administrative or clerical errors
made in good faith. Upon the City Manager’s written notice of breach, SLOMA shall have
forty-five (45) calendar days to cure any such breach (the “Notice of Breach”). Should
SLOMA fail to cure or provide documentation of substantial progress towards curing such
breach within forty-five (45) calendar days of the date of the Notice of Breach, the City
Manager shall provide written notice of termination of this Grant Agreement (the “Notice
of Termination”). Said termination shall be effective thirty (30) calendar days after the City
Manager mails the Notice of Termination to SLOMA. Any remaining Grant Funds in excess
of then unpaid Eligible Costs, as defined in Section 2, actually incurred as of the date of
notice of termination shall revert to CITY upon the effective date of termination.
17. Notices
For purposes of notice under this Grant Agreement, all notices shall be considered effective
upon being sent by certified mail to the following addresses:
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CITY:
City of San Luis Obispo
990 Palm Street
San Luis Obispo, CA 93401
Attn: City Manager
SLOMA:
San Luis Obispo Museum of Art
1010 Broad Street
San Luis Obispo, CA 93401
Attn: Executive Director
CITY OF SAN LUIS OBISPO, A MUNICIPAL CORPORATION
By:
Whitney McDonald
City Manager
SAN LUIS OBISPO MUSEUM OF ART, A CALIFORNIA NON-PROFIT
CORPORATION
By: ___________
Leann Standish
Executive Director
APPROVED AS TO FORM:
By:
Christine Dietrick
City Attorney
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