HomeMy WebLinkAboutItem 7b - Updates on CAPSO Homeless Services Division 2025-28 Strategic Alignment Plan and Good Neighor Policu Update Item 7b
Department: Community Development
Cost Center: 4008
For Agenda of: 3/17/2026
Placement: Presentation
Estimated Time: 45 minutes
FROM: Timmi Tway, Community Development Director
Prepared By: Daisy Wiberg, Homelessness Response Manager
SUBJECT: UPDATES ON CAPSLO HOMELESS SERVICES DIVISION 2025-2028
STRATEGIC ALIGNMENT PLAN AND CAPSLO GOOD NEIGHBOR
POLICY UPDATE FOR HOMELESS SERVICES
RECOMMENDATION
Receive and file:
1. CAPSLO’s Homeless Services Division 2025-2028 Strategic Alignment Plan
(Attachment A)
2. CAPSLO’s draft 2025 Good Neighbor Policy Update for Homeless Services
(Attachments C and D)
REPORT-IN-BRIEF
This item is being brought before Council as an informational update on the Community
Action Partnership of San Luis Obispo County (CAPSLO) Homeless Services Division
2025-2028 Strategic Alignment Plan. The Strategic Alignment Plan is the result of a
strategic planning process and outlines five key priority areas, which align with the City’s
Major City Goal for Homelessness Response, the City’s Homelessness Response
Strategic Plan, and the Countywide Plan to Address Homelessness. City staff, leadership,
and Council members participated in CAPSLO’s strategic planning process and the City
provided funding for the initiative. The update is informational, and Council approval is
not required.
This report also includes an update on CAPSLO’s draft 2025 Good Neighbor Policy for
Homeless Services, which is being brought forward for Council’s review. CAPSLO’s
original Good Neighbor Policy was implemented in 2018, in alignment with the opening
of 40 Prado Homeless Services Center (40 Prado HSC). The policy was created by
CAPSLO staff to address community and stakeholder concerns with the opening of 40
Prado HSC, however, the policy was not reviewed or approved by Council. The
Conditional Use Permit application for 40 Prado HSC, which was approved by the
Planning Commission of the City of San Luis Obispo on December 10, 2014, and
amended on January 24, 2024, included a separate Neighborhood Relations Plan as a
condition for approval. CAPSLO’s Good Neighbor Policy and Neighborhood Relations
Plan outline similar operational procedures, however the Good Neighbor Policy serves as
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a comprehensive framework for CAPSLO’s homeless services at 40 Prado HSC while
the Neighborhood Relations Plan focuses on mitigating potential neighborhood impacts
related to programs or activities at 40 Prado HSC.
In response to stakeholder and participant concerns, CAPSLO staff initiated a stakeholder
engagement process in March 2025 to revise the 2018 Good Neighbor Policy. The
overarching objectives of the revision process were to ensure that the policy was being
implemented in alignment with best practices and stakeholder prio rities, and that client
and CAPSLO responsibilities were clearly outlined and upheld in order to maintain a safe
community on and adjacent to the 40 Prado HSC campus. CAPSLO engaged community
partners, key stakeholders, staff, and clients to provide input on the policy updates, which
are intended to address concerns in the vicinity of 40 Prado HSC, inconsistencies, and
outdated information. CAPSLO’s Good Neighbor Policy update was included as a
workplan item in the City’s Major City Goal for Homelessness Response, which directed
City staff to, ‘Meet monthly with CAPSLO to support effectiveness of the 40 Prado
Homeless Services Center, including updates to Good Neighbor Policy which will be
presented to Council in Q2 of FY2025-26.’ CAPSLO’s Good Neighbor Policy update is
informational, and Council approval is not required.
POLICY CONTEXT
The City’s 2025-27 Financial Plan Major City Goal for Homelessness Response includes
the following workplan item, which directly aligns with CAPSLO’s efforts to develop a
Strategic Alignment Plan and update their Good Neighbor Policy for 40 Prado HSC:
Item 1C
Homeless Services – Meet monthly with CAPSLO to support effectiveness of the
40 Prado Homeless Services Center, including updates to Good Neighbor Policy
which will be presented to Council in Q2 of FY2025-26.
The City’s Major City Goal for Homelessness Response also includes the following
overarching objectives, which align with CAPSLO’s Strategic Alignment Plan and Good
Neighbor Policy updates:
Collaborate with partners to prevent and reduce homelessness.
Refine approaches to reduce the impacts of homelessness to balance safety,
health, and community well-being.
The City’s 2024-26 Homelessness Response Strategic Plan directs staff to collaborate
with local non-profit partners, non-governmental agencies, and the county to implement
comprehensive and effective strategies to prevent and reduce homelessness.
The City’s 6th Cycle General Plan Housing Element includes several policies and
programs related to the reduction of homelessness with specific goals related to
CAPSLO’s homeless services activities listed below:
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Goal 1: Safety – Provide safe, decent shelter for all residents.
Goal 3: Housing Conservation – Conserve existing housing and prevent the loss
of safe housing and the displacement of current occupants.
Goal 8: Special Housing Needs – Encourage the creation and maintenance of
housing for those with special housing needs.
DISCUSSION
Background
CAPSLO’s 2025-2028 Strategic Alignment Plan
In FY 2024-25, the City of San Luis Obispo allocated $30,000 from the General Fund for
CAPSLO to develop a Strategic Alignment Plan for homeless services and 40 Prado
HSC. In the Fall of 2024, CAPSLO conducted a Request for Proposals (RFP) process
and engaged Koble Collaborative to administer the strategic planning efforts.
During the strategic planning process, City staff participated in an organizational
assessment interview with Koble Collaborative and completed a survey to provide
feedback on CAPSLO’s Homeless Services Division and 40 Prado HSC. The focus areas
for the interview included Strategic Alignment Plan priorities, operational and
communication expectations, and opportunities for CAPSLO to increase their impact and
streamline operations. City staff and Council Members also participated in two strategic
planning and visioning sessions with Koble Collaborative and CAPSLO leadership, which
informed the development of the Strategic Alignment Plan.
CAPSLO’s Strategic Alignment Plan was completed and presented to the CAPSLO Board
of Directors on August 21, 20251 and can be found in Attachment A.
As the only operator of an access center and low barrier shelter, warming center, and
safe parking program within City limits, CAPSLO’s impacts on the homeless community
in the City of San Luis Obispo are far reaching. The dedicated Strategic Alignment Plan
was intended to support these ongoing programs by assessing the organization’s current
operations, identifying future opportunities and challenges, and developing goals and
priorities to guide future planning and decision making. The effort also prioritize d
alignment with both the Countywide Plan to Address Homelessnes s and the City’s
Homelessness Response Strategic Plan to ensure consistency with shared regional
priorities.
Within the City’s Homelessness Response Strategic Plan, under the key component of
Regional Collaboration and Engagement, Objective 2 of the suppo rting actions is to
strengthen relationships with key partners to enhance alignment, accountability, and
opportunities for resource sharing. CAPSLO’s Strategic Alignment Plan is intended to
advance these objectives and support a more coordinated and effect ive regional
response to homelessness.
1 CAPSLO Board of Directors Meeting Agenda – August 21, 2025
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CAPSLO organized their 2025-2028 Strategic Alignment Plan into five priority areas,
highlighting strategies to help the organization achieve each objective:
1. Promote Solutions that End Homelessness – Enhance shelter and supportive
services and advocate for creating additional affordable housing units.
2. Strengthen Community Engagement – Build trust, foster partnerships, and
educate stakeholders to reduce the stigma against homeless individuals and
families and improve support for the mission of CAPSLO.
3. Develop Sustainable Funding Models – Advocate for, diversify, leverage, and
maintain a braided set of revenue streams, including social enterprises and earned
revenue, to support long-term stability.
4. Promote Regional Collaboration – Improve system accountability and
coordination to streamline services, reduce duplication and expand access
throughout SLO County.
5. Enhance Organizational Capacity – Invest in staff development, infrastructure
improvements, and leadership structures to continue delivery of exceptional
services.
Through the visioning and strategy sessions, CAPSLO identified key outcomes and
actionable items to achieve the intended outcomes, as outlined in Appendix F of the
Strategic Alignment Plan.
CAPSLO Good Neighbor Policy
In alignment with the second priority outlined in CAPSLO’s Strategic Alignment Plan,
‘Strengthen Community Engagement’, and in response to stakeholder and participant
concerns, CAPSLO staff initiated a stakeholder engagement process in March 2025 to
revise the 2018 CAPSLO Good Neighbor Policy for 40 Prado HSC. The objective of the
Good Neighbor Policy update was to ensure that the policy is in alignment with current
operations at 40 Prado HSC and to create clarity for participants, staff, and key
stakeholders on expectations and protocols.
CAPSLO’s Good Neighbor Policy was implemented in 2018, in conjunction with the
opening of 40 Prado Homeless Services Center (40 Prado HSC) at 40 Prado Road in
San Luis Obispo (Attachment B). The policy was created by CA PSLO staff to address
community and stakeholder concerns with the opening of the homeless services center ;
however, the policy was not reviewed or approved by Council. The Conditional Use
Permit application for 40 Prado HSC, which was approved by the Plann ing Commission
of the City of San Luis Obispo on December 10, 2014, and amended on January 24,
2024, included a separate Neighborhood Relations Plan as a condition for approval.
The 2018 CAPSLO Good Neighbor Policy was created in alignment with the City’s
overarching Good Neighbor Policy for Homeless Services, which was adopted by Council
on May 20, 2014. The City’s Good Neighbor Policy established a framework for how
Homeless Service Providers should operate within the community. This policy outlines
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the City’s expectations for Homeless Service Providers to maintain safe, clean, and
respectful neighborhoods while supporting high-quality homeless services. It also set
requirements for communication, accountability, property maintenance, and collaboration
between providers, neighbors, and City departments. The City’s Good Neighbor Policy is
not changing at this time as the policy continues to serve as an effective and relevant
framework for Homeless Service Providers operating within the community.
CAPSLO’s 2018 Good Neighbor Policy outlined shared commitments between 40 Prado
HSC and the surrounding community to maintain a safe, clean, and respectful
neighborhood. The CAPSLO Good Neighbor Policy defined the immediate neighborhood
of 40 Prado Road as residences and businesses roughly within a half mile radius
surrounding 40 Prado HSC.
As service models, client needs, and community conditions have changed since the
opening of 40 Prado HSC in 2018, and CAPSLO’s client volume has grown year over
year, an update to the policy was needed in order to keep in line with current operations
at 40 Prado HSC. The policy revisions were also intended to clarify roles and
responsibilities for CAPSLO staff, partner agencies, and clients, and ensure continued
accountability and transparency. When the CAPSLO Good Neighbor Policy was created
in 2018, 40 Prado HSC was operating as a high-barrier shelter. In the seven years that
40 Prado HSC has been open, day-to-day operations have evolved and CAPSLO has
made an intentional shift to a low-barrier shelter model to provide more access to services
and fewer requirements that can prevent unhoused community members from seeking
help.
Beginning in March 2025, CAPSLO engaged key stakeholders, on-site partners, and
neighboring businesses to incorporate their feedback and recommendations into the
updated 2025 CAPSLO Good Neighbor Policy (Attachment C). CAPSLO convened two
partner meetings with agencies who operate programming or services at 40 Prado HSC,
conducted phone and email outreach to key stakeholders, including neighboring
businesses, and held an informational town hall meeting for 40 Prado participants to
address any questions, concerns or recommendations for the policy update. A complete
list of the stakeholders is provided in the Public Engagement section of this report.
The key concerns raised by stakeholders were centered on individuals loitering on Prado
Rd., and areas adjacent to 40 Prado HSC, on-site parking capacity for staff, clients and
partner agencies, community meal protocol, protocol for participant suspensions , and the
process for participants to submit a panel request to reengage with CAPSLO services
following a suspension. The stakeholder engagement opportunities allowed CAPSLO to
inform stakeholders on their operational procedures and protocols, receive cons tructive
feedback, and engage in dialogue about areas for improvement. The 2025 CAPSLO
Good Neighborhood Policy reflects the input that CAPSLO received through the
stakeholder engagement process.
The revisions to the CAPSLO Good Neighbor Policy span several areas of focus,
including:
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1. Updated identity and purpose of 40 Prado HSC to clarify that it is a low-barrier and
comprehensive services center.
2. Clarified neighborhood conduct expectations for 40 Prado HSC clients to address
loitering, camping, and disruptive conduct in the immediate neighborhood
surrounding 40 Prado HSC in response to key stakeholder concerns.
3. Strengthened the safety framework, based on input from the City’s Police and Fire
Departments, to make a clear distinction between emergency and non-emergency
reporting and response protocols.
4. Modernized communication pathways to create clear, accountable communication
channels with defined response timelines and ongoing commitments to community
engagement.
5. Updated property standards to clarify expectations for maintaining safe, clean, and
visible grounds and a commitment to promptly address neighborhood impacts.
6. Refined enforcement expectations to ensure consistent, transparent, and practical
enforcement of confirmed violations in alignment with CAPSLO’s participant rights
and responsibilities.
7. Established CAPSLO’s “Rights and Responsibilities” policy as the Code of
Conduct governing participant behavior on-site and in the surrounding
neighborhood.
8. Removed outdated and program-specific language to create clarity and
consistency, while also shifting the focus to behavioral expectations and reducing
neighborhood impacts.
9. Incorporated business and community feedback to address priority concerns such
as loitering, safety visibility, communication responsiveness, and cleanup needs.
10. Removed ambiguous or outdated terms and ensured that consistent language is
used throughout the policy to communicate clear expectations for participants,
neighbors, and staff.
A detailed summary of substantive changes to the policy can be found in Attachment D2.
CAPSLO’s Good Neighbor Policy will be reviewed annually by CAPSLO staff and further
modifications to the policy will be presented to funding partners, including the City of San
Luis Obispo, as well as key stakeholders, clients, and on-site partner agencies for review
and feedback. CAPSLO’s Good Neighbor Policy does not require City Council approval
or adoption, however it is being brought forth for transparency.
Previous Council or Advisory Body Action
On February 5, 2014, the Human Relations Commission conducted a public hearing and
recommended approval of a City of San Luis Obispo Good Neighbor Policy for Homeless
Services without modification.
2 Due to extensive formatting changes on the CAPSLO Good Neighbor Policy and multiple versions of
revisions from various stakeholder groups, it was not feasible to produce a legislative copy of the document
showing tracked changes. Attachment D summarizes the substantive changes to the policy.
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On April 9, 2014, the Planning Commission of the City of San Luis Obispo condu cted a
public hearing and recommended approval of the City's Good Neighbor Policy for
Homeless Services without modifications.
On May 20, 2014, City Council approved the City of San Luis Obispo’s Good Neighbor
Policy for Homeless Services. The City of San Luis Obispo’s Good Neighbor Policy for
Homeless Services has been in effect since Council’s adoption and served as the
framework for the 2018 CAPSLO Good Neighbor Policy for th e 40 Prado Homeless
Services Center.
On December 10, 2014, the Planning Commission of San Luis Obispo conducted a public
hearing and approved a Conditional Use Permit for 40 Prado Homeless Services Center.
The Conditional Use Permit application included a Neighborhood Relations Plan, outlining
CAPSLO’s compliance with the City’s Good Neighbor Policy for Homeless Services.
On January 21, 2015, the Architectural Review Commission of San Luis Obispo
conducted a public hearing and recommended approval of the 40 Prado Homeless
Services Center project without modifications.
On January 24, 2024, the Planning Commission of the City of San Luis Obispo conducted
a public hearing and recommended approval of an amended Conditional Use Permit for
40 Prado Homeless Services Center to expand the 40 Prado Safe Parking Program from
7 vehicle spaces to 12 vehicle spaces and to update the program hours. The amend ed
Conditional Use Permit included an updated Neighborhood Relations Plan.
Public Engagement
CAPSLO engaged a consultant, Koble Collaborative, to facilitate their strategic planning
process. That process included a survey to key stakeholders, in-depth interviews with
partner agencies and 40 Prado HSC participants and staff, and two in -person strategic
planning sessions with CAPSLO leadership, staff, and key stakeholders. Each of those
stakeholder engagement efforts informed the creation of the Homeless Services Division
2025-2028 Strategic Alignment Plan.
CAPSLO staff also met with key stakeholders to discuss amendments to the CAPSLO
Good Neighbor Policy, including coordination with on-site partners, parking constraints,
meal distribution, and other priority concerns. Through that stakeholder engagement
process, the proposed changes to the 2025 CAPSLO Good Neighbor Policy were outlined
and refined.
In July 2025, CAPSLO staff met with the City of San Luis Obispo’s Police Department
and Fire Department to review the draft 2025 CAPSLO Good Neighbor Policy and discuss
public safety considerations.
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In addition to those key stakeholder discussions, CAPSLO staff shared the draft 2025
CAPSLO Good Neighbor Policy with neighboring businesses to 40 Prado HSC for their
review and input.
The following stakeholders were included in CAPSLO’s outreach and engagement
process:
1. Community Health Centers of the Central Coast (CHC)
2. Elks Lodge
3. JB Dewar
4. Regional Transit Authority (RTA)
5. Restorative Partners
6. Sunset Drive-In
7. Sun Street Centers
8. The People’s Kitchen
9. Transitions-Mental Health Association (TMHA)
10. Tribe Auto
11. Westside Auto
12. City of San Luis Obispo Police and Fire Departments
13. City of San Luis Obispo Homelessness Response Team
14. CAPSLO Recuperative Care Program and Meal Services Staff
Finally, leadership and staff from CAPSLO and the City of SLO meet monthly to discuss
priority issues, program updates, and policy changes. The Strategic Alignment Plan and
Good Neighbor Policy updates were both included as discussion items in those recurring
meetings.
CONCURRENCE
Members of the City of San Luis Obispo’s Homelessness Response Steering Committee
participated in CAPSLO’s stakeholder engagement processes for both the Strategic
Alignment Plan and Good Neighbor Policy. The Homelessness Response Steering
Committee is comprised of leadership from City Administration, City Attorney’s Office,
Community Development Department, Police Department, Fire Department, Public
Works, and Parks and Recreation.
ENVIRONMENTAL REVIEW
The California Environmental Quality Act (CEQA) does not apply because CAPSLO’s
Strategic Alignment Plan and Good Neighbor Policy updates do not constitute a “Project”
under CEQA Guidelines Section 15378.
FISCAL IMPACT
Budgeted: N/A Budget Year: N/A
Funding Identified: N/A
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Item 7b
Fiscal Analysis:
Funding
Sources
Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
General Fund $0 $0 $0 $0
State
Federal
Fees
Other:
Total $0 $0 $0 $0
There are no fiscal impacts directly associated with the CAPSLO Homeless Services
Division 2025-2028 Strategic Alignment Plan update or the amended 2025 CAPSLO
Good Neighbor Policy for Homeless Services.
In FY 2024-25, the City allocated $30,000 from the General Fund for CAPSLO to develop
a Strategic Alignment Plan. The 2025-2028 Strategic Alignment Plan is the culmination
of that funding allocation. There are no additional fiscal impacts related to this item.
ALTERNATIVES
1. Council may request changes to CAPSLO’s 2025 Good Neighbor Policy. If
Council recommends any modifications to the draft policy, direction should be
provided to CAPSLO staff on specific changes to the policy provisions or additional
community engagement opportunities for consideration.
ATTACHMENTS
A - CAPSLO Homeless Services Division 2025-2028 Strategic Alignment Plan
B - 2018 CAPSLO Good Neighbor Policy
C - 2025 Draft CAPSLO Good Neighbor Policy Update
D - 2025 CAPSLO Good Neighbor Policy Summary of Stakeholder Engagement and
Revisions
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CAPSLO Homeless Services Division
2025 - 2028 Strategic Alignment Plan
Report
Created for:
Community Action Partnership of San Luis Obispo
Created by:
Koble Collaborative, Inc.
July 2025
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Table of Contents
SECTION 1. 2025-2028 Strategic Alignment Plan 3
SECTION 2. Project Introduction 5
SECTION 3. Task and Process Overview 6
SECTION 4. Alignment with City and County Plans 10
SECTION 5. Conclusion 13
Appendices: Key Outcomes & Session Notes 15
Appendix A 2025-28 Strategic Alignment Plan 16
Appendix B Survey Overview 18
Appendix C Summary of Interview Themes 23
Appendix D SWOT Outcomes 27
Appendix E CAPSLO Visioning Session Outcomes 29
Appendix F CAPSLO Strategies Session Outcomes 34
Appendix G Outline of the City & Countywide Homelessness Response Plans 48
A note on how to read this report.
This report provides the official 2025-2028 Strategic Alignment Plan for CAPSLO
Homeless Services Division in Section 1. Section 2 provides an introduction to the
organization and division, along with initial drivers for strategic planning efforts
conducted through this project. Section 3 describes the purpose, approach, details,
timeframes, and participants for each task within the project, as well as specific
appendices reflecting session outcomes. Section 4 describes connections to and
alignment with the City of San Luis Obispo and the San Luis Obispo Countywide
respective plans to address homelessness in the region. Finally, Section 5 concludes the
report with consultant recommendations.
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SECTION 1. 2025-2028 Strategic Alignment Plan
This section reflects Community Action Partnership of San Luis Obispo (CAPSLO)
Homeless Service Division’s final three-year Strategic Alignment Plan. Figure 1 on
page four provides a graphic of final plan language including Vision, Values,
Mission, Strategic Priorities and related Strategies. Full-sized PDF of the plan can
be found in Appendix A.
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Figure 1. 2025-2028 Strategic Alignment Plan
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SECTION 2. Project Introduction
Community Action Partnership of San Luis Obispo County, Inc. (CAPSLO) is a
nonprofit agency that focuses on helping people and changing lives through
assisting over 26,000 persons across Central and Southern California, the majority
of whom live in San Luis Obispo County. CAPSLO is committed to eliminating
poverty by empowering individuals and families to achieve economic
self-sufficiency through a comprehensive array of community-based programs.
The CAPSLO Homeless Services Division provides critical comprehensive services to
unhoused individuals and families in San Luis Obispo County, including, but not
limited to, operating 40 Prado, Safe Parking, SLO HUB, Recuperative Care Program,
warming and cooling centers, and the development of the planned 46 Prado family
shelter. In October 2024 CAPSLO Homeless Services Division, supported and
funded by the City of San Luis Obispo, hired Koble Collaborative, Inc. (KCI) to
engage CAPSLO leadership and community partners in a facilitated strategic
planning process.
Strategic planning allows CAPSLO Homeless Services Division to assess its current
state, identify future opportunities/challenges, and develop goals and priorities to
guide decision making and future planning. Further, the process is intended to
help CAPSLO Homeless Services Division to strategically align with CAPSLO’s
organizational strategic plan as well as the Countywide Plan to Address
Homelessness and the City of San Luis Obispo’s Homelessness Response Plan. This
plan supports a strategic shift of CAPSLO’s role in providing regional homeless
services and creates a platform for advocacy and potential local resources.
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SECTION 3. Task and Process Overview
This section summarizes the 2025-2028 CAPSLO Homeless Services Strategic
Alignment Plan process and key outcomes. Further details of each phase of the
project’s outcomes can be found below and in the respective appendices. This report
outlines the division’s strategic vision and creates priority actions to move towards that.
The project was multi-phased and included several tasks. See Table A below.
Table A. Project Tasks Overview
Task Timeline
Task 0. Kickoff & Coordination Meetings October 2024 - June 2025
Task 1. Pre-Session Meetings, Survey, &
Interviews
October 2024 - March 2025
Task 2. Strategic Planning Sessions
Session 1. SWOT Session
Session 2. Visioning Session
Session 3. Strategies Session
March - April 2025
Task 3. Develop Strategic Alignment Plan May - June 2025
CAPSLO Homeless Services Division began the first two major tasks of the strategic
planning process (Task 0. Kickoff and Coordination Meetings and Task 1. Pre-Session
Meetings, Survey, and Interviews) in October 2024. These tasks focused on gathering
honest insights into the current realities of CAPSLO Homeless Services Division
both by the internal leadership team and community partners. These perspectives
established a base from which to dig deeper and filter future direction. These
collaborative conversations strengthened internal dynamics and provided clarity
on the financial standing, strengths and weaknesses, and various roles that the
CAPSLO’s Homeless Services Division plays in the community.
The Task 1 survey was developed collaboratively with CAPSLO leadership and
distributed to 50 individuals, internal and external to CAPSLO, to assess the
perception and reality of CAPSLO Homeless Service Division’s impact in the
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community. The survey window was from November 20, 2024 - December 11, 2025
and of the 50 recipients, 35 participated. Key outcomes can be found in
Appendix B.
The Task 1 interviews were conducted by KCI between December 2024 and
February 2025. Eight group interviews were conducted with key stakeholders, and
groupings were determined based on their relationship to CAPSLO Homeless
Services Division. The groupings included Coordinated Entry Partners, Funders,
Shelter Partners, the Board Planning Committee, the City of SLO, the County of
SLO, People’s Kitchen, and 40 Prado Clients and Staff, totaling 28 individual
participants. Each interview had its own unique set of questions in order to glean
meaningful feedback from each partnership type. The purpose of the interviews
was to gain detailed insights into:
● Expectations held by regional stakeholders
● Perceived effectiveness in the region
● Externally identified strengths and weaknesses
● Inform the longer-term strategic priorities to be set by CAPSLO Homeless
Services Division in this Strategic Alignment Plan
Key outcomes can be found in Appendix C.
The Task 2 strategic planning sessions were facilitated by KCI and designed to
invite participants into envisioning the best future outcomes and how to achieve
them. Sessions included a one-hour SWOT Analysis Session, one half-day Visioning
Session, and one half-day Strategic Priorities Session. See below for respective
details.
The Task 2 SWOT Analysis Session was facilitated on February 24, 2025, with eight
(8) participants from the CAPSLO Executive Leadership Team and Homeless
Services Division management team. Ideas were grouped and themed and
consensus was gleaned using a dot voting exercise. Each participant was given 5
votes per category (Strengths, Weaknesses, Opportunities, Threats). Key
outcomes can be found in Appendix D.
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The Task 2 half-day Visioning Session was held on March 18, 2025, and included
members of CAPSLO Executive Leadership, Homeless Services Division
management, the Board Planning Committee, and City of SLO representatives.
Participants totaled 16, all attending in-person. Following a CAPSLO presentation
of an internal and environmental scan, KCI facilitated a group discussion to
synthesize a Vision of Greatness for the agency over the next 5 years, obstacles
that might hinder efforts in achieving that vision, and strategic priorities needed in
order to achieve that vision (which may lean on agency strengths and combat
weaknesses/obstacles). In discussing these three topics, the team built upon
outcomes from the CAPSLO Homeless Services External Partner Survey results, key
takeaways from the eight partner interviews, the SWOT Session summary, and key
takeaways from the internal scan executed by the Homeless Services leadership
team. Finally, participants developed basic language for a total five (5) strategic
priorities. Following the session, CAPSLO leadership refined this language into
Strategic Priority statements. Section 1 details the final vision statement, and key
outcomes and ideas from this session can be found in Appendix E.
On April 7, 2025, KCI facilitated the Task 2 half-day Strategies Session with CAPSLO
Executive Leadership, Homeless Services Division management, the CAPSLO Board
Planning Committee, and City of SLO representatives. Participants totaled 14, all
attending in-person. Following a KCI presentation of refined Visioning Session
outcomes, participants developed strategies and action items to support each
Strategic Priority and the Vision in both small groups and whole group format.
Small groups utilized a matrix to assess mission impact and anticipated resource
investment required for action items or strategies. Out of this facilitated process
emerged a set of strategies for each strategic priority. Detailed key outcomes
and notes can be found in Appendix F.
Following completion of the sessions, the CAPSLO Executive Leadership Team and
Homeless Services Division management further refined language to produce key
guiding statements for CAPSLO Homeless Services for 2025-2030, including a
mission statement, vision statement, values, strategic priorities and related
strategies. These statements set the foundation for where and how the CAPSLO
Homeless Services Division will focus its energy between 2025-2028. Section 1
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details final Strategic Alignment Plan outcomes based on the process
described in this section.
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SECTION 4. Alignment with City and County Plans
The CAPSLO Homeless Services Division works among service providers and local
agencies throughout the entire region of San Luis Obispo County. Its efforts
depend not only on the efficacy and capacity within the organization, but also on
the good work being done by other organizations, the support from local agencies,
the generosity of community and private support to fund core programs, and the
united belief that together, the community can achieve the vision of functional
zero.
This section focuses on briefly outlining the considerable overlap the CAPSLO
Homeless Services Strategic Alignment Plan has with two key planning documents:
The City of San Luis Obispo’s Homelessness Response Strategic Plan (2024-2026) and
The San Luis Obispo Countywide Plan to Address Homelessness (2022-2027). These
local plans guide action, funding, resources and collaboration in the communities
in which CAPSLO works. It is critical to understand how CAPSLO Homeless Services
Division’s plan relates to, intersects with, and most importantly, helps to
accomplish aspects of these community plans.
In brief, the City of San Luis Obispo’s Homelessness Response Strategic Plan
(2024-2026)1 is comprised of the following Key Components:
● Key Component (KC) #1 Regional Collaboration & Engagement: Collaborate
with the County to engage regional partners in efforts to improve the
effective use of resources and promote proven best practices.
● Key Component (KC) #2 Communications: Enable equitable access to
resources and increase transparency so that all community members are
aware of efforts to address gaps in service and know where/how/when to
reach out for assistance to address concerns related to homelessness.
● Key Component (KC) #3 Data: Streamline internal and external data
collection processes to enable timely and effective coordination of
homelessness response efforts and provide analysis to inform best
practices.
1 https://www.slocity.org/home/showpublisheddocument/35905/638610332560230000
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● Key Component (KC) #4 Pilot Programs: Collaborate with the County to
develop scalable and replicable programs to connect those experiencing
homelessness to a variety of shelter and housing options through timely
outreach, and advocate for County implementation of successful programs.
● Key Component (KC) #5 Funding Opportunities: Proactively seek funding
opportunities to meet localized needs as aligned with regional goals to
prevent and address homelessness.
In brief, the San Luis Obispo Countywide Plan to Address Homelessness (2022-2027)2 is
comprised of the following Lines of Effort:
● Line of Effort 1: Create affordable and appropriately designed housing
opportunities and shelter options for underserved populations.
● Line of Effort 2: Focus efforts to reduce or eliminate the barriers to housing
stability for those experiencing homelessness or at risk of homelessness,
including prevention, diversion, supportive services, and housing navigation
efforts.
● Line of Effort 3: Improve and expand data management efforts through
Homeless Management Information System (HMIS) and Coordinated Entry
System to strengthen data-driven operational guidance and strategic
oversight.
● Line of Effort 4: Create, identify, and streamline funding and resources.
● Line of Effort 5: Strengthen regional collaboration.
● Line of Effort 6: Build public engagement through information-sharing and
partnership.
Figure 2 below outlines specific areas of alignment with CAPSLO Strategic
Priorities and Strategies to both plans. As evident in Figure 2, the CAPSLO
Homeless Services 2025-2028 Strategic Alignment Plan has considerable overlap
with both the City and the Countywide plans across nearly all actions. CAPSLO’s
Strategic Priorities and supporting strategies are especially aligned around the
areas of strengthening regional collaboration, building public engagement and
communications, and enhancing funding opportunities and pursuits in the region.
2https://www.slocounty.ca.gov/departments/social-services/homeless-services-division/homeless-se
rvices-oversight-council/forms-documents/slocountywideplantoaddresshomelessness
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Figure 2. Strategic Alignment Plan Connections to City and Countywide Plans
For reference, Appendix G includes Figure 2 as well as an outline of both the City of
San Luis Obispo’s Homelessness Response Strategic Plan (2024-2026) and the San Luis
Obispo Countywide Plan to Address Homelessness (2022-2027), which includes
detailed language for both plans’ key components/lines of efforts as well as
underlying actions.
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SECTION 5. Conclusion
Immense work was put into this strategic process by CAPSLO Homeless Services
Division management, CAPSLO’s Executive Leadership Team, and key partners with
the aim of understanding the current reality of the organization as well as its
desired future focus. Throughout the process, it was clear that the work being
done by the CAPSLO Homeless Services Division is critical to the region’s overall
success in addressing homelessness. Their combined expertise and passion for
empowering people and creating strong communities underpins every decision
and approach to problem solving within this context.
CAPSLO continues to support the most vulnerable community members by
preventing homelessness and providing shelter and safety to those who are
unhoused. In order to maintain positive momentum and achieve their vision, KCI
has the following recommendations for CAPSLO:
1. Operational planning: In order to make sure the strategic Vision as well as
the underlying Strategic Priorities and Strategies come to fruition, CAPSLO
conducts a series of meetings within 2025 Q3 and Q4 to develop operational
plans for each Strategic Priority. Operationalizing ought to include defining
metrics for success, leads, resources needed, and specific timelines for each
strategy and related action. To support tracking progress over time and
thoughtful planning, we recommend using a visual project management
tool to schedule actions and identify timelines.
2. Communications: In order to reach CAPSLO’s vision of clear and consistent
communications, KCI recommends enhancing and maintaining a culture of
open and honest communication between the CAPSLO Executive Leadership
Team and Homeless Services Division management team, as well as
community partners.
3. Implementation: In order to achieve the Strategic Alignment Plan, KCI
recommends:
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a. Although we recommend that the Strategic Plan will be led by the
Community Services Program Director and the Homeless Services
Director, it is vital to recognize that the 2025-2028 Strategic Alignment
Plan includes Strategic Priorities and Strategies that deeply involve
the larger organization of CAPSLO. It is critical to ensure there is a
deep sense of collaboration and buy-in across all leaders and staff
across all of the involved divisions of the organization. These
Strategies cannot succeed by the CAPSLO Homeless Services Division
alone. Strategically assign either leadership or support roles beyond
the CAPSLO Homeless Services Division management team, to include
the CAPSLO Executive Leadership Team as well.
b. CAPSLO Executive Leadership Team check in on the Strategic
Alignment Plan implementation and progress on their assigned
priority actions on a consistent cadence. We recommend a Quarterly
Strategy Review and Monthly Operational Review.
c. CAPSLO develops a singular shared template for monthly Work Group
progress updates and communications. This ensures consistent
communications, streamlines monthly inter-Work Group meetings,
and eases burden on each Work Group.
4. Strategic Planning: KCI recommends that in early 2028 (or when the timing
best fits CAPSLO’s needs), CAPSLO Homeless Services Division assess
progress on this strategic alignment plan and, as needed, update its long
term strategic priorities and plan to achieve their vision.
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Appendices: Key Outcomes & Session Notes
KCI provided detailed deliverables after each milestone. Key documents are
included as appendices here in order to allow CAPSLO to easily reference
information that led to the major outcomes detailed in the report above.
The following are key appendices for reference:
A. 2025-28 Strategic Alignment Plan
B. Survey Overview
C. Summary of Interview Themes
D. SWOT Outcomes
E. CAPSLO Visioning Session Outcomes
F. CAPSLO Strategies Session Outcomes
G. Alignment to the City & Countywide Homelessness Response Plans
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Appendix A 2025-28 Strategic Alignment Plan
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person-centered, uniquely tailored
agile with accountability
compassionate
low barrier, housing first, harm reduction
OUR VALUES...
HOMELESS SERVICES
STRATEGIC ALIGNMENT PLAN
2025 - 2028
OUR MISSION...
Through collaborative leadership, CAPSLO Homeless Services sets the standard forcomprehensive homeless services to ensure all community members have the resourcesnecessary to achieve stability and well-being.
OUR VISION...
a community where homelessness is no longer a crisis—every person has access to housing, support, and a path to self-sufficiency, and our systems prevent and quickly resolvehomelessness with compassion and care.
1. Promote Solutions thatEnd Homelessness
Enhance shelter and supportive services and advocate for creating additionalaffordable housing units.
2. Strengthen CommunityEngagement
Build trust, fosterpartnerships, and educatestakeholders to reduce thestigma against homelessindividuals and families and improve support for the mission of CAPSLO.
3. Develop SustainableFunding Models
Advocate for, diversify,leverage, and maintain abraided set of revenuestreams, including socialenterprises and earnedrevenue, to supportlong-term stability.
4. Promote RegionalCollaboration
Improve coordination withexternal partners tostreamline services, reduce duplication, andexpand access throughoutSLO County.
5. Enhance Organizational Capacity
Invest in staff development,infrastructureimprovements, andleadership structures tocontinue delivery ofexceptional services.
OUR PRIORITIES...
OUR STRATEGIES...
1.A Utilize data analysisto identify service gapsand reduce duplicationacross shelter andsupport programs.
1.B Design and pilotinnovative, data-drivenshelter and supportiveservices models thatrespond to emergingneeds and best practices.
1.C Launch a targetedlandlord engagementcampaign to preventevictions and supportstable tenancies.
3.A Expand revenue bypursuing new anddiversified fundingstreams, includingregional grants anddonations.
3.B Cultivate private,faith-based, andcorporate partnershipsto create long-termfunding pipelines.
3.C Strengthen internalfinancial practicesthrough operatingstructure and budgetrefinement.
4.D Explore and pilotjob readiness programsand social enterpriseopportunities to furtherclient empowerment and add additional revenue andpartnerships.
4.A Foster strategicpartnerships with alignedproviders to promotecoordinated messagingand efforts.
2.A Launch a countywidepublic education andstorytelling campaign toreduce stigma andhumanize homelessness.
2.B Develop andimplement stakeholdereducation initiatives tobuild support forCAPSLO’s mission.
2.C Promote inclusiveand respectful narrativesthat shift publicperception and increasecommunity investment.
4.B Lead the developmentand implementation of acountywide CoordinatedEntry system withcomprehensive partnerparticipation.
4.C Collaborate withpartners to develop ashared funding modeland advocate for reformsin regional governance(e.g., HSOC).
4.D Establishcommunity-basedservice leads andadvocate for equitabledistribution of resourcesacross all regions.
5.A Clarify andcommunicate the scopeof services CAPSLOprovides to focus effortsand reduce inefficiencies.
5.B Realign organizationalroles and responsibilitiesto increase efficiency andstrengthen missionalignment.
5.C Implementcontinuous staffdevelopment programsto ensure high-quality,trauma-informed servicedelivery.
5.D Maintain existingfacilities and finalize andimplement infrastructureimprovement plans,including the completionof the family housingproject at 46 Prado.
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Appendix B Survey Overview
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2024 CAPSLO Homeless Services Division
Strategic Alignment Survey Overview
Findings Overview
Sample Population (35)
● 18% (6) Service Provider/Partner Agency
● 6% (2) Coordinated Entry Participating Agency
● 38% (13) Government Representative
● 12% (4) CAPSLO Staff
● 24% (8) CAPSLO Board Member
● 3% (1) Other: Friends of 40 Prado Board Member
External Survey Results
1. How frequently do you work or interact with CAPSLO Homeless Services specifically?
a. 12% Daily
b. 38% Weekly
c. 35% Monthly
d. 6% Annually
e. 9% Rarely
2. How would you rate your overall perception of the organization’s reputation in the community?
a. 0% (0) Very Poor
b. 3% (1) Poor
c. 21% (7) Neutral (7)
d. 62% (21) Good
e. 15% (5) Excellent
3. Homeless Services provided nearly 80,000 meals in 2023, over 41,000 beds, and over 40,000
center visits where individuals and families gained access to a plethora of other services and
supports. Before taking this survey, how aware were you of these metrics?
a. 3% (1) Completely unaware
b. 0% (0) Mostly unaware
c. 9% (3) Slightly aware
d. 59% (20) Mostly aware
e. 29% (10) Completely aware
4. Please rank the programs and/or services based on their respective impact in meeting the
immediate needs of unhoused individuals:
a. Top 3:
i. Shelter (i.e. 40 Prado Homeless Services Center)
ii. Access Center (e.g. meals, showers, lockers, etc.)
iii. Outreach and engagement
5. CAPSLO Homeless Services’ programs and services positively impact clients’ lives in alignment
with its priorities.
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a. 3% (1) Strongly disagree
b. 0% (0) Disagree
c. 6% (2) Neither agree nor disagree
d. 50% (17) Agree
e. 41% (14) Strongly agree
6. CAPSLO Homeless Services adheres to the principle of Housing First.
a. 0% (0) Strongly disagree
b. 0% (0) Disagree
c. 18% (6) Neither agree nor disagree
d. 38% (13) Agree
e. 44% (15) Strongly agree
7. CAPSLO Homeless Services meets people where they are at (low barrier).
a. 0% (0) Strongly disagree
b. 0% (0) Disagree
c. 12% (4) Neither agree nor disagree
d. 47% (16) Agree
e. 41% (14) Strongly agree
8. CAPSLO Homeless Services ensures its services are accessible and inclusive, in alignment with
its goal to serve all potential unhoused individuals.
a. 0% (0) Strongly disagree
b. 6% (2) Disagree
c. 9% (3) Neither agree nor disagree
d. 41% (14) Agree
e. 44% (15) Strongly agree
9. CAPSLO Homeless Services is the designated Coordinated Entry Lead for San Luis Obispo
County. How effective is CAPSLO’s management of the CE system?
a. 12% (4) Not enough experience to answer.
b. 0% (0) Highly ineffective
c. 6% (2) Ineffective
d. 15% (5) Neither ineffective nor effective
e. 50% (17) Effective
f. 18% (6) Highly effective
10. CAPSLO envisions providing pathways to housing stability, resiliency, and belonging for people
experiencing homelessness and housing instability. Which program or service creates the
biggest long-term impact to achieving this goal?
a. Top 4:
i. 35% (12) Shelter (i.e. 40 Prado Homeless Services Center)
ii. 29% (10) Housing Navigation
iii. 15% (5) Management of Coordinated Entry
iv. 15% (5) Outreach and engagement
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11. CAPSLO Homeless Services maintains service quality over time in line with its goals and
priorities, even as community demands evolve.
a. 0% (0) Strongly disagree
b. 18% (6) Disagree
c. 9% (3) Neither agree nor disagree
d. 65% (22) Agree
e. 9% (3) Strongly agree
12. CAPSLO Homeless Services maintains focus on its mission during challenging times or crises.
a. 0% (0) Strongly disagree
b. 3% (1) Disagree
c. 12% (4) Neither agree nor disagree
d. 53% (18) Agree
e. 32% (11) Strongly agree
13. CAPSLO Homeless Services is agile in adjusting its strategies and operations to pursue new
opportunities, while staying true to its goals.
a. 0% (0) Strongly disagree
b. 18% (6) Disagree
c. 18% (6) Neither agree nor disagree
d. 44% (15) Agree
e. 21% (7) Strongly agree
14. CAPSLO Homeless Services’ leadership is effective in driving positive change and growth.
a. 3% (1) Strongly disagree
b. 9% (3) Disagree
c. 6% (2) Neither agree nor disagree
d. 62% (21) Agree
e. 21% (7) Strongly agree
15. CAPSLO Homeless Services effectively works with its partners to solve problems and
overcome obstacles during collaborations.
a. 0% (0) Strongly disagree
b. 9% (3) Disagree
c. 12% (4) Neither agree nor disagree
d. 53% (15) Agree
e. 26% (9) Strongly agree
16. CAPSLO Homeless Services effectively collaborates with its partners (internal or external) to
achieve common goals.
a. 3% (1) Strongly disagree
b. 0% (0) Disagree
c. 15% (5) Neither agree nor disagree
d. 62% (21) Agree
e. 21% (7) Strongly agree
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17. CAPSLO Homeless Services responds in a timely and productive manner to feedback or
requests from its partners during collaborative projects.
a. 3% (1) Strongly disagree
b. 18% (6) Disagree
c. 15% (5) Neither agree nor disagree
d. 56% (19) Agree
e. 9% (3) Strongly agree
18. CAPSLO Homeless Services is transparent in its collaborative processes–sharing information
and progress with its partners.
a. 6% (2) Strongly disagree
b. 9% (3) Disagree
c. 6% (2) Neither agree nor disagree
d. 65% (22) Agree
e. 15% (5) Strongly agree
19. CAPSLO Homeless Services holds itself and its partners accountable during collaborative
initiatives.
a. 0% (0) Strongly disagree
b. 12% (4) Disagree
c. 24% (8) Neither agree nor disagree
d. 47% (16) Agree
e. 18% (6) Strongly agree
20. CAPSLO Homeless Services effectively communicates progress toward achieving its mission to
internal and external audiences.
a. 0% (0) Strongly disagree
b. 15% (5) Disagree
c. 18% (6) Neither agree nor disagree
d. 59% (20) Agree
e. 9% (3) Strongly agree
21. Top priorities for progress updates:
a. 65% (22) Shelter Services (i.e. shelter beds, overflow, warming center, etc.)
b. 65% (22) Housing Navigation/Individuals and Families Housed
c. 29% (10) Prevention and Diversion
d. 24% (8) Access Center Services and Supports (e.g. meals, showers, lockers, etc.)
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Appendix C Summary of Interview Themes
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Recurring Ideas from CAPSLO Partner Interviews
The eight interviews with key stakeholders revealed several recurring themes and ideas
concerning CAPSLO's role in addressing homelessness in San Luis Obispo County. The
recurring themes revolve around the need for better communication; effective
coordination and collaboration; sustainable funding and diversity of sources; improved
staffing, training and retention; and long-term strategic planning to ensure CAPSLO uses
its particular strengths to support the region’s efforts to address homelessness effectively.
Below are the most prominent themes, although each interview ’s detailed notes provide
rich insights into expectations, perceptions and ideas that each stakeholder group offered.
1. Communication and Coordination:
○ There's a significant focus on improving communication both internally
within CAPSLO and externally with other service providers, the community,
and the public. A particular need for clearer messaging to show the complex
and deep level of trusted relationships/actions by CAPSLO as well as the
impact of CAPSLO's services and better collaboration with agencies like
ECHO, TMHA, and others is emphasized.
○ The interviews suggest that better communication around CAPSLO’s
capacity, role, and contributions is essential to improve public perception,
maintain and build trust with partners, and secure more funding.
○ Several interviews noted the need for CAPSLO to support the Homeless
Services Division leadership in communication and advocacy through
specialized staffing and/or CAPSLO resource/leadership support.
2. Public Relations and Community Perception:
○ There is a clear call to improve CAPSLO’s public image and manage
community expectations. Misleading portrayals in the media and unmet
promises have led to frustration. Effective storytelling and humanizing the
experiences of clients are suggested strategies to improve CAPSLO's
reputation.
○ Engaging with community leaders and ensuring they understand CAPSLO’s
operations through site visits and better outreach is another critical area.
○ Clear is kind. Be clear about CAPSLO’s specific roles, resources, policies and
offerings to clients, partners, government and elected officials, and public.
3. Staffing and Capacity:
○ High staff turnover, lack of adequate training, and overwhelmed staff are key
concerns, especially with a high client-to-staff ratio. There is an ongoing
need for better leadership support, training, and a more structured
approach to managing workloads.
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○ A recurring call for increasing compensation and improving staff
retention—especially for critical roles like Housing Navigators—is noted.
4. Funding and Sustainability:
○ The importance of diversifying funding sources is highlighted. There’s a call
for exploring federal and philanthropic funding, while balancing public and
private funds. Unrestricted donations are seen as vital for growth, especially
in supporting staff and operational costs. Consider likely and unlikely
funders (e.g. housing developers).
○ Investment organizations noted the importance of clear messaging about
impact, connection to work, need of CAPSLO, and transparency of
costs/revenues each year. As well as bringing in those who may be
interested in donating and building relationships with them, ongoing.
○ Regional and equitable funding models are discussed, with
recommendations to strengthen the coordination of grants and explore
innovative approaches used by other regions.
5. Homeless Services and Client Needs:
○ A strong emphasis is placed on improving access to housing and case
management, particularly for vulnerable populations like the elderly,
medically fragile, women and undocumented populations.
○ Expanding transitional housing options and reducing barriers to entry for
homeless services are key priorities.
○ The need for emergency services, including shelters/warming centers, is
recognized, with some respondents calling for a focus on CAPSLO’s
strengths in this area rather than housing development.
6. Collaboration and Partnerships:
○ Strengthening partnerships with other service providers and leveraging
shared resources is emphasized, as well as not duplicating efforts.
○ There's also a need for greater collaboration with faith-based organizations,
local businesses, and community leaders to build support.
○ The role of CAPSLO in collaborating within the Coordinated Entry system and
other regional efforts to manage homelessness is recognized as vital,
although there’s a push for better coordination and streamlined processes.
Need this resource to be honed and effective as soon as possible, and keep
adapting as needed.
7. Systemic and Structural Improvements:
○ Suggestions to improve case management, reduce bureaucracy, and
enhance the overall system for housing placements and services are
frequent. There’s an emphasis on reducing the complexity of the processes
for clients and ensuring continuity of care.
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○ Further refining policies and practices to ensure consistency, especially in
the areas of drug use, staff training, and client engagement, is mentioned as
crucial for long-term success.
8. Long-term Vision and Strategic Planning:
○ Future planning and clear leadership for large projects like the 46 Prado
initiative are essential for CAPSLO’s sustainability and effectiveness. Creating
a dedicated advisory board to focus on these efforts is recommended.
○ The evolving regional needs, such as addressing homelessness among
specific groups and preparing for increasing demand, are key considerations
for CAPSLO’s future role.
*Note: The recurring ideas were included, rather than detailed, individual interview notes to
both preserve anonymity of participants as well as to make the use of rich, recurring insights
more readily accessible. However, detailed interview notes were reviewed and considered by the
Executive Leadership Team in development of the SWOT analysis and Visioning Session.
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Appendix D SWOT Outcomes
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2025 SWOT Outcomes
*as identified and ranked by Executive Leadership Team and CAPSLO Homeless Services Division management team;
grouped ideas reflect team input, numbers reflect votes given out of 160 total (5 votes per participant, per category) though only 156 votes were used.
Strengths Weaknesses
motivated and dedicated staff; passion; advocacy; experienced staff (8)consistent policies; staff training; lack of onboarding for staff (10)
Coordinated Entry (in house); Lead Agency and visible; Coordinated Entry Leadership (8)
leadership is spread too thin; defined leadership role to organization; focus vision/priorities | taking on too
much at once (7)
diverse services; integrated diverse teams (CAPSLO, partnerships); innovative/flexible philosophy (7)late reports to funders; lack of responsiveness to requests data/info; communication between external and
internal (6)
40/46 Prado - space/location; Building and location (6)lack of staff support/burn out, turnover (3)
volunteers; community meals- kitchen/donors (3)lack of space at 40 Prado (3)
diverse funding sources (3)Responding to all needs in SLO Co.; All or nothing (need a middle) (2)
opps for career growth; flexible work schedules (2)reactive funding (political environment); Funding (underfunded; how present need) (2)
access to resources; infrastructure of organization; CAPSLO support (IT, finance); grant-writing and fundraising
(2)lack of success stories; buildsuccesses to improve what commnunity thinks (2)
compelling stories (0)communication between teams (1)
incorporating client feedback (0)Staff performance management (1)
street to housing support services (0)pay - line staff and supervisor; staff compensation (1)
longterm history and trust in community (0)some success are hard to quantify (1)
CAPSLO infrastructure (0)
unclear staff roles; staff take on more than their role (0)
Internal barriers to local resources/grants (0)
data log - program/fiscal (0)
data as a program priority for frontline staff, oversight (0)
Opportunities Threats
CenCal; Expansion of CalAIM; CenCal funding (8)
Cencal/Federal Audit; New administration/loss of funding; Loss of funding (new administration); State and
County loss of funding (9)
Coast services, warming center; Safe Parking consultation; Safe Parking RFA; WC funding for City of SLO (5)lawsuits; client lawsuit; homeless Union/Commission; Community activists (6)
Friends of 40 (funding oppt. change in relationship) (5)Negative media; Media/S.M. mis-information; Lack of public knowledge (4)
46 Prado; 46 Prado: State and Fed funds if poss.; HS focus to support families; Integrate HS funding for 46
Prado (5)Political/local support for programs (4)
Homelessness is #1 priority in County, City, and State; Housing Crisis prioritized (4)Loss of key volunteers; possible loss of volunteers for food program (3)
Formalize roles with partners ; Take on less and lean on partners more (3)opioid crisis (3)
Take advantage of 3rd party vendor to improve data (3)consistently late reports jeorpardize future funding for entire agency (3)
Faith community involvement (meals); Partners fair/outreach to others (2)Competing agency priorities; Static funding for partners--not enough money and competition (3)
Partner with bigger social platforms; Media feature on 40P programs (2)out of county needs coming to SLO (1)
new leadership (Co./City) (1)Disconnected image of homeless and CAPSLO (1)
unified messaging with other shelters; CEP best practices (1)Pressure of grant outputs leads to unsteady results (1)
Model HMIS transparency (0)NIMBY (1)
HSOC improving outcomes (0)we own the problem--"your" homeless/not offered solutions (0)
100+ CE units in 2025; Welcome Home Village (Co.) (0)HMIS data transparency (0)
Boise lawsuit : LE practices (0)staff poaching (0)
Federal budget cuts --> public perception-->money; "Better" economic forecast; Local response to new
administration; California support for programs (Fed's could cut) (0)surrounding programs collapse (supportive services) (0)
Budget crisis at County (0)
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Appendix E CAPSLO Visioning Session Outcomes
CAPSLO Visioning Session Outcomes
March 18, 2025
VISION
Responses to the following question: “It’s 2035. CAPSLO Homeless Services was awarded
the Biggest Community Impact in California award. Describe the state of homelessness in the
region and the part CAPSLO Homeless Services played in achieving that.”
Themes Related Ideas
● Quality CAPSLO Supportive Services
(16 votes)
● 40 Prado Access Center expands reach as
hub of services; housing navigation;
street outreach; more services for seniors
& individuals with disabilities; social
enterprise generating job opportunities
and revenue for participants and CAPSLO
● Target Metric of Functional Zero
(14 votes)
● Functional zero for all populations;
functional zero; functional zero
● Emergency Shelter Facilities
(10 votes)
● Shelter; CAPSLO leads in providing
emergency services; transitional housing
at 46 Prado; CAPSLO opened 46 Prado
Family Shelter; robust safe parking
program countywide
● Skilled and supported staff (10 votes) (no individual notes)
● One Stop Shop to facilitate
connection to resources (9 votes)
● CAPSLO leads in transparency and
evaluation of success; CAPSLO leads
unified access to resources; one stop
shop for all social services (including e.g.
behavioral health, social services, etc.);
stronger coordinated entry system &
more access points
● Community Leadership (6 votes) ● CAPSLO elevates & unites community
response; more community involvement;
community provides consistent financial
commitment; convener - connector -
facilitator
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● Prevention (6 votes) ● Shift to upstream (housing, income,
community); CAPSLO leads in prevention
and education
● Supporting Regional Housing
Solutions (4 votes)
● 50% increase in housing units; CAPSLO
has advocated & partnered to increase
housing stock dedicated to homelessness
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OBSTACLES TO VISION
Responses to the following question: “What is currently blocking or could block the
organization from attaining this vision?”
Themes Notes
● Community perception + external
relations (within CAPSLO control)
● Negative perspective
(community/political/social); agency
reputation; NIMBY & community
assumptions about homelessness; trust
- fund, donor
● Political whims + wills ● Competing external priorities
(government);
local/County/State/Federal funding and
political impacts; is there funding for
CAPSLO priorities?
● Internal + staffing capacity (within
CAPSLO control)
● Staff retention compensation +
capacity; staff turnover and undefined
roles and changing vision; staff training
and turnover; workforce -
aging/uninterested, staff retention;
infrastructure needs (vehicles, satellite
offices)
● We need housing/ Housing First
(within CAPSLO control)
● Affordable housing pipeline; housing
affordability and inventory; lack of
affordable housing (staff, clients);
NIMBY
● Systemic inefficiency (some CAPSLO
control)
● Outside agency collaboration -
competing and changing priorities; lack
of buy-in from other organizations;
inconsistent processes (internal and
external); to many goals/paths creates
a lack of focus; need organizational
structure that accommodates
goals-vision; navigating bureaucracy
(client navigating different
organizations, differing workloads, etc.)
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STRATEGIC DIRECTION
Responses to the following question: “What innovative or substantial actions, programs,
developments or improvements can be made to overcome obstacles and achieve vision of
success?”
Themes Notes
● Organizational structure and support
(16 votes)
● Match organizational structure to
vision; support staff by definition
roles/clear vision; amplify lived
experience - work experience,
participation; training institute for
CAPSLO; divide CAPSLO Homeless
Services roles (leadership, operations,
partnerships, 40 Prado operations, etc.)
● Community education, image +
communications (13 votes)
● Public relations campaign; create
advocacy strategy to touch/educate
electeds regularly; offer tours - open
doors to community, donors, volunteer,
public officials; communication with
partners - trust
● Build support + donor/volunteer
relations (12 votes)
● Recruit multi-generational board to
fundraise for homeless services -
Friends of 40 and CAPSLO; community
events that shed light on issue (improve
rep. And increase donors); volunteer
recruitment and partnership
opportunities (Cal Poly); comprehensive
fundraising strategy + _______ with
Friends of 40
● Expansion of campus/facilities
(CAPSLO Homeless Services) (10
votes)
● 46 Prado Family Service Center (Service
Hub for families); open 46 Prado ASAP;
infrastructure/facility improvements to
40 Prado
● Leverage/Maximize billable services
without losing soul (8 votes)
● CalAIM expansion; expansion of
Cal-AIM; Extension of Cal-AIM (policy
advocacy)
● Where do we fit in + How do we
collaborate (external) / What services
does CAPSLO Provide (internal) (7
● Grow targeted programs for
sub-populations (e.g SLO Hub, RCP);
social enterprise opportunities; define
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votes) CAPSLO lane
● Coordination + Equal Accountability
of services as a whole region
(external) (6 votes)
● Expanding CES to community queue
across all functions/C.o.C.; Leverage
C.o.C. service provides; support from
County + HSOC; Value of centralized
data repository; elevate 211/hotline/call
center/dispatch
● Agility/Adaptable with Accountability
/ Adapt the Methods within Vision (2
votes)
● Vision/say no to protect vision and
goals
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Appendix F CAPSLO Strategies Session Outcomes
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4/7/2025 Strategies to Support Each Strategic Priority
Primary Strategies to Support Achievement of Vision/Strategic Priorities
Strategic Priority #1: Promote Innovative Solutions that End
Homelessness: Enhance shelter and supportive services and advocate for
creating additional affordable housing units.
● Most Impact/Least Investment:
○ (2) Analyze data to identify service gaps / duplication; Enhance data sharing
capacity
○ (3) Connect, expand, enhance case management and increase access to
behavioral health, substance use services
● Most Impact/Most Investment:
○ (1) Develop and implement data-driven, innovative shelter models
○ (4) Homeless Prevention/pursue a landlord campaign (educate on benefit of
being landlord; reach out sooner to help landlord with tenant avoid eviction; help
them know tenant has support; e.g. SSVF in other parts of CAPSLO incentive
program)
● Least impact/Most Investment:
○ none
● Least impact/Least Investment:
○ none
Strategic Priority #2: Strengthen Community Engagement: Build trust,
foster partnerships, and educate stakeholders to reduce the stigma against
homeless individuals and families and improve support for the mission of
CAPSLO. [identify stakeholders, whole public?]
● Most Impact/Least Investment:
○ (4) Educate stakeholders
○ (3) Identify and foster partnerships with providers to create alignment
● Most Impact/Most Investment:
○ (1) Launch a comprehensive public education and storytelling campaign /
Investment and outcome focused public engagement
○ (5) Stigma reduction and humanizing narrative/language
● Least impact/Most Investment:
○ None
● Least impact/Least Investment:
○ (2) Data information and sharing (relates to (1) Strategy)
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Strategic Priority #3: Develop Sustainable Funding Models: Establish
and maintain a variety of revenue streams, including social enterprises, to
support long-term stability.
● Most Impact/Least Investment:
○ (3) Collaborate with regional partners on grant funding opportunities
○ (6) Expand current funding (revenue)
○ (4) Re-Examine and refine operating structure and budget
● Most Impact/Most Investment:
○ (1) Leverage community funding opportunities (private, faith, CP, etc.)
○ (7) Create opportunities for meaningful community involvement
○ (5) Expand internal resources/programs for job readiness
● Least impact/Most Investment:
○ Develop employment partnerships to employ former participants
● Least impact/Least Investment:
○ None
Strategic Priority #4: Promote Regional Collaboration: Improve
coordination with external partners to streamline services, reduce
duplication, and expand access throughout SLO County.
● Most Impact/Least Investment:
○ (TBD) CE Lead for the County + create tools (Co. = lead, though and they
advocate and decide/C.O.C.) / Advocate for CoC changes + must have all
participants be a part of
■ Tie to data strategies
■ Show + provide data and tools, organizations participating (or not)
■ Report card-ish as CE, then what?!
○ (2) Establish community leads for services types
○ (5) Advocate for expansion of CoC services countywide (e.g. safe parking)
● Most Impact/Most Investment:
○ (1) We have a comprehensive functional Coordinated Entry
○ (4) Create framework to facilitate regional collaboration
○ (3) Community wide funding agreement (includes County)
○ (TBD) Develop a coalition among organizations to ask for HSOC Reform
● Least impact/Most Investment:
○ none
● Least impact/Least Investment:
○ none
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Strategic Priority #5: Enhance Organizational Capacity: Invest in staff
development, infrastructure improvements, and leadership structures to
continue delivery of exceptional services.
● Most Impact/Least Investment:
○ (2) Staff development
○ (4) Align the organization of homeless services with mission
○ (6) Clearly defines the services CAPSLO does–provide v. does not provide to
increase efficiency and effectiveness
● Most Impact/Most Investment:
○ (1) Develop a sustainable plan for infrastructure improvement
○ (5) Complete family housing project at 46 Prado
● Least impact/Most Investment:
○ None
● Least impact/Least Investment:
○ (3) Develop criteria and benchmarks for “Exceptional Services”
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4/7/2025 Strategies to Support Each Strategic Priority
Primary Strategies to Support Achievement of Vision/Strategic Priorities
Strategic Priority #1: Promote Innovative Solutions that End
Homelessness: Enhance shelter and supportive services and advocate for
creating additional affordable housing units.
● Most Impact/Least Investment:
○ (2) Analyze data to identify service gaps / duplication; Enhance data sharing
capacity
○ (3) Connect, expand, enhance case management and increase access to
behavioral health, substance use services
● Most Impact/Most Investment:
○ (1) Develop and implement data-driven, innovative shelter models
○ (4) Homeless Prevention/pursue a landlord campaign (educate on benefit of
being landlord; reach out sooner to help landlord with tenant avoid eviction; help
them know tenant has support; e.g. SSVF in other parts of CAPSLO incentive
program)
● Least impact/Most Investment:
○ none
● Least impact/Least Investment:
○ none
Strategic Priority #2: Strengthen Community Engagement: Build trust,
foster partnerships, and educate stakeholders to reduce the stigma against
homeless individuals and families and improve support for the mission of
CAPSLO. [identify stakeholders, whole public?]
● Most Impact/Least Investment:
○ (4) Educate stakeholders
○ (3) Identify and foster partnerships with providers to create alignment
● Most Impact/Most Investment:
○ (1) Launch a comprehensive public education and storytelling campaign /
Investment and outcome focused public engagement
○ (5) Stigma reduction and humanizing narrative/language
● Least impact/Most Investment:
○ None
● Least impact/Least Investment:
○ (2) Data information and sharing (relates to (1) Strategy)
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Strategic Priority #3: Develop Sustainable Funding Models: Establish
and maintain a variety of revenue streams, including social enterprises, to
support long-term stability.
● Most Impact/Least Investment:
○ (3) Collaborate with regional partners on grant funding opportunities
○ (6) Expand current funding (revenue)
○ (4) Re-Examine and refine operating structure and budget
● Most Impact/Most Investment:
○ (1) Leverage community funding opportunities (private, faith, CP, etc.)
○ (7) Create opportunities for meaningful community involvement
○ (5) Expand internal resources/programs for job readiness
● Least impact/Most Investment:
○ Develop employment partnerships to employ former participants
● Least impact/Least Investment:
○ None
Strategic Priority #4: Promote Regional Collaboration: Improve
coordination with external partners to streamline services, reduce
duplication, and expand access throughout SLO County.
● Most Impact/Least Investment:
○ (TBD) CE Lead for the County + create tools (Co. = lead, though and they
advocate and decide/C.O.C.) / Advocate for CoC changes + must have all
participants be a part of
■ Tie to data strategies
■ Show + provide data and tools, organizations participating (or not)
■ Report card-ish as CE, then what?!
○ (2) Establish community leads for services types
○ (5) Advocate for expansion of CoC services countywide (e.g. safe parking)
● Most Impact/Most Investment:
○ (1) We have a comprehensive functional Coordinated Entry
○ (4) Create framework to facilitate regional collaboration
○ (3) Community wide funding agreement (includes County)
○ (TBD) Develop a coalition among organizations to ask for HSOC Reform
● Least impact/Most Investment:
○ none
● Least impact/Least Investment:
○ none
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Strategic Priority #5: Enhance Organizational Capacity: Invest in staff
development, infrastructure improvements, and leadership structures to
continue delivery of exceptional services.
● Most Impact/Least Investment:
○ (2) Staff development
○ (4) Align the organization of homeless services with mission
○ (6) Clearly defines the services CAPSLO does–provide v. does not provide to
increase efficiency and effectiveness
● Most Impact/Most Investment:
○ (1) Develop a sustainable plan for infrastructure improvement
○ (5) Complete family housing project at 46 Prado
● Least impact/Most Investment:
○ None
● Least impact/Least Investment:
○ (3) Develop criteria and benchmarks for “Exceptional Services”
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Full Notes on Brainstormed Strategies & Actions
Strategic Priority #1: Promote Innovative Solutions that End
Homelessness: Enhance shelter and supportive services and advocate for
creating additional affordable housing units.
● (2) Analyze data to identify service gaps / duplication; Enhance data sharing capacity
○ Coordinated entry
○ HMIS
○ Other communities
○ Participant feedback
○ Community engagement
● (3) Connect, expand, enhance case management and increase access to behavioral
health, substance use services
○ Identify stakeholders (TMHA, PSHH, etc.) and create and communicate with
partners (CoC)
○ Advocacy at leader level and connect to wrap around
○ Leverage partners’ strengths
○ Impediment to solving homelessness and how to fit in
○ MDT
○ Criminal justice diversion, CARE Court
○ Coordinate with County and providers to identify available services and gaps
○ Advocate for resources
○ Enhancement of 3, 211, or other hotline service
○ Develop policies and procedures for shelter services
○ Warm hand off to downstream case managers
○ Expand case management for housed individuals
● (1) Develop and implement data-driven, innovative shelter models
○ 46 Prado Family Shelter
○ Safe Parking
○ Pallets
○ RCP beds
○ Individual shelter
○ Expansion of housing options, focus on types of housing
○ Shelter diversification
○ New program model and staff/time
● (4) Homeless Prevention/pursue a landlord campaign
○ Educate on benefit of being landlord
○ reach out sooner to help landlord with tenant avoid eviction
○ help them know tenant has support
○ e.g. SSVF in other parts of CAPSLO incentive program)
○ Eviction support resources
○ Landlord education on housing vouchers
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○ Expand prevention and stabilization
○ Incentives for landlord to house clients
○ Address housing policies that hurt the rental and owner occupied market
○ Early intervention
○ State and Federal advocacy
○ diversion/prevention, family reunification
○ Increase prevention services and information/education
Strategic Priority #2: Strengthen Community Engagement: Build trust,
foster partnerships, and educate stakeholders to reduce the stigma against
homeless individuals and families and improve support for the mission of
CAPSLO. [whole public?]
● (4) Educate stakeholders
○ Share about programs that reduce homelessness impacts
○ Define key stakeholders
● (3) Identify and foster partnerships with providers to create alignment
○ Service provider roundtable
○ Clarify and communicate mission, vision, values
○ Bring public safety into the partnerships
● (1) Launch a comprehensive public education and storytelling campaign / Investment
and outcome focused public engagement
○ Reality check rumors, response with facts
○ Storytelling platforms (e.g. clients, staff, journeys, etc.)
○ Vignette following a client through services
○ Stigma reduction and humanizing narratives
○ Community wide storytelling advocacy (5CHC & ECHO with CAPSLO)
○ Siloed information between function and agencies and hard to communicate
without alignment/breaking silos
○ Public education campaign
○ Communicate outcomes
○ Using social media to show positive outcomes
○ Seek holistic community support and advocacy
○ Speaker series at partners (e.g. CSU, neighborhoods, local businesses)
○ Organized speakers bureau of successful clients
○ Dinner with donors cooked by kitchen staff, donation to join
○ Come and share a meal monthly
○ Explaining homeless services in an accessible way
○ Monthly open house client art show
○ Integrates with Data strategy
● (5) Stigma reduction and humanizing narrative/language
○ Intentional use of language, particularly in naming divisions (sub programs–i.e.
Don’t use word “homeless”
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■ What’s the message; not association to a certain word
○ Change the name of the departments to CAPSLO Community Services
● (2) Data information and sharing (relates to (1) Strategy)
○ Understand what data the community values
○ Understand alternative costs of homelessness response
○ Define data needs
○ Common data metrics
○ Transparent community facing data
○ Increase quantity of service providers
Strategic Priority #3: Develop Sustainable Funding Models: Establish
and maintain a variety of revenue streams, including social enterprises, to
support long-term stability.
● (3) Collaborate with regional partners on grant funding opportunities
○ Housing Services Providers (PSHH, HASLO), TMHA, RP, Lumina
○ State funding opportunities
○ City/County funding partnerships (public/private)
○ Fed and State Advocacy
○ Regional MOU formalized contracts
● (6) Expand current funding (revenue)
○ CenCal Funding (Big!)
○ Maximize existing funding streams
● (4) Re-Examine and refine operating structure and budget
○ Expense management
○ Existing streams to tap? Offset money like CalAIM or let go to another
organization if decrease in funding or increase of capacity
○ Eliminate duplicative services
○ Prioritizing essential services
○ Examine staffing structure
○ Hedging funding loss
○ Cost reduction (energy, other…)
● (1) Leverage community funding opportunities (private, faith, CP, etc.)
○ Community building and maintain
○ Leverage Friends of 40
○ Engage with young professionals
● (7) Create opportunities for meaningful community involvement
○ Annual Run/Walk with other NPO’s (CAPSLO, ECHO, 5CHC)
○ Faith community partnerships
○ Create a campaign to engage–IKD
○ Tap into Greek system–get “adopted”
● (5) Expand internal resources/programs for job readiness
○ Shelter–part of case management to help BE more access
■ Management of shelter is a big lift already
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○ Aligned with work already done
○ Investment of resources=ALL, not just money
○ CalAIM dehab already aligning; Billing: have to provide/net positive
○ Peer support jobs
○ 40 Prado participants in community as volunteers
○ Same day work program
○ Rehabilitationto work
○ Employable Board
● (2) Develop employment partnerships to employ former participants
○ Partner with organizations like WFDB
○ Cuesta college culinary; Cal Poly
○ Sponsor programs like culinary program
Strategic Priority #4: Promote Regional Collaboration: Improve
coordination with external partners to streamline services, reduce
duplication, and expand access throughout SLO County.
● (2) Establish community leads for services types
○ HSD set standard and have system to evaluate and get other organizations to
buy in
○ County umbrella organization (regional) to let CAPSLO advocate and do
○ Who is doing what and where? Why other organizations not doing this?
○ What can CAPSLO do? What should other organizations do?
● (5) Advocate for expansion of CoC services countywide (e.g. safe parking)
○ CE Lead for the County + create tools (Co. = lead, though and they advocate and
decide/C.O.C.)
○ Advocate for CoC changes + must have all participants be a part of
○ (relates also to 1, 4) Tie to data strategies
○ (relates also to 1, 4) Show + provide data and tools, organizations participating
(or not)
○ (relates also to 1, 4) Report card-ish as CE, then what?!
○ Group Home option
○ Advocate but unsure where impact will land
○ County and Cities help move forward
○ City wants to help carry water for CAPSLO HSD
○ Develop a coalition among organizations to ask for HSOC Reform
○ (relates to 2) Leading charge without formal authority to do
○ Functional Coordinated Entry requires functional decision making (more aligned)
○ Consistency of how we do ___ as a C.o.C.
● (1) Develop comprehensive functional Coordinated Entry
○ Service providers are bought into Coordinated Entry
○ All providers align and agree up using system in a way that benefits clients (sign
agreement?)
○ Work from HMIS master/by name list
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● (4) Create framework to facilitate regional collaboration
○ Service analysis (internal and external)
○ Common data reporting
○ Identify who key partners are
○ Establish clear lines of communication
○ Service duplication analysis (internal and external)
○ Improve MDT process for complex cases
○ Develop stakeholder relationships
● (3) Develop and execute community wide funding agreement (includes County)
○ Each municipality pays their fair share
○ Service providers are partners first, not funding competitors
○ Identify for everybody with roles and money, know all players on field together
Strategic Priority #5: Enhance Organizational Capacity: Invest in staff
development, infrastructure improvements, and leadership structures to
continue delivery of exceptional services.
● (2) Staff development
○ Ensure clear job descriptions
○ Define relationships of roles
○ Prioritize education and promotion of staff: Housing First and harm reduction
○ Build training and onboarding materials
○ Homeless Services University
○ Communicate organizational chart to staff
○ Periodic update of organizational chart
○ Competitive compensation and benefits to attract and retain staff
○ Sliding scale–level of investment correlated to impact
○ Internal training, development, succession planning means fewer dollars
elsewhere
● (4) Align the organization of homeless services with mission
○ Clearly define org chart
○ Build capacity for leadership to prioritize big picture needs
○ Match!
■ Org chart + Vision, Mission, and Values
■ What are roles for clarity on CAPSLO roles and where?
○ Communications channels that make sense
○ Solid lines for roles/supervisors (but also dotted lines for connections)
● (6) Clearly defines the services CAPSLO does–provide v. does not provide to increase
efficiency and effectiveness
● (1) Develop a sustainable plan for infrastructure improvement
○ Expand volunteer involvement to reduce strain on staff, including partnerships
with colleges
○ Enhance security measures
○ Expand SP, reduce strain on shelter resources
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○ Space for staff: break room, desk space
○ Do contractors that do work at 40 Prado give?
○ Establish capital improvement plan and CIP Fund
● (5) Complete family housing project at 46 Prado
○ Suzanne is lead (Jack and others, too)
○ External factors
○ Will have to change
○ Will 46 Prado enhance organizational capacity or stretch it? Yes
● (3) Develop criteria and benchmarks for “Exceptional Services”
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Strategic Priority #5: Enhance Organizational Capacity: Invest in staff
development, infrastructure improvements, and leadership structures to
continue delivery of exceptional services.
● (2) Staff development
○ Ensure clear job descriptions
○ Define relationships of roles
○ Prioritize education and promotion of staff: Housing First and harm reduction
○ Build training and onboarding materials
○ Homeless Services University
○ Communicate organizational chart to staff
○ Periodic update of organizational chart
○ Competitive compensation and benefits to attract and retain staff
○ Sliding scale–level of investment correlated to impact
○ Internal training, development, succession planning means fewer dollars
elsewhere
● (4) Align the organization of homeless services with mission
○ Clearly define org chart
○ Build capacity for leadership to prioritize big picture needs
○ Match!
■ Org chart + Vision, Mission, and Values
■ What are roles for clarity on CAPSLO roles and where?
○ Communications channels that make sense
○ Solid lines for roles/supervisors (but also dotted lines for connections)
● (6) Clearly defines the services CAPSLO does–provide v. does not provide to increase
efficiency and effectiveness
● (1) Develop a sustainable plan for infrastructure improvement
○ Expand volunteer involvement to reduce strain on staff, including partnerships
with colleges
○ Enhance security measures
○ Expand SP, reduce strain on shelter resources
○ Space for staff: break room, desk space
○ Do contractors that do work at 40 Prado give?
○ Establish capital improvement plan and CIP Fund
● (5) Complete family housing project at 46 Prado
○ Suzanne is lead (Jack and others, too)
○ External factors
○ Will have to change
○ Will 46 Prado enhance organizational capacity or stretch it? Yes
(3) Develop criteria and benchmarks for “Exceptional Services”
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Appendix G Outline of the City & Countywide
Homelessness Response Plans
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Alignment to City of SLO
Homelessness Response Strategic Plan
2024 - 2026
(Key Components & Supporting Actions )
Alignment to The San Luis Obispo
Countywide Plan to Address
Homelessness
2022-2027
(Lines of Effort (LOE) & Actions)
Enhance shelter and supportive services and advocate for creating additional affordable
housing units.KC#1, KC#2, KC#3, KC#4 LOE#1, LOE#2, LOE#3, LOE#5
1A 2.1, 2.2, 3.1, 3.2 2C, 3B, 5A
1B 4.2 1A, 1E, 2A, 2B, 2E
1C 1.2, 2.1, 2.2 1D
Build trust, foster partnerships, and educate stakeholders to reduce the stigma against
homeless individuals and families and improve support for the mission of CAPSLO.KC#1, KC#2, KC#5 LOE#4, LOE#5, LOE#6
2A 2.1, 2.2 5A, 5B, 6A, 6B
2B 1.2, 2.2 6A
2C 1.2, 2.1, 2.2, 5.1 4C, 5A, 5B, 6A, 6B
Advocate for, diversify, leverage, and maintain a braided set of revenue streams, including
social enterprises and earned revenue, to support long-term stability.KC#1, KC#5 LOE#4, LOE#5, LOE#6
3A 5.1, 5.2, 5.3 4A, 4B, 4C, 4D
3B 1.2, 5.1, 5.2, 5.3 4A, 4C, 6A, 6B
3C
3D 5.1 5B
Improve coordination with external partners to streamline services, reduce duplication, and
expand access throughout SLO County.KC#1, KC#2, KC#3, KC#5 LOE#2, LOE#3, LOE#4, LOE#5, LOE#6
4A 2.1, 2.2 3A, 3B, 5A, 6A, 6B
4B 1.1, 1.2, 2.1, 3.1, 3.2, 3.3, 5.3 3A, 3B, 5A
4C 1.1, 1.2, 5.1, 5.2, 5.3 4A, 4B, 4C, 4D, 5A, 6A
4D 1.1, 1.2, 1.3, 5.3 2B, 2C, 4A, 4D, 5A
Invest in staff development, infrastructure improvements, and leadership structures to
continue delivery of exceptional services.KC#1, KC#2, KC#5 LOE#1, LOE#2, LOE#5, LOE#6
5A 2.1, 2.2 5A, 6A, 6B
5B 5.3
5C 1.2, 5.3 2B, 2E, 2F
5D 1.1, 5.1, 5.2, 5.3 1A, 1E
Launch a countywide public education and storytelling campaign to reduce stigma and humanize homelessness.
Develop and implement stakeholder education initiatives to build support for CAPSLO’s mission.
Promote inclusive and respectful narratives that shift public perception and increase community investment.
Strategic Priority #3: Develop Sustainable
Funding Models
CAPSLO Homeless Services Strategies
Strategic Priority #1 : Promote Solutions that
End Homelessness
Utilize data analysis to identify service gaps and reduce duplication across shelter and support programs.
Design and pilot innovative, data-driven shelter and supportive services models that respond to emerging needs and best practices.
Launch a targeted landlord engagement campaign to prevent evictions and support stable tenancies.
Clarify and communicate the scope of services CAPSLO provides to focus efforts and reduce inefficiencies.
Realign organizational roles and responsibilities to increase efficiency and strengthen mission alignment.
Implement continuous staff development programs to ensure high-quality, trauma-informed service delivery.
Maintain existing facilities and finalize and implement infrastructure improvement plans, including the completion of the family housing project
at 46 Prado.
Alignment to City & Countywide Plans
Foster strategic partnerships with aligned providers to promote coordinated messaging and efforts.
Lead the development and implementation of a countywide Coordinated Entry system with comprehensive partner participation.
Collaborate with partners to develop a shared funding model and advocate for reforms in regional governance (e.g., HSOC).
Establish community-based service leads and advocate for equitable distribution of resources across all regions.
Strategic Priority #5: Enhance Organizational
Capacity
Expand revenue by pursuing new and diversified funding streams, including regional grants and donations.
Cultivate private, faith-based, and corporate partnerships to create long-term funding pipelines.
Strengthen internal financial practices through operating structure and budget refinement.
Explore and pilot job readiness programs and social enterprise opportunities to further client empowerment and add additional revenue and
partnerships.
Strategic Priority #4: Promote Regional
Collaboration
Strategic Priority #2: Strengthen Community
Engagement
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GOOD NEIGHBOR POLICY
Between
Homeless Services Center
And
The Community of San Luis Obispo
Community Action Partnership of San Luis Obispo County, Inc. (CAPSLO), which operates the
Homeless Services Center (HSC) located at 40 Prado Street, San Luis Obispo, is a non-profit
organization that provides comprehensive housing and supportive services for homeless
and formerly homeless people in the county of San Luis Obispo. The goal of CAPSLO’s HSC is
to provide a place that is safe and engaging while at the same time is not enabling of long-
term homelessness.
1. Definitions
Community of San Luis Obispo- sometimes referred to herein just as “community”, consists
of residents, businesses and other community members who live, work, or visit the area.
Immediate neighborhood- residences and businesses roughly within a half mile radius
surrounding the HSC.
Community Collaboration Partnership- the intentional, regular and ongoing
communication between the community, City of San Luis Obispo, including, but not limited
to, its Police and Fire Departments, the County of San Luis Obispo, including, but not limited
to, its Health and Human Services Department and Sherriff’s Department, and HSC staff. The
synergistic dialogue between the listed agencies, departments and community will
significantly increase HSC’s ability to appropriately respond to clients who breach the HSC’s
Code of Conduct, set forth below, or are engaged in illegal activity within the immediate
neighborhood and/or community.
2. Mutual Goals
All parties in this agreement share common goals, which include:
Maintaining a peaceful, safe, and clean neighborhood and community.
Sharing open and honest communication.
Helping each other address concerns and solve problems.
Offering public service for the benefit of the neighborhood and community.
Respecting others and their property.
Being a partner that actively works to help sustain the overall surroundings and
economic environment of the immediate neighborhood.
In order to accomplish these goals, all parties are united in support of the commitments
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described below.
3. Safety
Safety and security are essential for residents to live peacefully and free from harm,
and for neighborhoods to remain desirable and attractive. In order to promote safety
and security for all residents of the immediate neighborhood and community:
HSC Staff will:
Ensure an HSC contact is available twenty-four (24) hours a day and seven (7)
days a week to address community issues as they occur. This will provide
connectivity between immediate neighborhood and community members and
HSC staff. All calls and the method used to resolve issues will be documented. The
24/7 hotline number will be publicized.
Promptly investigate all concerns regarding client behavior expressed by
neighbors or community members.
Establish a block watch program in conjunction with the neighbors, the City Police
Department and other neighboring business and residents.
Prohibit clients from engaging in loitering, alcohol or drug use and pan handling
within the immediate neighborhood and community.
Strictly enforce the Code of Conduct/Behavior with all clients.
Contact the San Luis Obispo Police or Fire Department immediately in all
emergencies.
4. Property
In order to respect the immediate neighborhood and maintain the property at the
highest possible values:
HSC staff will:
Maintain the building and grounds in good condition at all time.
Keep the building, property, landscaping and adjacent public rights-of-way neat
and free from trash and debris at all times.
Maintain an unobtrusive well lit and secure facility and grounds as required by
the City of San Luis Obispo Conditional Use Permit.
5. Code of Conduct
Conduct that is respectful of others contributes to the peaceful enjoyment of life in
the community. Individuals have the freedom to act as they please, so long as those
actions are lawful, and do not harm others or infringe upon their rights. The Code of
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Conduct (“Code”), set forth below, will be displayed and provided to the immediate
neighborhood.
It is understood that enforcement of the Code will be a collaborative effort between
the Community Collaboration Partnership and the HSC, especially when violations of
the Code occur offsite, in the immediate neighborhood and/or community.
The HSC staff is responsible for informing all of its clients of the Code. Violations of
the Code will result in consequences ranging from written warnings to suspension
from program services.
Clients shall enter into a contract (“client contract”) committing to adhere to
this Code and transition into permanent housing.
Clients will adhere to program rules that encourage respect for others and
prescribe lawful behavior for program clients.
Clients shall not engage in illegal behaviors in the immediate neighborhood or
community. Engagement in illegal behaviors in the immediate neighborhood
or community will result in consequences ranging from written warnings to
suspension from program services.
Clients shall not engage in loitering, aggressive pan handling or camping in the
immediate neighborhood or community.
Clients shall not illegally park vehicles of any type, including bicycles, in the
immediate neighborhood or community.
Clients shall not litter in and around the HSC. Meals provided at HSC may not
be taken off the HSC property by clients.
All clients suspended from services, dependent on the nature of their
suspension, shall be referred to appropriate services (i.e. County Health and
Human Services)
Clients who violate the Code or client contract shall receive the appropriate
consequences set forth in the client contract.
6. Communication
It is important to develop and maintain good communication and a positive
relationship between HSC and the immediate neighborhood and community. In order
to promote communication between the HSC, the immediate neighborhood and
community, the HSC staff will:
Meet with neighbors quarterly, on a regularly scheduled basis to review HSC
the resolution process set forth below, programs, outcomes, policies,
procedures, progress reports, and written responses regarding resolution of
repeated issues, problems, or patterns of behavior that cause the immediate
neighborhood or community. The regularly scheduled meeting time, day of the
week and week of the month will be posted on the HSC’s website and the HSC
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will provide an email list serve that will send out meeting reminders to all
interested neighbors.
Respond promptly to all concerns expressed by neighbors and community
members in the following manner:
Provide neighbors with a contact person from HSC/CAPSLO for
communication.
(1) upon notification of a concern, HSC staff will first determine if the
concern is an emergency (defined as a grave or imminent threat to
the health or safety of any person), in which case, law enforcement
or rescue services will be contacted as appropriate, as well as the
HSC supervisor on call;
(2) staff will then notify the concerned community member of the
initial plan for response and a suggested time frame for follow-up;
(3) if HSC staff determines the concern is not an emergency, HSC staff
will contact an HSC supervisor within twenty-four (24) hours to
discuss the concern;
(4) the HSC supervisor will review the issue, interview all persons
involved, and gather additional information as needed to develop a
plan to resolve the concern within five business days; and,
(5) the HSC supervisor will then follow-up with the concerned
community member and involved parties as necessary within five
(5) business days (sooner if possible), and advise all parties of the
resolution plan and/or status of the investigation to resolve the
issue, within the boundaries of confidentiality.
Meet regularly with Community Collaboration Partners to review reports,
issues and policies.
Document all complaints and concerns, including responses to problems and
outcomes to responses, and provide a summary report to the neighbors, in
aggregate data; and
Notify the neighbors of major changes proposed to the program or facility, and
seek advice with regard to implementation.
7. Changes to Agreement
This agreement may be changed or modified from time to time upon mutual
agreement of CAPSLO and a public process with its neighbors.
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V2 – Revised 11.30.25
GOOD NEIGHBOR POLICY
Between
Prado Homeless Services Center
And
The Community of San Luis Obispo
Community Action Partnership of San Luis Obispo County, Inc. (CAPSLO) operates the Prado
Homeless Services Center (Prado HSC), a low-barrier, housing-focused homeless services center
located at 40 Prado Road. Prado HSC provides day services, meals, shelter, case management,
outreach, and supportive programming to help individuals stabilize and move toward permanent
housing. As a comprehensive services center and access point, Prado serves a diverse population
with varied needs and pathways toward stability.
All participants agree to follow this Good Neighbor Policy, which outlines expectations for
behavior both on site and throughout the Immediate Neighborhood. CAPSLO, participants,
neighbors, and partners share responsibility for maintaining a respectful, safe, and healthy
environment.
1. Definitions
Community of San Luis Obispo: residents (unhoused and housed), businesses,
and community members who live, work, or operate in the City of San Luis
Obispo.
Immediate neighborhood: The area approximately within a half-mile radius
surrounding Prado HSC, including sidewalks, rights-of-way, bus stops,
neighboring commercial properties, and shared public areas.
Community Collaboration Partnership: ongoing communication among the
community, the City of San Luis Obispo (including Police and Fire Departments),
the County of San Luis Obispo (including Homeless Services Division and Sheriff’s
Department), co-located partners, and CAPSLO.
2. Mutual Goals
Prado HSC operates as a low-barrier homeless services center, offering day services,
meals, shelter, outreach, and supportive programming in a manner that is responsive to
community needs. The goals of this policy are to ensure clear expectations, promote
neighborhood wellbeing, and support the successful engagement of participants.
Support neighborhood safety while operating a multi-service homeless program.
Maintain clear, respectful, and collaborative communication among CAPSLO,
neighbors, and partners.
Operate services in ways that minimize negative impacts on the Immediate
Neighborhood.
Provide accessible, housing-focused services that help participants stabilize and
move toward permanent housing.
Promote mutual respect among participants, staff, and neighbors.
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V2 – Revised 11.30.25
3. Safety
Prado HSC maintains 24/7 staffing, a public CAPSLO Hotline (805 -549-6999), and a
business-hours Prado line (805-544-4004) to support timely responses to community
concerns. All participants must follow the Rights & Responsibilities (R&R), which apply
both inside the facility and throughout the Immediate Neighborhood.
Safety Expectations
Maintain a drug-free, alcohol-free, and weapon-free facility.
Prohibit loitering, aggressive panhandling, illegal activity, or camping in the
Immediate Neighborhood.
Respond immediately to any situation involving imminent danger, medical crisis,
threats, or behavior posing an immediate risk to safety.
Treat non-emergency concerns as requiring timely review, confirmation, and
corrective action by staff.
Document all incidents and actions taken to support transparency and
accountability.
Maintain a visible staff presence in high-impact areas when feasible.
Emergency Concerns
Includes immediate threats to safety, medical emergencies, violent behavior, possession
or display of dangerous weapons, or behavior presenting imminent risk. Staff will respond
immediately and contact emergency services.
Non-Emergency Concerns
Includes behaviors that violate expectations but do not present immediate danger, such
as loitering, disruptive behavior, neighborhood complaints, cleanliness issues, or
repeated but non-urgent concerns. Staff review these within 24 hours and implement a
corrective plan within five business days.
4. Property
Prado HSC will maintain its facilities, landscaping, and surrounding rights -of-way in a
manner that supports the peaceful enjoyment of the neighborhood. Participants are
expected to respect the surrounding area by keeping it free of debris and engaging in
behavior that reflects positively on Prado and the community.
Maintain the facility and grounds in good condition
Keep landscaping and walkways clean, safe, and free of debris.
Maintain an unobtrusive, well-lit, and secure facility as required by the City of San Luis
Obispo Conditional Use Permit.
Support neighborhood cleanliness through participant expectations consistent with
program rules.
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V2 – Revised 11.30.25
5. Rights & Responsibilities (Code of Conduct)
The Participants’ Rights & Responsibilities (R&R) serve as Prado HSC’s official Code of
Conduct, and all participants review and sign them as a condition of accessing services.
The R&R outline expectations for respectful, lawful, and safe b ehavior in shared spaces
and throughout the immediate neighborhood. Participants are expected to uphold these
standards in ways that support a healthy communal environment, contribute to
neighborhood safety, and maintain a peaceful atmosphere for others.
Summary of the Rights & Responsibilities:
The Rights & Responsibilities ensure that all participants have the right to safety, dignity,
privacy, and support while also carrying the responsibility to behave respectfully toward
others and the community. Participants are expected to maintain safe, lawful, and
considerate conduct, including communicating needs, resolving conflicts appropriately,
and upholding cleanliness standards. The framework emphasizes shared responsibility for
communal living and applies equally within the immediate neighborhood surrounding
Prado HSC.
Participants receive the Rights & Responsibilities during enrollment and must follow
them at all times.
The R&R outline behavioral expectations for onsite conduct and conduct in the
immediate neighborhood.
Violations may result in corrective action or suspension from services to protect safety
and wellbeing.
Participants must not engage in illegal activity, aggressive panhandling, loitering, or
camping in the neighborhood or at Prado HSC.
Clients shall not illegally park vehicles of any type, including bicycles, in the immediate
neighborhood or community.
Participants must not consume alcohol or drugs on Prado HSC property.
Participants must support neighborhood cleanliness by properly disp osing of trash
and respecting nearby properties.
All clients suspended from services, dependent on the nature of their suspension,
shall be referred to appropriate services (i.e. County Health and Human Services)
6. Communication
CAPSLO will provide clear communication channels—including the 24/7 hotline (805)
549-6999 and direct business-hours contact at (805) 544-4004—and will follow
structured procedures for responding to neighborhood concerns. Community
Collaboration Partners and neighbors will be engaged regularly to review trends, address
issues, and ensure timely and transparent two-way communication.
Hold quarterly meetings with Community Collaboration Partners and neighbors to
review trends, neighborhood concerns, program updates, and responsive actions
taken by Prado HSC.
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V2 – Revised 11.30.25
Post meeting schedules on the CAPSLO website and maintain a neighborhood email
list that distributes reminders, agenda items, and follow-up materials.
Respond immediately to emergency concerns by contacting emergency responders
and notifying Prado HSC leadership while ensuring the reporting neighbor receives
timely confirmation of action taken.
Review non-emergency concerns within 24 hours and gather necessary information
from staff, participants, and partners to determine the approp riate response.
Develop a response plan within five business days that outlines steps taken, any
needed interventions, and anticipated follow-up actions while respecting participant
confidentiality.
Document all concerns, actions taken, and outcomes within CAPSLO’s internal
reporting system to ensure accountability and support trend analysis.
Provide periodic aggregated reports to neighbors and partners summarizing concerns
received, themes identified, and corrective actions or program adjustments
implemented.
Notify neighbors of major program or facility changes early in the planning process
and invite feedback on potential neighborhood impacts and mitigation strategies.
7. Changes to Agreement
This policy may be modified during contract renewal or through mutual agreement
between CAPSLO, the City of San Luis Obispo, and Community Collaboration Partners.
Participants acknowledge that updates are binding and continue to apply both on site
and in the immediate neighborhood.
Update the policy through mutual agreement when operational or community
needs change.
Maintain transparency by communicating updates to neighbors, partners, and
participants.
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2025 CAPSLO Good Neighbor Policy
CAPSLO Summary of Stakeholder Engagement and Revisions
Process Summary for the Revision of the Good Neighbor Policy in 2025
The revision of the Good Neighbor Policy for the Prado Homeless Services Center was
carried out over several months, with each stage building on the input of partners,
program participants, neighbors, and nearby businesses. The process was intentionally
paced to allow for reflection, discussion, and refinement, ensuring that the final policy
reflects both operational realities and neighborhood priorities. While feedback was
collected throughout the year, the first fully integrated draft was not assembled until
September, after enough perspectives had been gathered to meaningfully reshape the
document.
The process began in March with a broad conversation among onsite and adjacent
service partners (Sun Street Partners, People’s Kitchen, CHC, TMHA, & the Evaluator of
the CAPSLO SAMHSA SLO-Hub project). This early dialogue surfaced shared priorities:
clearer participant expectations, strengthened safety language, and more structured
avenues for communication with neighbors. Partners emphasized that the policy should
reflect Prado’s identity as a low-barrier services center while remaining responsive to the
needs and concerns of the surrounding community. These themes informed the direction
of the work throughout the spring. April focused on internal review and refinement of the
issues raised, but no formal policy draft was developed at this stage.
By early June, a working draft existed for discussion, though it remained conceptual and
not yet integrated. A second partner meeting that month helped clarify neighborhood
expectations and refine language around communication pathways. June also included
the first participant listening session, in two Town Palls hosted during the day and at night
at Prado HSC. Participants raised concerns about inconsistent communication of
expectations, unclear neighborhood boundaries, and uncertainty around how rules were
enforced. Their feedback led to clearer, more accessible language and an emphasis on
making expectations understandable and implementable for those receiving services.
Through July, the focus shifted to safety. Feedback from public safety representatives
(SLO PD & SLO FD) helped shape what ultimately became the Safety section of the
policy. Discussions centered on distinguishing emergency versus non-emergency
concerns, reinforcing expectations around drugs, alcohol, and weapons, and removing
outdated concepts such as neighborhood watch structures that were not suited to a
service-provider environment.
In August, frontline and supervisory staff of Prado HSC reviewed the evolving text. Their
insights on communication consistency, confirming violations before applying
consequences, and ensuring workable day-to-day implementation helped refine the
enforcement and communication sections and provided practical grounding for the policy.
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By September, enough input had been gathered for CAPSLO to assemble the first fully
integrated draft of the revised Good Neighbor Policy. Additional perspectives further
shaped that draft. Transit partners (RTA) shared concerns related to loitering and spillover
behavior at the nearby City of San Luis Obispo bus stop. SLO County Behavioral Health
offered input on fairness, respectful engagement, and conflict resolution. A second
participant listening session, at the next Prado Town Hall meeting, reinforced the
importance of clear expectations outside the building as well as inside. These discussions
collectively informed the policy’s neighborhood conduct language.
In November, CAPSLO began structured outreach to all neighboring businesses (Elks
Lodge, JB Dewer, Westside Auto, Restorative Partners, Sunset Drive in, and Tribe Auto)
. Businesses consistently raised concerns about loitering, visibility, safety, communication
responsiveness, and the need for predictable follow-up. Their perspectives directly
influenced refinements to the Safety, Property, and Communication sections.
To ensure that all voices are heard before implementation, CAPSLO will host drop -in
feedback hours during the second week of December for neighboring businesses and
community partners. These sessions will offer an opportunity to review the updated policy,
ask questions, and provide final input before the policy is finalized. December also serves
as the final period for policy adjustments based on accumulated feedback.
Ongoing Collaborative Communication
Throughout all phases of the revision process, CAPSLO maintained continuous
communication with nearby businesses, service providers, transit partners, and
community organizations. These everyday interactions — often informal but highly
meaningful — helped identify patterns, emerging issues, and practical solutions that
shaped policy language and operational commitments. This ongoing communication will
remain central to the successful implementation of the Good Neighbor Policy.
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Summary of Changes to the Good Neighbor Policy (2025 Revision)
The 2025 revision of the Good Neighbor Policy modernizes outdated elements, integrates
extensive partner and participant feedback, and aligns the policy with the operational
realities of a low-barrier, housing-focused services center. The changes fall into several
thematic areas:
1. Updated Identity and Purpose of Prado HSC
Clarifies that Prado is a low-barrier and comprehensive services center, not simply
a shelter. A low-barrier shelter is an emergency shelter that minimizes
requirements for entry, including sobriety and income requirements, and focuses
on "Housing First" principles to assist people with immediate access to shelter as
well as connection to services and permanent housing opportunities.
Removes references to programs no longer housed at Prado and avoids over -
detailed program descriptions that may become outdated.
Establishes that expectations apply to all participants across all Prado services.
2. Clarified Neighborhood Conduct Expectations
Expands expectations into the Immediate Neighborhood, including sidewalks,
commercial properties, and City of San Luis Obispo bus stops.
Explicitly prohibits:
o Loitering or lingering at nearby businesses or bus stops.
o Camping, disruptive behavior, or aggressive panhandling in the
neighborhood.
o Presence on private property without permission.
Adds plain-language expectations for behavior when entering or leaving the site.
3. Strengthened Safety Framework
Clarifies that Prado is a drug-free, alcohol-free, and weapon-free facility.
Introduces clearer distinctions between:
o Emergency concerns (immediate threats, medical crises, violent behavior,
weapons).
o Non-emergency concerns (loitering, cleanliness issues, disruptive conduct,
recurring complaints).
Establishes expected response timelines for both categories.
Removes outdated or inappropriate concepts such as a provider-run
“neighborhood watch,” which public safety partners identified as unsuitable.
4. Modernized Communication Pathways
Formalizes two communication lines:
o 24/7 CAPSLO Hotline (805-549-6999) for urgent concerns.
o Prado business hours line (805-544-4004) for non-urgent matters.
Sets expectations for:
o Review of non-emergency concerns within 24 hours.
o Corrective follow-up within five business days.
Requires all concerns to be logged to identify patterns and recurring issues.
Commits to quarterly meetings with community partners.
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Adds commitment to notify neighbors, when feasible, of major operational
changes.
5. Updated Property Standards
Clarifies expectations regarding maintenance of Prado grounds, landscaping,
lighting, and visibility.
Adds commitment to promptly address impacts associated with foot traffic or
neighborhood concerns.
Reinforces shared responsibility between CAPSLO and neighbors for maintaining
a safe, clean environment in surrounding public spaces.
6. Refined Enforcement Expectations
Clarifies that:
o Violations must be confirmed before consequences are implemented.
o Enforcement must be consistent, transparent, and aligned with Rights &
Responsibilities (R&R).
Integrates participant-led feedback calling for clearer rules and predictable
responses.
Ensures enforcement language is practical and workable for staff.
7. Integration of Rights & Responsibilities (R&R)
The R&R now serves as the Code of Conduct for the Good Neighbor Policy.
A short summary of participant rights, responsibilities, and expectations is included
directly in the GNP for accessibility.
The policy emphasizes participants’ responsibilities both on-site and throughout
the neighborhood.
8. Removal of Outdated or Program-Specific Language
Eliminates references to programs that no longer operate at Prado or are located
elsewhere.
Streamlines program descriptions to avoid operational detail that chan ges
annually.
Shifts the focus to behavioral expectations and neighborhood impact, rather than
internal program design.
9. Incorporation of Business and Community Feedback
Adds expectations addressing concerns raised by nearby businesses, such as
loitering, safety visibility, communication responsiveness, and cleanup needs.
Includes commitments to maintain consistent staff presence in high -impact areas
when feasible.
10. Clarified and Consistent Language Throughout
Removes ambiguous or outdated terms.
Modernizes the tone and makes language clearer for participants, neighbors, and
staff.
Ensures alignment across all sections of the policy.
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