HomeMy WebLinkAboutItem 7c - Annual Update on Implmentation of the Diversity, Equit and Inclusion Strategic Plan Item 7c
Department: Administration
Cost Center: 1010
For Agenda of: 6/16/2025
Placement: Business
Estimated Time: 45 minutes
FROM: Greg Hermann, Deputy City Manager
Prepared By: Samantha Vethavanam, Diversity, Equity, and Inclusion Admin Specialist;
Matt Pennon, Diversity, Equity, and Inclusion Manager
SUBJECT: ANNUAL UPDATE ON THE IMPLEMENTATION OF THE DIVERSITY,
EQUITY, AND INCLUSION STRATEGIC PLAN
RECOMMENDATION
Receive and file the annual update on the implementation status of the Diversity, Equity,
and Inclusion Strategic Plan.
REPORT-IN-BRIEF
In February 2024, the City of San Luis Obispo adopted its first Diversity, Equity, and
Inclusion Strategic Plan. Since then, staff have been implementing the work program in
accordance with the corresponding implementation matrix. The Diversity, Equity, and
Inclusion Strategic Plan is organized into four overarching pillars: (1) Diverse Community
Engagement and Representation; (2) Equitable Communication and Accessibility; (3)
Embedded Accountability and Sustainable Change; and (4) Inclusive Organizational
Culture and Structures. A significant number of the items within the plan have been
completed and are now embedded into the structure of the Office of Diversity, Equity, and
Inclusion, with additional items anticipated to be completed in the coming years.
Attachment A to this report includes the current implementation matrix, which outlines
completed items aligned with the strategic plan work program, as well as items that are
in progress, on track, incomplete, or not yet started.
POLICY CONTEXT
The City’s 2025-27 Financial Plan Major City Goal (MCG) for Diversity, Equity, and
Inclusion includes the directive to implement initiatives that support increased access and
belonging, facilitate diverse community engagement and representation, operationalize
inclusive City practices, and foster an inclusive organizational culture. Based on the
adoption of the Diversity, Equity, and Inclusion Strategic Plan (DEISP) by City Council on
February 20, 2024, staff commenced the work program, focusing on strategies related to
increased access and engagement of City services, and more equitable City policies and
practices.
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DISCUSSION
Background
In 2020, the City Council authorized and approved a resolution that established a
Diversity, Equity, and Inclusion (DEI) Task Force, which was comprised of 12 residents
and community members at-large. The DEI Task Force completed three-months of
intensive work, participating in “learning sessions” designed to identify the greatest equity
gaps in the City and determine the strategies for addressing those gaps. The DEI Task
Force’s work culminated with the release of the report titled Recommendations to City
Council for Advancing Diversity, Equity, and Inclusion in the City of San Luis Obispo on
January 12, 2021. The recommendations focused on systemic change across the
community, as well as all City functions, departments, and policies, and to create a culture
of representation, equity, and inclusivity. The report included over 90 recommendations,
including five key recommendations:
1. The adoption of DEI as an MCG for Fiscal Year 2021-23
2. Establish the Office of Diversity, Equity, and Inclusion within the City
3. Develop and implement the DEISP for the City
4. Commit ongoing, annual funding of at least $150,000 for DEI High Impact Grant s
5. Charge the Human Relations Commission (HRC) to designate Diversity, Equity,
and Inclusion as a Standing Priority.
These recommendations were accepted by City Council on January 12, 2021 and are
complete. Item #3, to develop and implement a DEI Strategic Plan for the City, was the
last of the five to be completed.
On May 2, 2023, the Office of DEI presented the proposed framework for the DEISP
during a study session to City Council. City Council provided feedback and direction to
focus on action-oriented and specific tactics that directly address diverse communities’
needs and organizational transformation. Over the next several months, staff developed
the DEISP based on the direction from Council, as well as the results from a community
wide vision survey, one-on-one interviews with community leaders in the DEI field, and
multiple community engagement workshops in English and Spanish. The DEISP was
eventually adopted by City Council in February 2024.
This will be the first annual update on the impl ementation of the DEISP due to staff
transitions and the Office of DEI not becoming fully staffed until May 2025.
The Diversity, Equity, and Inclusion Strategic Plan
The DEISP is intended to be a roadmap through Fiscal Year 2027-28 and includes 90
tactics spread across four pillars. The pillars, which are the broad focus areas that
underpin the overall strategy of the plan, are as follows:
1. Diverse Community Engagement and Representation: Establish and maintain
equitable pathways for diverse representation in City processes, services, and
community-wide initiatives that foster systemic change and increase public
awareness.
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2. Equitable Communication and Accessibility: Engage in equitable
communication focused on creating accessibility and enhancing external and
internal messaging that reinforces the City’s commitment to DEI.
3. Embedded Accountability and Sustainable Change: Evaluate City initiatives
and strategies to operationalize DEI across all City functions to establish measured
growth and transformational change.
4. Inclusive Organizational Culture and Structures: Cultivate an inclusive
workplace culture with equitable programs and policies that value and welcome
individuals from diverse backgrounds.
Each pillar contains two goals which determine the specific tactics that fall within each.
Metrics of success were intentionally embedded into the strategic plan as well, as a
mechanism for identifying progress and building accountability. Metrics provided are
illustrative and may be reviewed and updated.
Implementation Update
Implementation of the DEISP is an ongoing process and staff continue to adapt to
emerging trends, needs, and opportunities to address diversity, equity, and inclusion in
the City. The DEISP includes an implementation matrix that mirrors the Economic
Development Strategic Plan implementation matrix and thus has the following status
update categories:
Complete (Green) = This item has been accomplished.
On Track (Blue) = This item is on track toward meeting or maintaining this task.
[For items that are “Ongoing”, an On Track designation may also indicate that the
foundation for the work had been laid and it is now part of the Office of DEI’s regular
work program.]
In Progress (Yellow) = Action has been initiated but is delayed or otherwise not
fully on track. Requires removal of barriers or other actions to achieve
implementation.
Incomplete (Red) = Action has not begun on this item or barriers may prevent
implementation.
Blank = This item has a start or end date that has not yet passed.
To date, the DEISP includes the following:
22 Completed tactics
46 On Track tactics (with 24 of those being ongoing and now part of the regular
DEI workplan)
10 In Progress tactics
7 Incomplete tactics
5 Blank Status tactics
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Key Accomplishments
The following are key accomplishments and/or notable updates under each pillar of the
DEISP to date.
Pillar 1: Diverse Community Engagement and Representation
Goal 1.1 Strengthen public involvement through inclusive community engagement and
equitable access to information and decision-making opportunities.
1.1.3. Explore and develop shared multicultural programming, activities, and
events with Cal Poly, Cuesta College, and non-profit partners through a pilot and/or
pop-up multicultural center experience.
During Fiscal Years 2023-2025, the City, in partnership with Cal Poly’s Office of
Culture and Institutional Excellence (then known as the Office of University
Diversity and Inclusion), held the Community Belonging Series. This multicultural
series included 15 events over the course of two years in different areas of the
City. Workshop topics covered subjects such inclusive leadership,
microaggressions, elections and voting, and more. The series also included film
screenings, art exhibitions, and a downtown business walk celebrating Black,
Indigenous, and People of Color-owned businesses. Survey results after the
conclusion of the series revealed that the program significantly advanced its goals
of fostering belonging, reflection, and allyship and fostered a high level of
satisfaction and ongoing interest.
As a result of the positive feedback, City staff felt it was critical to continue the
series rebranded as The Belonging Project, a City-run initiative that built on the
Community Belonging Series. The new series launched in January 2026 and held
the first event in February. To date, there have been three The Belonging Project
events which will continue occurring on at least a quarterly basis, and events have
been planned through the beginning of 2027.
Past events include a session with the County’s Health Equity Team on how
language and lived experience, particularly within the Mixteco communities, affect
interactions with public systems and the health care industry and a session with
the Cal Poly Debate Team featuring a public-facing, present-and-defend advocacy
format designed to support real-world civic decision-making. The third session,
titled Belonging Beyond the Binary, provided civic leaders and community
members with a better understanding of the lived-experiences of the transgender
and nonbinary community, which was born out of a request directly from the
community and was included in The Belonging Project as an off-schedule event.
Based on feedback survey received to date, 100% of respondents noted they
would attend another The Belonging Project event in the future, 83% agreed or
strongly agreed that they felt more connected to the San Luis Obispo community,
and 100% said the event helped them to understand new perspectives or
experiences. Upcoming events include a session on how to give public comment,
a disability learning session, and a cultural food fair.
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1.1.11. Develop a DEI cabinet of key community group leaders to serve as trusted
sources between the community and the City’s DEI initiatives.
Accomplishing this tactic has been a joint effort between the City’s Office of DEI
and Cal Poly’s Office of Culture and Institutional Excellence (CIX). In January
2026, the inaugural meeting of the DEI Advisory Council was held at City Hall. The
Advisory Council is scheduled to meet twice per year and is made up of trusted
leaders throughout the community including representatives from yak titʸu titʸu yak
tiłhini Northern Chumash Tribe (ytt), local non-profits, relevant public agencies, the
business community, and more. The mission of the advisory council is to
strengthen collaboration, trust, and belonging between community leaders,
through shared dialogue, feedback, and partnership, and community-informed
action.
The DEI Advisory Council is not a formal City Advisory Body; however, the goal is
for the members to provide feedback and guidance on projects, initiatives,
programs, etc. related to diversity, equity, and inclusion efforts within the City’s and
CIX’s purview. The Council is not a voting entity, and the meetings are not public.
They are meant to provide advice only.
As the Council is comprised of community partners from various areas of
expertise/interest, members are meant to be liaisons between the communities
they represent and the City and CIX to help ensure the work continues to reflect
and respond to those needs. Members include those who represent the
undocumented/immigrant population, the LGBTQIA+ community, the student
population, and more (a list can be furnished upon request). A formal charter is
being developed and will be presented at the next meeting.
Goal 1.2 Enhance local non-profit and business environments to encourage practices that
promote a stronger sense of community and belonging.
1.2.2. Work with Cal Poly and Cuesta College to host interns.
Since 2024, the Office of DEI has hosted a total of 11 interns, fellows, and
administrative support volunteers. Most positions have been held by students from
both Cal Poly San Luis Obispo and Cuesta College. Internship connection s have
been made through the Cal Poly Psychology Department, the Cal Poly Spanish
Language Debate Team, Cuesta College Ethnic Studies, the Cal Poly College
Corps Program, and the Health Care Connections Program.
A few of the projects these students have supported the Office with include crafting
the internal DEI Newsletter, assisting with graphics and social media production,
refining and enhancing the Responding to Hate and Bias Toolkit, and conducting
research and providing recommendations on various DEI SP tasks, including best
practices in screening, recruitment, and interviewing candidates for employment
with the City. The support provided to the Office of DEI has been invaluable and
the students have in turn gained hands-on experience working in an off ice setting
and serving their community.
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1.2.7. Establish funding for all departments to add demographic questions to
projects and programs in which such data will contribute to a better understanding
of the participants’ makeup and needs to inform inclusive enhancements to future
projects.
In order to ensure more effective use of public funds, rather than providing funding
for departments to establish demographic questions, the Office of DEI has
developed a standard set of nine questions that will be provided to departments
for use at their discretion. Staff felt that this approach would not only create more
consistent data and reduce the need to create separate questions but would also
allow the Office of DEI to be directly involved in the process and abl e to act as
support to departments that request it.
To fulfill this tactic, staff developed the set of questions to align with evolving
federal standards. The questions will be provided to staff via a paper form as well
as an online survey, along with an FAQ for staff on how to use it and an FAQ for
community members on what it will be used for. The Office of DEI is also available
to support when and how to use the demographic survey, how to interpret the
results, and what can be done after analyzing the data, including improving
outreach to targeted communities, understanding what gaps or barriers exist, and
creating more equitable programming. Some examples of when the survey can be
used would be during listening sessions, focus groups, community forums, and
surveying efforts. The demographic questions can be easily attached to
registration forms, near sign-in tables via a QR code, or included at the beginning
or end of other surveys as optional. The goal is to further support departments in
the work they are doing without increasing their workload.
Pillar 2: Equitable Communication and Accessibility
Goal 2.1 Develop and implement inclusive and accessible communication strategies that
reflect the city’s DEI initiatives.
2.1.3. Establish consistent and regular messaging, either visual, written, or oral,
that validates and encourages the City’s commitment to DEI with the community
and the City organization.
In late 2025 to early 2026, the Office of DEI along with the Public Communications
Manager strategized, planned, and executed a 2026 Diversity, Equity, and
Inclusion Communications Plan. The plan supports internal and external
communications for the Office and highlight's themes of “access and belonging”
as a reflection of the City’s commitment to ensu ring that all residents, staff, and
visitors feel included and connected to the City’s work. The plan is also responsive
to metrics gathered this fiscal year as compared to last fiscal year and will focus
on driving more engagement to the City’s DEI webpage through advertising events
such as The Belonging Project and resources such as the Responding to Hate and
Bias Toolkit:
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o Website Views: 5,475 views of DEI webpages this fiscal year, down 28.5%
compared to the previous fiscal year.
o Email Subscribers: 3061 contacts subscribed to DEI topic, 70 new
subscribers this fiscal year.
o News Release Outputs: 9 news releases distributed this fiscal year, up
from 7 compared to the previous fiscal year.
The plan has and will continue to guide the Office of DEI’s messagin g whether it
is written, oral, or visual. The Office of DEI and the Public Communications
Manager are also working on an Access and Belonging Icon which will be rolled
out to City staff and community partners later this year (see “Next Steps” section
for more information).
2.1.7. Partner with SLOFD to enhance disaster preparedness outreach programs
for those with disability, access, and functional needs, and lower-socio-economic
community members who are disproportionately affected by natural disasters.
The Office of DEI is actively engaged with the Emergency Response Manager, as
well as the Office of Sustainability & Natural Resources, in disaster preparedness
activities including attending and supporting Firewise Community meetings,
collaborating at The Belonging Project events, researching grants to help make
the City more resilient to climate impacts, and providing outreach and engagement
recommendations to ensure underrepresented communities are informed of and
included in these efforts.
Goal 2.2 Improve local downtown and overall city environments by creating opportunities
to celebrate diversity and facilitate inclusion.
2.2.2 Partner with the public art program to remove barriers and expand
representation by diverse artists (BIPOC and LGBTQIA2S+) in the City.
The Office of DEI has been collaborating with the Public Art Coordinator on several
initiatives aimed at advancing equitable and inclusive representation throughout
the City. One ongoing effort includes brainstorming ideas for diverse artwork and
historical interpretation to be displayed in and around Palm Street, with a focus on
the Historic Chinatown District and the Indigenous aqueduct remnants, in
partnership with community organizations and stakeholders.
The Office of DEI staff are also collaborating with the San Luis Obispo Museum of
Art (SLOMA) on a few different initiatives. Office of DEI staff are members of
SLOMA’s Inclusion, Diversity, Equity, and Access (IDEA) Committee, City staff
also had a DEI Employee Committee meeting at SLOMA and received a tour of
the current exhibits, and Office of DEI staff also attended the SLOMA GAYthering
last year to support SLOMA’s efforts related to Pride Month. Additionally, Office of
DEI staff and SLOMA staff are constantly communicating on ways to collaborate
in the future in both their current space and their new location on Higuera Street.
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In addition, DEI staff will serve on the jury for the 2026 Poetry Walk and have
helped promote the opportunity to diverse community partners while encouraging
interested individuals to apply. The Office of DEI and the Public Art Coordinator
will continue working together on future projects and initiatives to help ensure City
spaces, programs, and public art reflect and celebrate the diversity of the
community.
2.2.3. Explore the development, expansion, and funding opportunities for cultural
activations, promotions, and celebrations in downtown, such as expansion of
banner programs and store-front decorations.
The Office of DEI took the lead, in collaboration with Parks & Recreation (P&R)
and Economic Development & Tourism (ED&T) staff, in coordinating the City’s
2026 Lunar New Year celebration. The event is anticipated to remain a City-led
initiative for the foreseeable future, with DEI, P&R, and ED&T continui ng to play
key leadership roles. In addition, Office of DEI staff continue to promote, attend,
and support cultural events across the community, including Día de los Muertos,
Mawtini, the Arab American Heritage Festival, Juneteenth, Pride, and other
community celebrations.
The Office of DEI also coordinated a banner installation along South Higuera from
late March through early April featuring the message, “Welcome to San Luis
Obispo: Where Everyone Belongs,” reinforcing throughout the downtown corridor
the City’s commitment to fostering an inclusive and welcoming community for all.
The Office plans to continue regular banner installations each year. Once the
Access and Belonging Icon has been launched to the community, the usage
guidelines will include inf ormation on how organizations and businesses may use
the icon as a storefront decal (more information in “Next Steps” below).
Pillar 3: Embedded Accountability and Sustainable Change
Goal 3.1 Prioritize transformational governance where DEI is embedded in budgeting,
planning, programming, and policymaking.
3.1.1. Further develop purpose, role, activities and enhance impact of DEI
Employee Committee, including equal standing and priority to tasks and
responsibilities assigned to the members (e.g. Employee Resource Groups
(ERGs), newsletters, cultural celebrations, trainings, internal communication,
public web pages, etc.).
In mid-2025, Office of DEI staff, in collaboration with the members of the DEI
Employee Committee, finalized a charter which was subse quently approved by the
City’s leadership team. The charter outlines the Committee’s goals and purpose,
structure, membership composition, and meeting cadence and provided flexibility
for staff to spend time working on DEI Employee Committee initiatives ou tside of
the regular meetings. Additionally in mid-2025, staff created the first DEI Employee
Committee workplan for Fiscal Year 2025-26 and created subcommittees to carry
out the tasks outlined in the workplan.
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Subcommittees include Family Friendly Workplace, Workplace Development, and
Communications. Thus far, these subcommittees have provided valuable support
and feedback on topics related to recruitment and retention, outreach events, the
employee newsletter, and family friendly workplace policies and practices.
Through this work, the City was able to complete the Family Friendly Workplace
assessment1 in February 2025 as part of a Major City Goal work item. In response,
staff, in collaboration with the Human Resources (HR) Department, redesigned the
Family Friendly Workplace Subcommittee to include representatives from HR and
the DEI Manager. The subcommittee is now focused on exploring additional
employee benefits and workplace supports for City staff.
3.1.15. Provide support to the Community Development Department (CDD) and
other departments in reviewing public engagement practices, policies, plans, and
proposed ordinances to ensure inclusive and equitable outcomes [related to the
DEI MCG workplan].
The Office of DEI has continuously messaged its readiness and ability to provide
support for all City departments and individual staff on a variety of tasks including
assistance in developing or reviewing DEI-related training content; review of
internal policies, procedures, or guidelines; consultation on project plans; and
feedback and recommendations on social media content, art/graphic design,
promotional materials, etc. The Office of DEI ensures reviews of policies and
procedures are done with a lens of anti-discrimination and anti-harassment and
can also provide feedback on how to make meetings or materials more accessible
to all audiences.
The main mechanism DEI staff use to receive and track such requests is through
an internal support request form which is available on the City’s SharePoint page
under Employee Resources. The Office of DEI has messaged about the availability
of this request form via email and through the internal newsletter. Throughout
calendar year 2025, the Office of DEI supported the review of four internal policies
and provided feedback from a DEI lens. In addition, the Office of DEI worked with
Public Works and Transit to develop a Title VI plan, Title VI reporting guidelines,
and a staff training. Title VI is a United States civil rights law that prohibits
discrimination on the basis of race, color, or national origin in any program or
activity that receives federal financial assistance. The plan explains what rights
community members have related to Title VI, including how to file a complaint if
they feel they have been discriminated against, and what steps staff need to take
in order to respond.
1 The San Luis Obispo County Family Friendly Workplace Assessment is sponsored by First 5
San Luis Obispo County and is done collaboration with all five of the San Luis Obispo County
chambers of commerce. The assessment can measure how family friendly a particular
workplace is and help organizations discover new strategies to better support employees and
their families. Results and awardees can be found at slofamilyfriendlywork.org.
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In 2024, the Office of DEI supported CDD with the creation of a Racial Equity
Statement and a Gender Equity Statement to be used in their collaborative housing
and homelessness funding opportunities. The Office of DEI also presented at a
CDD department meeting to inform staff of the support the Office can provide and
will continue to message this to other departments throughout the City.
Pillar 4: Inclusive Organizational Culture and Structure
Goal 4.1 Empower city leadership and city staff to build upon their DEI competencies and
engage in expanded educational offerings.
4.1.2. Update and provide resources using the internal DEI website to engage
staff in knowledge-acquisition and skill-retention opportunities.
As noted above, the Office of DEI maintains an internal SharePoint page that is
accessible to all City staff through the Employee Resources section. In 2025, the
page was updated to provide expanded information about both the Office’s
initiatives and the DEI Employee Committee.
The SharePoint page serves as a centralized hub for DEI-related resources,
including articles, guides, and other professional development opportunities
designed to help staff broaden their knowledge and competencies at their own
pace. Once completed and ready for distribution the Responding to Hate and Bias
Toolkit, as well as an internal language toolkit, will be linked here. In addition, the
page houses internal DEI newsletters featuring information on local events, current
issues, and cultural holidays and celebrations, providing staff with ongoing
opportunities for learning and engagement.
Goal 4.2 Foster an inclusive workplace culture that promotes equitable hiring, retention,
and promotion practices.
4.2.3. Create and rollout DEI-focused trainings for employees [related to the
DEI MCG workplan].
The Office of DEI has contracted with two experienced consultants and facilitators
to create a suite of four DEI-focused workshops which will be deployed throughout
City departments on a recurring or as-needed basis. The DEI Manager has also
developed a separate workshop which will be rolled into the suite of workshops.
The entire program will be called “Building a Culturally Fluent Workforce.” The DEI
Employee Committee will be the first to receive each workshop as a means of
providing feedback on the content itself as well as on how it can or should be
tailored for each City department. At present, one workshop has been given to the
DEI Employee Committee and is in the process of being refined before it is rolled
out to the rest of the organization.
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The workshops are as follows: 1) Addressing Bias to Build Belonging; 2)
Understanding and Interrupting Microaggressions; 3) Identity Awareness; 4)
External Community Engagement and Cultural Humility; and 5) The Responsibility
of Privilege. These workshops are meant to be 1.5 to 2 hours long; however, the
Office of DEI is also exploring ways to break them down further into digestible
pieces in order to be more easily integrated into workflows for staff. Each workshop
is designed to provide tools and resources that can be implemented in real time to
support more inclusive and effective service delivery.
Next Steps
Throughout the next fiscal year, the Office of DEI will be most focused on completing the
following items (in addition to completing Major City Goal work items):
1.1.13. Develop and release a “how to” guide in Spanish and other languages on
how to participate in public meetings and share public comment [related to the
DEI MCG workplan].
o The “how to” guide has been completed as a long-form PowerPoint and as
a short-form brochure and both have been translated into Spanish.
o It is now being refined, and the design is being updated; a webpage is also
in process which will include the information from the guide in an easily
accessible format.
o The guide will be rolled out at the August 27, 2026, The Belonging Project
event titled: “Your City, Your Voice: Giving Public Comment that Counts.”
o The event will be hosted in Council Chambers, allowing attendees to get
hands-on experience providing public comment while being coached by
Office of DEI staff.
1.2.4. Support and partner with proven providers to implement a series of
technical assistance events to educate and equip minority - and women-owned
businesses (MWOBs) with the tools they need to be successful business owners
in the community [related to the DEI MCG workplan].
o The Office of DEI, in collaboration with the Office of ED&T and community
and business partners, is planning to host two listening sessions open to all
business owners and prospective business owners in the County, targeted
to uplifting MWOBs. Invitations to the listening session will be open to
County residents to ensure that individuals interested in establishing a
business within the City, regardless of their current place of residence, have
the opportunity to participate. Office staff have connected and are working
with Montijo Mouton Consulting (MMC) to facilitate the listening sessions.
MMC are a local women and minority-owned business and leadership
consulting firm.
o One session will be in-person, and one will be virtual. Both will occur before
the end of Fiscal Year 2026-27.
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2.2.6. Research and explore the development of a community-led design process
for creating a DEI icon to be included in City materials and shared with grant
recipients, local businesses, and non-profit organizations.
o The icon, officially titled the Access and Belonging Icon, was created
through a collaborative and community-driven process, starting with a focus
group made up of leaders in the DEI space.
o Staff also received feedback from the DEI Advisory Council, the DEI
Employee Committee, and the HRC.
o This icon was developed by City Communications staff and reflects the
themes of access and belonging while being recognizable as an icon
connected to the City.
o The rollout plan for the icon is now in development. The icon will be first
rolled out internally and then externally to partners, then to the community-
at-large. The icon is intended to help identify spaces, programs, services,
projects, and partnerships that intentionally work to foster welcoming and
inclusive environments for all people.
o When used internally by City staff, the icon will always be paired with City’s
emblem and appropriate uses include community engagement event
signage, DEI grant materials, and accessibility-related communications.
When used externally by the community, approved organizations may use
the icon on its own and uses can include storefront decals, website badges,
posters, and more.
o The Office of DEI is also in the process of creating resource packet that will
include tools related to cultural awareness (i.e., appropriate language,
pronoun usage, etc.) which will be available for community partners when
they download the icon.
3.1.10. Develop and implement a DEI language toolkit for City staff that includes
guidelines to address inequities while also building better practices.
o The Inclusive and Respectful Language Toolkit provides definitions and
guidance on key terms and language that staff may encounter and use in
their day-to-day interactions.
o It also includes resources and practical tools designed to foster
understanding, strengthen communication, and support respectful
engagement among staff.
o The toolkit has been completed and is currently being translated into
Spanish. An internal rollout and implementation plan is also being
developed.
3.2.4. Develop a Bias and Hate Incident Reporting process in collaboration with
the Police Department and work with the Human Relations Commission (HRC) to
review citywide hate crime and incident data on a quarterly basis and identify
appropriate supportive action(s) through the Office of DEI .
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o The Office of DEI website was updated to include a new, user-friendly
graphic outlining how to report hate and bias incidents or crimes, as well as
a link to the San Luis Obispo Police Department (SLOPD) hate crime data
webpage.
o The website now also provides information on how the Office of DEI can
support individuals who experience hate or bias incidents and includes a list
of nonprofit organizations and community resources available to provide
additional assistance.
o The HRC received an overview of current hate crime data through a
presentation by SLOPD at its June 4, 2025 meeting. Moving forward, the
Office of DEI plans to agendize a review of current hate crime data for the
HRC twice per year. These reviews will provide an opportunity for the
Commission to offer their feedback on community outreach and
engagement efforts related to the City’s response to hate and bias,
identifying additional resources that may be needed, and discuss ways to
ensure community members feel supported and safe when reporting
incidents. Staff have shifted to a twice-per-year review schedule to better
accommodate the HRC agenda capacity and allow for more meaningful
discussions and analysis of the data.
o By fall 2026, the Office of DEI plans to finalize and publicly launch the
“Responding to Hate and Bias: A Community Toolkit for Prevention,
Support, and Action.” The toolkit includes an overview of hate, bias and
discrimination including definitions, key terms, and the history of bias and
resilience in the City of San Luis Obispo, as well as community tools and
tips. The launch is anticipated to be a community-focused event featuring
participation from SLOPD, the HRC, and DEI leaders.
4.2.1. Continue to enhance job descriptions and recruiting materials such as
material in Spanish or in different formats to create easy access [related to the
DEI MCG workplan].
o The Office of DEI is partnering with HR to have a statement on the top of all
job postings starting this summer that reads as follows:
“The City of San Luis Obispo values diversity, equity, inclusion, and
belonging. We are committed to fostering a community where all individuals
are treated with dignity, respect, and inclusion, and where everyone can
thrive.
Our job posting site is compatible with tools such as Google Translate,
which applicants may use to view postings in their preferred language.
Please note that all application materials and responses must be submitted
in English, as English is the working language of the City. For questions or
assistance, please contact recruitment@slocity.org.”
Page 455 of 476
Item 7c
Previous Council or Advisory Body Action
As noted above, City Council reviewed the draft DEISP framework at their May 2, 2023,
meeting and subsequently adopted the plan at their February 20, 2024, meeting.
Furthermore, the HRC previously heard an update on the status of implementation of the
DEISP at their July 9, 2025, meeting.
Public Engagement
Staff consistently engages with nonprofit partner organizations, academic partners, tribal
entities, the business community, residents, visitors, and other stakeholder groups as
implementation of the DEISP persists. The Office of DEI continues to promote the work
being done at community events such as resource fairs on Cal Poly’s campus, the City’s
Monday Meet-Ups, and cultural and other significant events throughout the City. The
dei@slocity.org email address is also widely shared as the best way to get in contact with
Office staff.
For the current item, public comment can be provided to the City Council through written
correspondence prior to the meeting and through public testimony at the meeting.
ENVIRONMENTAL REVIEW
The California Environmental Quality Act does not apply to the recommended action in
this report, because the action does not constitute a “Project” under CEQA Guidelines
Sec. 15378.
FISCAL IMPACT
Budgeted: Yes Budget Year: 2025-26
Funding Identified: Yes
Fiscal Analysis:
Funding
Sources
Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
General Fund N/A N/A $ $
State
Federal
Fees
Other:
Total N/A N/A $ $
There is no direct fiscal impact related to receiving and filing the update on the DEISP.
Page 456 of 476
Item 7c
ALTERNATIVES
1. Council could decide not to receive the status report on the Diversity, Equity,
and Inclusion Strategic Plan. However, the plan is a key component of implementing
the City’s diversity, equity, and inclusion efforts.
2. Council could choose to direct changes to the implementation of the Diversity,
Equity, and Inclusion Strategic Plan. Council should provide direction on which
aspects of the DEISP implementation plan should be adjusted and staff can return to
Council with a revised implementation plan for further review.
ATTACHMENTS
A - Current Diversity, Equity, and Inclusion Strategic Plan Implementation Matrix
Page 457 of 476
Page 458 of 476
City of San Luis Obispo, CaliforniaPLAN NAME:2023-2028 DEI Strategic PlanCONTACT:Matt PennonLead OrganizationSupporting PartnersTimelineStatusON TRACKIN PROGRESSINCOMPLETECOMPLETEThis item has been accomplished.Key Accomplishments / NotesAbbreviation 5CHC5 Cities Homeless CoalitionAAPIAAPI SLO CountyASNAccess Support NetworkAIAAmerican Institue of Architects local chapterSLOBHDBehavioral Health DepartmentBBBSBig Brothers Big SistersN/ABuilding a Better SLOBAECCal Poly Black Academic Excellence CenterBSUCal Poly Black Student UnionCIXCal Poly Office of Culture and Institutional ExcellenceCIECal Poly Center for Innovation & EntrepreneurshipMCCCal Poly Multicultural CenterCCCUSSCentral Coast Coalition for Undocumented Student SuccessN/ACentral Coast FolliesN/ACentral Coast Youth ChorusN/ACity Farm SLOCAPSLOCommunity Action Partnership of San Luis Obispo County, Inc (CAPSLO)CCCCommunity Counseling Center (CCC) of San Luis ObispoN/AConzona Women’s EnsembleCASACourt Appointed Special Advocates of San Luis Obispo County, IncN/ACorazón LatinoCuestaCuesta CollegeCCFCuesta College FoundationN/ADisability Resource Center (Cal Poly)N/ADisability Resource Center (Cuesta College)N/ADismantling Racism from the Inside Out/Bend the ArcDiversity CoalitionDiversity Coalition of San Luis Obispo CountyDPNDiversity Partners Network meetingsDSLODowntown SLON/AFestival MozaicFood BankFood Bank Coalition of San Luis Obispo CountyN/AFoundation for the Performing Arts CenterGALAGALA Pride and Diversity Center History CenterHistory Center of SLO CountyHospiceHospice of San Luis Obispo CountyILRCIndependent Living Resource Center, INCN/AJack's Helping Hand, IncABOUT THIS DOCUMENTMATRIX COMPONENTSORGANIZATIONS OUTREACHED AND ENGAGEDOrganization Name This implementation matrix is designed to be a flexible, ever-evolving tool for tracking progress towards implementation of your strategic plan. In addition to identifying lead organizations and establishing priorities, it provides a graphic representation of when actions should realistically be implemented and suggests potential partners to help carry them out. The status column provides a visual indicator for monitoring where each strategy and action stands. Finally, space is provided for logging key milestones and accomplishments or capturing notes about barriers encountered.Organization responsible for implementation of this task.Stakeholder and partner organizations that will serve as collaborators or that can help move implementation forward.A visual representation of the suggested timing of implementationThis item is on track toward meeting or maintaining this task.Action has been initiated but is delayed or otherwise not fully on track. Requires removal of barriers or other actions to achieve implementation.Action has not begun on this item or barriers may prevent implementation. Brief description of relevant activities, major milestones, and/or accomplishments related to this task.City of San Luis Obispo, California | 2024 DEI Strategic PlanPage 459 of 476
JCCJewish Community Center FederationLOCLatino Outreach Council N/ALiteracy for Life OrganizationN/AListos CA (Central Coast)LTC OmbudsmanLong Term Care Ombudsman Services of San Luis Obispo CountyLuminaLumina AllianceMTCMeals That ConnectMCSCMCSC Women's Business CenterNAACPNAACP SLO County ChapterNCTCNorthern Chumash Tribal CouncilN/AOne Cool EarthN/AOpera San Luis ObispoN/AOrchestra NovoN/AParent Connection of SLO CountyN/APathpoint ODEIOffice of Diversity, Equity, and InclusionOne Community FundOne Community Fund: Fueling a Vibrant Immigrant FuturePeace AcademyPeace Academy of the Science and ArtsPSHHPeople's Self-Help Housing CorporationN/APromotores PHDPublic Health DepartmentRACE MattersRACE Matters SLOREACHREACHRPRestorative PartnersN/ASalinan Tribe of SLO and Monterey CountiesSLCUSDSan Luis Coastal Unified School DistrictN/ASan Luis Obispo Children's MuseumClimate CoalitionSan Luis Obispo Climate CoalitionN/ASan Luis Obispo Committee for Education on Alcoholism, dba "MiddleHouse"SLOLAFSan Luis Obispo Legal Assistance FoundationSCORESCOREN/ASenior Volunteer ServicesN/AShower the PeopleN/ASLO Access For AllN/ASLO Association of RealtorsN/ASLO Chamber of CommerceN/ASLO County Arts CouncilSLOCOESLO County Office of EducationN/ASLO International Film FestivalSLOMASLO Museum of ArtN/ASLO Noor FoundationSLOREPSLO Rep. TheaterN/ASLO SymphonyN/ASLO Vocal Arts EnsembleN/ASLO Wind OrchestraN/ASmart Share Housing Solutions, IncSLOCDRCThe San Luis Obispo Child Development Resource CenterN/ATolosa Children's Dental CenterTMHATransitions Mental Health AssociationTri-CountiesTri-Counties Regional CenterN/AUnited Cerebral Palsy of San Luis Obispo CountyUnitedWayUnited Way of San Luis Obispo CountyVSOVeterans' Services OfficeN/AVisit SLON/AVisit SLOCALYTTYTT Northern Chumash Nonprofit BoardCity of San Luis Obispo, California | 2024 DEI Strategic PlanPage 460 of 476
ONGOING FY24-25 FY25-26 FY26-27 FY27-28¬¬¬¬¬ Establish bimonthly collaborative and informative meetings with Cal Poly Office of University Diversity & Inclusion and Cuesta College Office of Student Equity & Special Programs to further explore partnerships around education and training.Admin-DEICal Poly & Cuesta College9ON TRACKOperationalized. ODEI regularly attends the DPNmeetings; ODEI manager has regular meetings with CIXat Cal Poly and has scheduled regular check ins withCuesta.2¬¬¬¬¬ Provide financial assistance to qualified families through City funded scholarships for youth related programs such as: before/after school childcare, spring break & summer camps, swim lessons, and after school sport programs. P&RParks & Recreation9ON TRACKOperationalized. In FY 2024–25, the total fee reductionbudget was $30,406, which included $25,000 from thefinancial plan and $5,406 carried over from 2023–24.P&R awarded $33,500 in fee reduction scholarships to 38qualifying children. Funding in the amount of $25,000 is included in the2025–27 Financial Plan to continue supporting thisprogram.¬¬¬¬¬ Explore and develop shared multicultural programming, activities, and events with Cal Poly, Cuesta College, and Non-profit partners through a pilot and/or pop-up multicultural center experience.Admin-DEICal Poly 9ON TRACKOoerationalized. Multicultural programming wascompleted in FYs 23-25 via the Community BelongingSeries. The Belonging Project (TBP) has beenoperationalized in FY 25-26 and will continue movingforward.4¬¬¬¬¬ Host City/Cal Poly quarterly roundtable (City & Cal Poly Leadership, DEI Employee Committee, HRC, Cal Poly students, DEI Leaders, Cuesta College, etc.) regarding community/student experience, relationship-building, and partnership programs.Admin-DEICal Poly, Cuesta College, Other Non-profits9ON TRACKOperationalized. ODEI is regularly collaborating withacademic partners. This includes events with students atCal Poly, especially those involved in Greek life, Cuesta,and San Luis Coastal Unified School District.5¬¬¬¬¬ Continue to work with community partners (Police Advisory Committee and Roundtable) to give the community a voice in policing and ensure that 21st Century Policing Recommendations are implemented where possible.Admin-DEI & PDPD9ON TRACKOperationalized. ODEI Manager attended police briefingsto introduce ODEI's work. ODEI also regularly attends thePAC and is working with SLOPD on implementation ofsome of SLOPD's strategic plan items such as trainings. 6¬¬¬¬¬ Annually report out on demographic data collected in NeoGov for City job applicants and Oracle for paid advisory body members and identify targeted strategies to address potential equity gaps.Admin-DEIClerk's Office & HRQ4 IN PROGRESSODEI has received the data from HR and is working onanalyzing the results.7¬¬¬¬¬ Design and implement programs aimed at removing barriers and increasing the representation of Black and Indigenous People of Color (BIPOC) and LGBTQIA2S+ communities in all City advisory bodies. Including the process to track demographic data for City volunteers and unpaid advisory body members.Admin-DEI & HRHuman ResourcesQ3 COMPLETEODEI created and implemented a training around how tojoin an Advisory Body (AB) and supported a communitymixer to encourage individuals to join ABs. ODEI alsoreviewed demographic data for AB members and plans to continue doing outreach and presentations on thistopic.This work has been operationally combined with1.2.68¬¬¬¬¬ Research and explore ways to further integrate Tribal liaison functions in City programs and projects.Admin-DEI & P&RAdministration-IT DepartmentQ1 COMPLETEODEI met with ytt, Salinan Tribe, and NCTC duringdevelopment of land acknowledgment. A part of TBP,ODEI will host the Cal Poly Indigenous Walking Tour forthe public. Additionally, members of ytt were included inthe DEI Advisory Council and were part of the focusgroup for the DEI Icon. Furthermore, ODEI is workingwith ytt on recognizing the aqueduct. ¬¬¬¬¬ Research ways to allocate dedicated and ongoing funding capabilities to support equitable access to Parks & Recreation programs and services in the community.Admin-DEIParks & RecreationQ1 ON TRACKResearch completed and sent to Parks & Rec foranalysis.PILLAR 1: DIVERSE COMMUNITY ENGAGEMENT AND REPRESENTATION1.1. STRENGTHEN PUBLIC INVOLVEMENT THROUGH INCLUSIVE COMMUNITY ENGAGEMENT AND EQUITABLE ACCESS TO INFORMATION, AND DECISION-MAKING OPPORTUNITIESKEY ACCOMPLISHMENTS / NOTESNOTE: All fiscal years are subject to evaluation, resource allocation, and funding during the Major City Goal and Budget process for the respective year.LEAD ORGANIZATIONSUPPORTING PARTNERSTIMELINESTATUSCity of San Luis Obispo, California | 2024 DEI Strategic PlanPage 461 of 476
ONGOING FY24-25 FY25-26 FY26-27 FY27-28PILLAR 1: DIVERSE COMMUNITY ENGAGEMENT AND REPRESENTATIONKEY ACCOMPLISHMENTS / NOTESNOTE: All fiscal years are subject to evaluation, resource allocation, and funding during the Major City Goal and Budget process for the respective year.LEAD ORGANIZATIONSUPPORTING PARTNERSTIMELINESTATUS1.1.1.¬¬¬¬¬ Monitor community demographic data to best inform target areas for more inclusive community engagement strategies as recommended by the Public Engagement and Noticing (PEN) Manual.Admin-DEI & P&RAdministration-IT DepartmentQ1 ON TRACKODEI staff, in collaboration with IT, are working ondeveloping GIS functions to monitor demographic datawithin the City.1.1.11.¬¬¬¬¬ Develop a DEI cabinet of key community group leaders to serve as trusted sources between the community and the City’s DEI initiatives.Admin-DEIAdministration-IT DepartmentQ2 COMPLETEDEI Advisory Council has been established and will meettwice a year. This is in collaboration with Cal Poly CIX.1.1.12.¬¬¬¬¬ Develop or contract for interpretation services for critical and key events ensuring information, services, and outreach are presented in a culturally and linguistically appropriate manner for the key languages spoken in the City, including Spanish and ASL.Admin-DEIAdministration-IT DepartmentQ4 ON TRACKIT has received funding to implement live translation andinterpretation services for City Council meetings,including translations from a number of differentlanguages as well as closed captioning for hard ofhearing individuals. This will be implemented by July 1,2026.1.1.1.¬¬¬¬¬ Develop and release a “how to” guide in Spanish and other languages on how to participate in public meetings and share public comment.Admin-DEIAdministration-IT DepartmentQ2 ON TRACKHow To Guide has been developed and translated.Developing other outreach materials and a website. Willbe launched August 27, 2026.1.1.14.¬¬¬¬¬ Research and explore a parking validation program for in-person attendance at City Council meetings.Admin-DEIPublic WorksQ4 COMPLETEParking validation program has been operationalizedsince 2024.1.1.15.¬¬¬¬¬ Conduct community training and civic classes on how to be involved in City projects and programs in English and Spanish to ensure greater participation and representation.Admin-DEIAdministration-IT DepartmentQ2 COMPLETEThe City hosted the first Candidate Education Forum inNovember 2025 and will continue to host these in oddnumbered years. Translation was available on request.ODEI will continue to message about providing publiccomment, joining advisory bodies, or attending other Cityevents to the community where possible.1.1.16.¬¬¬¬¬ Continue to provide Community Academy program in even numbered years including application outreach to underserved and underrepresented communities. Admin-DEI & Public WorksAdministration-IT Department9ON TRACKOperationalized. Community Academy completed for2026 and will continue to be implemented in evennumbered years. ODEI assisted with application review,outreach, and messaging.1.1.17.¬¬¬¬¬ Partner with veteran-based organizations to identify opportunities for learning for City departments and the public.Admin-DEIAdministration-IT DepartmentQ4 ON TRACKList of local veteran-serving organizations has beengathered. Next steps are to brainstorm meaningul waysto collaborate with organizations and then do outreach.1.1.18.¬¬¬¬¬ Support the implementation of the Sustainability & Natural Resources Office Major City Goal (MCG) climate justice initiatives impacting vulnerable populations.Admin-DEIOffice of Sustainability & Natural Resources9ON TRACKOperationalized. ODEI is supporting emergencypreparedness outreach efforts; working on equity relateditems in the CASE, specifically developing an equitychecklist for CIP projects; supporting CAP update efforts;and part of the Green Team. Regularly checking in withS&NR.1.1.1 .¬¬¬¬¬ Work with community organizations to provide additional resources and training to staff engaging with elderly populations to support inclusive engagement structures. Admin-DEIAdministration-IT Department9ON TRACKList of local older adult-serving organizations has beengathered. Next steps are to brainstorm meaningul waysto collaborate with organizations and then do outreach.1.2.1.¬¬¬¬¬ Utilize the Assistant VP for Strategic Planning and Network at Cal Poly OUDI to research best practices, grants for internships, programs, outreach, innovative practices, etc. Admin-DEIAdministration-IT Department9ON TRACKOperationalized. ODEI manager meets regularly with VPat Cal Poly.1.2 ENHANCE LOCAL NON-PROFIT AND BUSINESS ENVIRONMENTS TO ENCOURAGE PRACTICES THAT PROMOTE A STRONGER SENSE OF COMMUNITY AND BELONGINGCity of San Luis Obispo, California | 2024 DEI Strategic PlanPage 462 of 476
ONGOING FY24-25 FY25-26 FY26-27 FY27-28PILLAR 1: DIVERSE COMMUNITY ENGAGEMENT AND REPRESENTATIONKEY ACCOMPLISHMENTS / NOTESNOTE: All fiscal years are subject to evaluation, resource allocation, and funding during the Major City Goal and Budget process for the respective year.LEAD ORGANIZATIONSUPPORTING PARTNERSTIMELINESTATUS1.2.2.¬¬¬¬¬ Work with Cal Poly and Cuesta College to host interns.Admin-DEIAdministration-IT Department9ON TRACKOperationalized. ODEI has hosted Cal Poly and Cuestastudents and will continue this effort.1.2..¬¬¬¬¬ Research and explore a partnership with a qualified third party to develop and maintain a DEI competence certificate program for local businesses.Admin-DEIOffice of Economic Development & TourismQ4 INCOMPLETE1.2.4.¬¬¬¬ Support and partner with proven providers to implement a series of technical assistance events to educate and equip minority- and women-owned businesses (MWOBs) with the tools they need to be successful business owners in the community.Admin-DEIOffice of Economic Development & TourismQ3 ON TRACKODEI is working on two listening sessions for allbusinesses, targeted to MWOBs and open to all.Developed run of show, spoken with the Chamber, sent apreliminary survey to businesses, and now collaboratingwith a consulting firm.1.2.5. Support the review of policies and practices to ensure compliance with current anti-discrimination, anti-harassment, and retaliation law, and further the City’s DEI valuesAdmin-DEIHuman ResourcesQ1 COMPLETEODEI has support request form and frequently messagesout about it's availability for departments to submit itemsfor review. ODEI also reviewed 4 City policies in 2025and plans to review 4 more in 2026. This work isoperationally being combined with 3.1.3 and 3.1.61.2.6.¬¬¬¬¬ Partner with non-profit organizations, such as the Chamber of Commerce and Diversity Coalition, to research the viability of developing a Leadership SLO module or program which encourages BIPOC and LGBTQ+ communities to develop leadership skills and encourage diverse groups to assume leadership roles on municipal boards, commissions, and the City Council.Admin-DEIBusinesses & Non-profitsQ3 COMPLETEODEI created and implemented a training around how tojoin an Advisory Body (AB) and supported a communitymixer to encourage individuals to join ABs. ODEI alsoreviewed demographic data for AB members and plans to continue doing outreach and presentations on thistopic.This work has been operationally combined with1.1.71.2.7.¬¬¬¬¬ Establish funding for all departments to add demographic questions to projects and programs in which such data will contribute to a better understanding of the participants’ makeup and needs to inform inclusive enhancements to future projects.Admin-DEIAdministration-IT DepartmentQ2 COMPLETEDemographic survey has been updated, FAQ created,and the new tools have been rolled out to the LeadershipTeam at the City.1.2.8.¬¬¬¬¬ Research opportunities to support ongoing funding for the DEI SLO Business Grant Program.Admin-DEIOffice of Economic Development & TourismQ1 IN PROGRESSResearch was completed on FY 2023 EDA Public Worksand Economic Adjustment Assistance Program but it wasfound not to be viable.1.2. .¬¬¬¬ Support and sponsor job fairs to support businesses in engaging various communities that will foster more diverse and inclusive workforce development.Admin-DEIHuman ResourcesQ3 COMPLETEODEI in collaboration with Human Resources, hassupported and sponsored multiple job fairs andcommunity events, increasing engagement with a widerrange of community members and expanding candidateapplicant pools.1.2.1.¬¬¬¬¬ Support and embed an equity lens into the City financial planning and budget process.Admin-DEIFinance DepartmentQ1 COMPLETEODEI Manager participates in the Financial SteeringCommittee meetings and provides insight and feedbackon the budget process.City of San Luis Obispo, California | 2024 DEI Strategic PlanPage 463 of 476
ONGOING FY24-25 FY25-26 FY26-27 FY27-282.1.1.¬¬¬¬¬ Support the development and implementation of the Broadband Strategic Plan to ensure access is equitable and pursue funding to fill gaps. Admin-DEIAdministration-IT Department9ON TRACKOperationalized.Broadband Expansion will becompleted November 2026.2.1.2.¬¬¬¬¬ Complete training for applicable staff on the City's updated Public Engagement & Noticing (PEN) to ensure diverse participation. Admin-DEIAdministration-IT Department9ON TRACKOperationalized.The Public Engagement andNoticing Manual has been updated and intialtrainings completed. Training will continued to beoffered by Communications.2.1..¬¬¬¬¬ Establish consistent and regular messaging, either visual, written, or oral, that validates and encourages the City’s commitment to DEI with the community and the City organization.Admin-DEIAdministration-IT Department9ON TRACKOperationalized.DEI Communications Plan hasbeen completed. Promoting Access and BuildingBelonging is the consistent messaging. DEI iconwill also be implemented soon to reinforcemessaging.2.1.4.¬¬¬¬¬ Partner with appropriate City departments to provide options for participation for all major public meetings when possible.Admin-DEICity Clerk's OfficeQ4 COMPLETEZoom option will now be available City Councilmeetings starting July 1, 2026.2.1.5.¬¬¬¬¬ Develop comprehensive DEI material in collaboration with Tourism Business Improvement District (TBID) & Promotional Coordinating Committee (PCC) for the SLO Visitor Center.Admin-DEIOffice of Economic Development & TourismQ2IN PROGRESSODEI has created a flyer on the office's work whichwas dropped off to the Visitor Center. ODEI is alsoin the preliminary stages of developing a potentialcultural historical walking tour of downtown SLOand some additional areas. ODEI has spoken tothe Chamber, ED&T, and the History Center.2.1.6.¬¬¬¬¬ Partner with SLOPD to develop communication response plan for local, state, or national events impacting policing and DEI.Admin-DEIPolice DepartmentQ42.1.7.¬¬¬¬¬ Partner with SLOFD to enhance disaster preparedness outreach programs for those with disability, access, and functional needs, and lower-socio-economic community members who are disproportionately affected by natural disasters.Admin-DEIFire DepartmentQ2 ON TRACKODEI is actively engaged with the EmergencyResponse manager in disaster preparednessactivities including Firewise Community meetingsand collaborating at The Belonging Project events,and providing assistance in outreach. ODEIattended Listos CA summit and continues tocollaborate with Fire, S&NR, etc. to discussdisaster response efforts.2.1.8.¬¬¬¬¬ Incorporate land acknowledgement into City Council meetings and advisory body meetings.Admin-DEIAdministration-IT DepartmentQ3IN PROGRESSLand Acknowledgment has been drafted but is onhold for other reasons.2.1. .¬¬¬¬¬ Provide City Council meeting information or other forms of communication in Spanish on the City’s website.Admin-DEIAdministration-IT DepartmentQ3IN PROGRESSThe City's website has an auto-translate featurepowered by Google and can translate into 13different languages including Spanish.2.1.1.¬¬¬¬¬ Develop diverse visual messaging to ensure individuals with limited literacy skills understand events, programs, or projects sponsored or led by the City.Admin-DEIAdministration-IT Department9INCOMPLETEKEY ACCOMPLISHMENTS / NOTESPILLAR 2: EQUITABLE COMMUNICATION AND ACCESSIBILITY2.1. DEVELOP AND IMPLEMENT INCLUSIVE AND ACCESSIBLE COMMUNICATION STRATEGIES THAT REFLECT THE CITY'S DEI INITIATIVESNOTE: ALL FISCAL YEARS are subject to evaluation, resource allocation, and funding during the Major City Goal and Budget process for the respective year.LEAD ORGANIZATIONSUPPORTING PARTNERSTIMELINESTATUSCity of San Luis Obispo, California | 2024 DEI Strategic PlanPage 464 of 476
ONGOING FY24-25 FY25-26 FY26-27 FY27-28KEY ACCOMPLISHMENTS / NOTESPILLAR 2: EQUITABLE COMMUNICATION AND ACCESSIBILITYNOTE: ALL FISCAL YEARS are subject to evaluation, resource allocation, and funding during the Major City Goal and Budget process for the respective year.LEAD ORGANIZATIONSUPPORTING PARTNERSTIMELINESTATUS2.1.11.¬¬¬Support City departments upon request in reviewing language, content, and images in all communication and marketing materials to ensure inclusion and accessibility.Admin-DEIAll City Departments9ON TRACKOperationalized. DEI Support Request Form isavailable and frequently messaged.2.2.1.¬¬¬¬¬ Develop signage that articulates the City’s DEI values at City parks including Mission Plaza.Admin-DEIAdministration-IT DepartmentQ3IN PROGRESSResearch completed on bilingual signage for a fewcity locations. Costs may vary but were high. Dueto budget limitations and reductions this initiative ison hold.2.2.2¬¬ Partner with the public art program to remove barriers and expand representation by diverse artists (BIPOC and LGBTQIA2S+) in the City.Admin-DEIParks & RecreationQ3 COMPLETEODEI is meeting regularly with the Public ArtCoordinator on plans to bring diverse artists andartwork to Palm Street. ODEI staff on jury for 2026Poetry Walk and has shared the opportunity withdiverse community partners. Will continue topartner and share art opportunities tounderrepresented communities. 2.2..¬¬¬¬¬ Explore the development, expansion, and funding opportunities for cultural activations, promotions, and celebrations in downtown, such as expansion of banner programs and store-front decorations.Admin-DEIOffice of Economic Development & TourismQ4 COMPLETEODEI threw 2026 Lunar New Year celebration andwill likely continue. ODEI continues to be presentat, and support, cultural events in the City includingDia de los Muertos, the verbatim theatre, ArabAmerican Heritage Festival, and Juneteenth. ODEIalso had a banner up on S. Higuera that statedeveryone belongs here.2.2.4. Explore and research the viability and implementation of all new City facilities to include gender inclusive restroomsAdmin-DEICommunity DevelopmentQ3INCOMPLETE2.2.5.¬¬¬¬¬ Explore and research ways to incorporate bilingual information in City signage for key destinations.Admin-DEIParks & RecreationQ3IN PROGRESSResearch completed on bilingual signage for a fewcity locations. Costs may vary but were high. Dueto budget limitations and reductions this initiative ison hold.2.2.6.¬¬¬¬¬ Research and explore the development of a community-led design process for creating a DEI icon to be included in City materials and shared with grant recipients, local businesses, and non-profit organizations.Admin-DEIAdministration-IT DepartmentQ2 ON TRACKIcon has been created via a community inputprocess. Rollout plan is being developed.2.2.7.¬¬¬¬¬ Contract to develop a feasibility study for a multicultural center. AdminOffice of Sustainability & Natural ResourcesQ4 COMPLETECompletion of Community Belonging Series withCal Poly; Cal Poly sent over analysis showing thatthe series was beneficial and the City shouldcontinue doing these events even if there is nofunding for a physical space.2.2 IMPROVE LOCAL DOWNTOWN AND OVERALL CITY ENVIRONMENTS BY CREATING OPPORTUNITIES TO CELEBRATE DIVERSITY AND FACILITATE INCLUSIONCity of San Luis Obispo, California | 2024 DEI Strategic PlanPage 465 of 476
ONGOING FY24-25 FY25-26 FY26-27 FY27-28.1.1.¬¬¬¬¬ Further develop purpose, role, activities and enhance impact of DEI Employee Committee, including equal standing and priority to tasks and responsibilities assigned to the members (e.g. Employee Resource Groups (ERGs), newsletters, cultural celebrations, trainings, internal communication, public web pages, etc.). Admin-DEIAdministration-IT Department9ON TRACKOperationalized. The DEI Employee Committee (DEIC)has continuously met and produced internal newsletters inaddition to other activities. The DEIC formalized a charterand created subcommittees as well..1.2.¬¬¬¬¬ Continue to provide grant support to the HRC for DEI High Impact Grants and Human Services Grants and complete necessary follow up to ensure required reporting by grant recipients. Admin-DEIAdministration-IT Department9ON TRACKOperationalized. Both grants have continued. New reportreview worksheets have been created to aid HRC in theirreview and an online reporting mechanism implementedfor grantees..1..¬¬¬¬¬ Edit existing and create new policies and procedures that reflect a DEI lens for internal processes to ensure all City Departments support the DEI Major City Goal. Admin-DEIAll City Departments9ON TRACKOperationalized. ODEI has support request form andfrequently messages out aboutit's availability fordepartments to submit items for review. ODEI alsoreviewed 4 City policies in 2025 and plans to review 4more in 2026. This work is operationally being combinedwith 1.2.5 and 3.1.6.1.4.¬¬¬¬¬ Evaluate resources needed to implement the DEISP across City departments and make funding recommendations as needed.Admin-DEIAdministration-IT Department9ON TRACKOperationalized. ODEI has evaluated the resourcesrequired to implement the DEISP acress City departmentsand developed funding recoomendations as appropriateto support sustainable implementation..1.5.¬¬¬¬¬ Based on the completion of the DEI Strategic Plan, determine the ongoing support structure needed in the Office of DEI to optimally deliver organizational and community programs and services. Admin-DEIAdministration-IT Department9ON TRACKOperationalized. ODEI has two full time staff membersand hosts interns..1.6.¬¬¬¬¬ Review and embed DEI language into existing policies and procedures, codes of conduct within facilities, parks, programs, events, and rentals for services provided to the community.Admin-DEIAll City Departments9ON TRACKOperationalized. ODEI has support request form andfrequently messages out aboutit's availability fordepartments to submit items for review. ODEI alsoreviewed 4 City policies in 2025 and plans to review 4more in 2026. This work is operationally being combinedwith 1.2.5 and 3.1.3.1.7.¬¬¬¬¬ Include the DEI Manager in Financial Planning Steering Committee meetings. Admin-DEIAdministration-IT Department9ON TRACKOperationalized. ODEI Manager is on Financial PlanningSteering Committee..1.8.¬¬¬¬¬ Continue to support and act as the staff liaison to the Human Relations Commission. Admin-DEIAdministration-IT Department9ON TRACKOperationalized. ODEI continues to support and staffHRC on a regular basis..1. .¬¬¬¬¬ Annually revise and enhance DEI section in the City’s Legislative Platform.Admin-DEIAdministration-IT Department9ON TRACKOperationalized. ODEI feedback happens on a regularbasis..1.1.¬¬¬¬¬ Develop and implement a DEI language toolkit for City staff that includes guidelines to address inequities while also building better practices.Admin-DEIAdministration-IT DepartmentQ4 ON TRACKThe Inclusive and Respectul Language Toolkit has beendeveloped and is currently being translated. A staff roll outplan will be developed next.3.1.11 Include DEI parameters in the review and selection process of all available City grant funding opportunities in compliance with Proposition 209Admin-DEIAdministration-IT DepartmentQ2 COMPLETEODEI went through a comprehensive review process ofour grant requirements, procedure, and reporting relatedto anti-discrimination laws and has updated the grantprocess as a result.3.1.12.¬¬¬¬¬ Develop and distribute to the community and partners a brief annual report from the Office of DEI highlighting outcomes and results of DEI work.Admin-DEIAdministration-IT DepartmentQ4 ON TRACKODEI is currently working on the 2025-26 annual reportwhich will be distributed in July or August of 2026.PILLAR 3: EMBEDDED ACCOUNTABILITY AND SUSTAINABLE CHANGE3.1. PRIORITIZE TRANSFORMATIONAL GOVERNANCE WHERE DEI IS EMBEDDED IN BUDGETING, PLANNING, PROGRAMMING, AND POLICY-MAKINGKEY ACCOMPLISHMENTS / NOTESNOTE: ALL FISCAL YEARS are subject to evaluation, resource allocation, and funding during the Major City Goal and Budget process for the respective year.LEAD ORGANIZATIONSUPPORTING PARTNERSTIMELINESTATUSCity of San Luis Obispo, California | 2024 DEI Strategic PlanPage 466 of 476
ONGOING FY24-25 FY25-26 FY26-27 FY27-28PILLAR 3: EMBEDDED ACCOUNTABILITY AND SUSTAINABLE CHANGEKEY ACCOMPLISHMENTS / NOTESNOTE: ALL FISCAL YEARS are subject to evaluation, resource allocation, and funding during the Major City Goal and Budget process for the respective year.LEAD ORGANIZATIONSUPPORTING PARTNERSTIMELINESTATUS3.1.13.¬¬¬¬¬ Explore, research, and implement the development of a Racial Equity Statement and a Gender Equity Statement to support the Community Development Department in their collaborative housing and homelessness funding opportunities.Admin-DEICommunity DevelopmentQ2 COMPLETECompleted. Both statements have been developed.3.1.14 Embed and operationalize the City's equity consideration, as presented in the Climate Adaptation & Safety Element (CASE) report, into project and program desing, development, and implementation via project plans.Admin-DEIAdministration-IT DepartmentQ3 ON TRACKODEI is currently working on Program EJ-2.5: DevelopEquity Checklist for City Programs and CapitalImprovement Projects (see 3.2.6 below)3.1.15.¬¬¬¬¬ Provide support to the Community Development Department and other departments in reviewing public engagement practices, policies, plans, and proposed ordinances to ensure inclusive and equitable outcomes.Admin-DEIAdministration-IT DepartmentQ3 COMPLETEODEI has support request form and frequently messagesout about it's availability for departments to submit itemsfor review. Presented at CDD department meeting toinform staff of support ODEI was provide.3.2.1.¬¬¬¬¬ Promote DEI best practices in Police Department (PD) recruiting and hiring efforts. Admin-DEIPolice Department9ON TRACKBest practices in recruitment, screening, and interviewinghas been researched. Utilizing the DEIC Subcommitteeon Workplace Development to review and makerecommendations to move forward with. This work isoperationally being combined with 3.2.5 and 4.2.13.2.2.¬¬¬¬¬ Work in partnership with Public Works and the Police Department to ensure new public safety building design is equitable and inclusive for the community and all department employees. Admin-DEIPD & Public Works9IN PROGRESSPlanning and design work for the Public Safety Building ison hold until completion of Tenant Improvements at 1106Walnut. Additional design work for the public safetybuilding is proposed to be funded as part of the nextFinancial Plan CIP budget. 3.2.3.¬¬¬¬¬ Complete a planning study for gender inclusive restroom and sleeping facilities for Fire Stations 3 & 4. Process with design work pending results of study. Admin-DEIFire DepartmentQ3 COMPLETECompleted. Study is complete and gender inclusivity isbeing incorporated into design of tenant improvements forFire Station 3 & 4. 3.2.4.¬¬¬¬¬ Develop a Bias and Hate Incident Reporting process in collaboration with the Police Department and work with the Human Relations Commission (HRC) to review citywide hate crime and incident data on a quarterly basis and identify appropriate supportive action(s) through the Office of DEI.Admin-DEIAdministration-IT DepartmentQ4 COMPLETEOperationalized. ODEI and SLOPD went over the hateand bias reporting process with HRC and staff updatedflow chart and information on ODEI website. ODEIdeveloping a Responding to Hate and Bias Toolkit.3.2.5.¬¬¬¬¬ Develop outreach, recruitment, and retention, and advancement programs to remove barriers to access for diverse communities in Fire, Police, Utilities, and the Public Works departments.Admin-DEIFD, PD, Utilities, and Public Works9ON TRACKBest practices in recruitment, screening, and interviewinghas been researched. Utilizing theDEIC SubcommitteeonWorkplace Development to review and makerecommendations to move forward with. This work isoperationally being combined with 3.2.1 and 4.2.13.2.6.¬¬¬¬¬ Embed DEI guidelines into the capital improvement project review committee processes.Admin-DEIPublic Works9ON TRACKODEI and PW met and discussed how to incorporateEquity Checklist information into existing PID. Sent to PWfor review. DEI will be more integrated into the planningprocess.3.2 PARTNER WITH KEY PUBLIC FACING CITY DEPARTMENTS IN PURSUING STRATEGIES AIMED AT CREATING DIVERSITY, ADDRESSING INEQUITIES, AND FOSTERING SYSTEMIC CHANGECity of San Luis Obispo, California | 2024 DEI Strategic PlanPage 467 of 476
ONGOING FY24-25 FY25-26 FY26-27 FY27-284.1.1.¬¬¬¬¬ Provide DEI-related training for all staff of all levels (Council, Commissions, Advisory Boards, Directors, Managers, Staff, etc.) Admin-DEIAdministration-IT DepartmentQ4 ON TRACKFive trainings have been, or are in the process of being,developed and will be rolled out to all City staff. This workis operationally being combined with 4.2.34.1.2.¬¬¬¬¬ Update and provide resources using the internal DEI website to engage staff in knowledge-acquisition and skill-retention opportunities.Admin-DEIAdministration-IT Department9ON TRACKOperationalized. Internal DEI Sharepoint has been updatedwith resources.4.1.3.¬¬¬¬¬ Collaborate with Human Resources to develop mandatory specialized DEI training matrix across all positions within the organization that identifies required and preferred DEI training objectives.Admin-DEIHuman Resources9INCOMPLETE4.1.4.¬¬¬¬¬ Incentivize and recognize participation in inclusive leadership training modules for all Department Heads and managers within the organization.Admin-DEIAdministration-IT DepartmentQ44.1.5.¬¬¬¬¬ Promote professional development opportunities outside the organization for staff to enhance their DEI competencies.Admin-DEIAdministration-IT DepartmentQ3 COMPLETEODEI regularly shares DEI-related events with DEICmembers and to all City staff via the DEI newsletter.Additional professional development opportunities will beincluded in the internal DEI Sharepoint.4.2.1.¬¬¬¬¬ Continue to enhance job descriptions and recruiting materials such as material in Spanish or in different formats to create easy access. Admin-DEIHuman Resources9ON TRACKBest practices in recruitment, screening, and interviewinghas been researched. Utilizing the DEIC Subcommittee onWorkplace Development to review and makerecommendations to move forward with. This work isoperationally being combined with 3.2.1 and 3.2.54.2.2.¬¬¬¬¬ Assess and develop enhancements processes such as implementing DEI focused screening and interviewing trainings to personnel and interview panels. Admin-DEIHuman Resources9ON TRACKBest practices in recruitment, screening, and interviewinghas been researched. Utilizing the DEIC Subcommittee onWorkplace Development to review and makerecommendations to move forward with.4.2.3.¬¬¬¬¬ Create and rollout DEI-focused trainings for employees. Admin-DEIHuman ResourcesQ4 ON TRACKFive trainings have been or are in the process of beingdeveloped and will be rolled out to all City staff. This workis operationally being combined with 4.1.14.2.4.¬¬¬¬¬ Examine policies and programs to support primary caretakers. Admin-DEIHuman Resources9ON TRACKFamily Friendly Workplace Assessment was taken by Citystaff and recommendations were not found to be feasiblyimplemented. FFW Subcommittee of DEIC are meetingwith HR and ODEI regularly to discuss with policies andprograms can be implemented.4.2.5.¬¬¬¬¬ Collaborate with Human Resources to formalize a bilingual program for City employees including supplemental staff.Admin-DEIHuman Resources9ON TRACKODEI in collaboration with HR, has developed an SOP forutilizing bilingual staff. Additional resources, including adocument translation guide and a tracking system tosupport bilingual staff time, are in progress.4.2.6.¬¬¬¬¬ Continue communicating childcare options and resources for City employees; additional to First 5 findings. Explore flex schedules, job share, remote options, etc. Admin-DEIHuman Resources9ON TRACKThe City offers flex schedules and implemented a formalTelework Policy in FY25 Q3. A job share program has notyet been developed. FFW Subcommittee of DEIC aremeeting with HR and ODEI regularly to discuss withpolicies and programs can be implemented and sharedthroughout the City.PILLAR 4: INCLUSIVE ORAGNIZATIONAL CULTUREA AND STRUCTURE4.1. EMPOWER CITY LEADERSHIP AND CITY STAFF TO BUILD UPON THEIR DEI COMPETENCIES AND ENGAGE IN EXPANDED EDUCATIONAL OFFERINGS4.2 FOSTER AN INCLUSIVE WORKPLACE CULTURE THAT PROMOTES EQUITABLE HIRING, RETENTION, AND PROMOTION PRACTICESNOTE: ALL FISCAL YEARS are subject to evaluation, resource allocation, and funding during the Major City Goal and Budget process for the respective year.LEAD ORGANIZATIONSUPPORTING PARTNERSTIMELINESTATUSKEY ACCOMPLISHMENTS / NOTESCity of San Luis Obispo, California | 2024 DEI Strategic PlanPage 468 of 476
ONGOING FY24-25 FY25-26 FY26-27 FY27-28PILLAR 4: INCLUSIVE ORAGNIZATIONAL CULTUREA AND STRUCTURENOTE: ALL FISCAL YEARS are subject to evaluation, resource allocation, and funding during the Major City Goal and Budget process for the respective year.LEAD ORGANIZATIONSUPPORTING PARTNERSTIMELINESTATUSKEY ACCOMPLISHMENTS / NOTES4.2.7.¬¬¬¬¬ Implement an annual Quarterly Management Meeting to be focused on DEI in collaboration with the Office of DEI.Admin-DEIHuman ResourcesQ3 INCOMPLETE4.2.8.¬¬¬¬¬ Conduct job qualification study to identify comparable/transferable qualifications or skill sets between education and years of experience.Admin-DEIHuman Resources9INCOMPLETE4.2. .¬¬¬¬¬ Research and explore employment pipeline programs to remove barriers for diverse individuals including but not limited to Black, Indigenous, people of color, people within the LGBTQIA2S+ community, and those who have diverse neuro and physical abilities.Admin-DEIHuman ResourcesQ44.2.1.¬¬¬¬¬ Partner with Human Resources and City Attorney’s Office to research a process for employees to report bias incidents that occur in the workplace.Admin-DEIHuman Resources & Attorney's OfficeQ44.2.11 Collaborate with established Employee Resourve Groups (ERGs) such as PACE and SLOHAS to embed DEI into ongoing staff development and engagement opportunities.Admin-DEIAdministration-IT DepartmentQ4 IN PROGRESSCollege Corp Fellow will be working on this in FY 26-27.4.2.12.¬¬¬¬¬ Develop hiring toolkit for hiring panels that focuses on addressing bias in the workplace.Admin-DEIAdministration-IT Department9IN PROGRESSBest practices in recruitment, screening, and interviewinghas been researched. Utilizing the DEIC Subcommittee onWorkplace Development to review and makerecommendations to move forward with.4.2.13.¬¬¬¬¬ Integrate DEI requirements into performance evaluations for management level positions which can include, but is not limited to training, team development, and project implementation.Admin-DEIHuman ResourcesQ3 COMPLETEODEI collaborated with HR to incorporate DEIcompetencies into management evaluations; trainingsrelated to DEI topics and skills will be rolled out to all staff.4.2.14.¬¬¬¬¬ Develop and implement a DEI module in new hire onboarding process. Admin-DEIHuman ResourcesQ4 COMPLETEPronouns information has been incorporated intoonboarding. DEI is part of Day of Welcome.4.2.15.¬¬¬¬¬ Work with the Employee Recognition Committee to establish an Inclusive Excellence Staff Award.Admin-DEIAdministration-IT DepartmentQ14.2.16.¬¬¬¬¬ Collaborate with the Fire Department and other interested departments to expand their internship and mentorship program to remove barriers and increase diverse recruitment practices and employment retention.Admin-DEIFire Department9ON TRACKOperationalized in 2023 and 2024. The Fire internship isongoing and expanding.4.2.17.¬¬¬¬¬ Require departments, with the support of the Office of DEI, to complete a DEI “SWOT” analysis for internal strength, weaknesses, opportunities, and threats every other year in alignment with the City financial planning processes.Admin-DEIAll City DepartmentsQ1 INCOMPLETECity of San Luis Obispo, California | 2024 DEI Strategic PlanPage 469 of 476
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