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HomeMy WebLinkAboutItem 5b. Diversity, Equity, and Inclusion Strategic Plan Implementation Update Item 5b Human Relations Commission Agenda Report For Agenda of: 7/1/2026 Item Number: 5b FROM: Samantha Vethavanam, DEI Administrative Specialist Phone Number: (805) 781-7064 E-mail: svethava@slocity.org SUBJECT: DIVERSITY, EQUITY, AND INCLUSION STRATEGIC PLAN IMPLEMENTATION UPDATE RECOMMENDATION Receive and file the Diversity, Equity, and Inclusion Strategic Plan Implementation Update. 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, which 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 Grants 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 Diversity, Equity, and Inclusion Strategic Plan (DEISP) for the City, was the last of the five to be completed. The DEISP was eventually adopted by City Council in February 2024. 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: Page 11 of 30 Item 5b 1. Diverse Community Engagement and Representation: Establish and maintain equitable pathways for diverse representation in City processes, services, and community-wide initiatives that foster systemic change and increase public awareness. 2. Equitable Communication and Accessibility: Engage in equitable communication focused on creating accessibility and enhancing external and internal messaging that reinforces the City’s commitment to DEI. 3. Embedded Accountability and Sustainable Change: Evaluate City 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. 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 (Attachment A) that 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 This item will include a brief update on some of the key accomplishments the Office of Diversity, Equity, and Inclusion (DEI) has achieved over the last year, as well as what additional tasks are upcoming for the next few months. The Office of DEI recently Page 12 of 30 Item 5b provided an update on the implementation status of the DEISP to City Council on June 16, 2026 and fuller update can be found within the report. ATTACHMENTS A - Current Diversity, Equity, and Inclusion Strategic Plan Implementation Matrix Page 13 of 30 Page 14 of 30 City of San Luis Obispo, California PLAN NAME:2023-2028 DEI Strategic Plan CONTACT:Matt Pennon Lead Organization Supporting Partners Timeline Status ON TRACK IN PROGRESS INCOMPLETE COMPLETE This item has been accomplished. Key Accomplishments / Notes Abbreviation 5CHC 5 Cities Homeless Coalition AAPI AAPI SLO County ASN Access Support Network AIA American Institue of Architects local chapter SLOBHD Behavioral Health DepartmentBBBSBig Brothers Big SistersN/A Building 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/A Central Coast FolliesN/A Central Coast Youth ChorusN/A City Farm SLOCAPSLOCommunity Action Partnership of San Luis Obispo County, Inc (CAPSLO)CCC Community Counseling Center (CCC) of San Luis Obispo N/A Conzona Women’s EnsembleCASACourt Appointed Special Advocates of San Luis Obispo County, Inc N/A Corazón LatinoCuestaCuesta CollegeCCFCuesta College FoundationN/A Disability Resource Center (Cal Poly)N/A Disability Resource Center (Cuesta College) N/A Dismantling Racism from the Inside Out/Bend the Arc Diversity Coalition Diversity Coalition of San Luis Obispo County DPN Diversity Partners Network meetings DSLO Downtown SLO N/A Festival Mozaic Food Bank Food Bank Coalition of San Luis Obispo County N/A Foundation for the Performing Arts Center GALA GALA Pride and Diversity Center History Center History Center of SLO County Hospice Hospice of San Luis Obispo County ILRC Independent Living Resource Center, INC N/A Jack's Helping Hand, Inc ABOUT THIS DOCUMENT MATRIX COMPONENTS ORGANIZATIONS OUTREACHED AND ENGAGED Organization Name This implementation matrix is designed to be a flexible, ever-evolving tool for tracking progress towards implementation of your strategic plan. In addition to identifying lead organizations and establishing priorities, it provides a graphic representation of when actions should realistically be implemented and suggests potential partners to help carry them out. The status column provides a visual indicator for monitoring where each strategy and action stands. Finally, space is provided for logging key milestones and accomplishments or capturing notes about barriers encountered. Organization responsible for implementation of this task. Stakeholder and partner organizations that will serve as collaborators or that can help move implementation forward. A visual representation of the suggested timing of implementation This item is on track toward meeting or maintaining this task. Action has been initiated but is delayed or otherwise not fully on track. Requires removal of barriers or other actions to achieve implementation. Action has not begun on this item or barriers may prevent implementation. Brief description of relevant activities, major milestones, and/or accomplishments related to this task. City of San Luis Obispo, California | 2024 DEI Strategic Plan Page 15 of 30 JCC Jewish Community Center Federation LOC Latino Outreach Council N/A Literacy for Life Organization N/A Listos CA (Central Coast) LTC Ombudsman Long Term Care Ombudsman Services of San Luis Obispo County Lumina Lumina Alliance MTC Meals That Connect MCSC MCSC Women's Business Center NAACP NAACP SLO County Chapter NCTC Northern Chumash Tribal Council N/A One Cool Earth N/A Opera San Luis Obispo N/A Orchestra Novo N/A Parent Connection of SLO County N/A Pathpoint ODEI Office of Diversity, Equity, and Inclusion One Community Fund One Community Fund: Fueling a Vibrant Immigrant Future Peace Academy Peace Academy of the Science and Arts PSHH People's Self-Help Housing Corporation N/A Promotores PHD Public Health Department RACE Matters RACE Matters SLO REACH REACH RP Restorative Partners N/A Salinan Tribe of SLO and Monterey Counties SLCUSD San Luis Coastal Unified School District N/A San Luis Obispo Children's Museum Climate Coalition San Luis Obispo Climate Coalition N/A San Luis Obispo Committee for Education on Alcoholism, dba "MiddleHouse" SLOLAF San Luis Obispo Legal Assistance Foundation SCORE SCORE N/A Senior Volunteer Services N/A Shower the People N/A SLO Access For All N/A SLO Association of Realtors N/A SLO Chamber of Commerce N/A SLO County Arts Council SLOCOE SLO County Office of Education N/A SLO International Film Festival SLOMA SLO Museum of Art N/A SLO Noor Foundation SLOREP SLO Rep. Theater N/A SLO Symphony N/A SLO Vocal Arts Ensemble N/A SLO Wind Orchestra N/A Smart Share Housing Solutions, Inc SLOCDRC The San Luis Obispo Child Development Resource Center N/A Tolosa Children's Dental Center TMHA Transitions Mental Health Association Tri-Counties Tri-Counties Regional Center N/A United Cerebral Palsy of San Luis Obispo County UnitedWay United Way of San Luis Obispo County VSO Veterans' Services Office N/A Visit SLO N/A Visit SLOCAL YTT YTT Northern Chumash Nonprofit Board City of San Luis Obispo, California | 2024 DEI Strategic Plan Page 16 of 30 ONGOING FY24-25 FY25-26 FY26-27 FY27-28 1.1.1.      Establish bimonthly collaborative and informative meetings with Cal Poly Office of University Diversity & Inclusion and Cuesta College Office of Student Equity & Special Programs to further explore partnerships around education and training.Admin-DEI Cal Poly & Cuesta College ON TRACK Operationalized.ODEI regularly attends the DPN meetings;ODEI manager has regular meetings with CIX at Cal Poly and has scheduled regular check ins with Cuesta. 1.1.2.      Provide financial assistance to qualified families through City funded scholarships for youth related programs such as: before/after school childcare, spring break & summer camps, swim lessons, and after school sport programs. P&R Parks & Recreation ON TRACK Operationalized.In FY 2024–25,the total fee reduction budget was $30,406,which included $25,000 from the financial plan and $5,406 carried over from 2023–24. P&R awarded $33,500 in fee reduction scholarships to 38 qualifying children. Funding in the amount of $25,000 is included in the 2025–27 Financial Plan to continue supporting this program. 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. Admin-DEI Cal Poly ON TRACK Ooerationalized.Multicultural programming was completed in FYs 23-25 via the Community Belonging Series.The Belonging Project (TBP)has been operationalized in FY 25-26 and will continue moving forward. 1.1.4.      Host City/Cal Poly quarterly roundtable (City & Cal Poly Leadership, DEI Employee Committee, HRC, Cal Poly students, DEI Leaders, Cuesta College, etc.) regarding community/student experience, relationship-building, and partnership programs.Admin-DEI Cal Poly, Cuesta College, Other Non- profits ON TRACK Operationalized.ODEI is regularly collaborating with academic partners.This includes events with students at Cal Poly,especially those involved in Greek life,Cuesta, and San Luis Coastal Unified School District. 1.1.5.      Continue to work with community partners (Police Advisory Committee and Roundtable) to give the community a voice in policing and ensure that 21st Century Policing Recommendations are implemented where possible.Admin-DEI & PD PD ON TRACK Operationalized.ODEI Manager attended police briefings to introduce ODEI's work.ODEI also regularly attends the PAC and is working with SLOPD on implementation of some of SLOPD's strategic plan items such as trainings. 1.1.6.      Annually report out on demographic data collected in NeoGov for City job applicants and Oracle for paid advisory body members and identify targeted strategies to address potential equity gaps.Admin-DEI Clerk's Office & HR Q4 IN PROGRESS ODEI has received the data from HR and is working on analyzing the results. 1.1.7.      Design and implement programs aimed at removing barriers and increasing the representation of Black and Indigenous People of Color (BIPOC) and LGBTQIA2S+ communities in all City advisory bodies. Including the process to track demographic data for City volunteers and unpaid advisory body members.Admin-DEI & HR Human Resources Q3 COMPLETE ODEI created and implemented a training around how to join an Advisory Body (AB)and supported a community mixer to encourage individuals to join ABs.ODEI also reviewed demographic data for AB members and plans to continue doing outreach and presentations on this topic.This work has been operationally combined with 1.2.6 1.1.8.      Research and explore ways to further integrate Tribal liaison functions in City programs and projects. Admin-DEI & P&R Administration-IT Department Q1 COMPLETE ODEI met with ytt,Salinan Tribe,and NCTC during development of land acknowledgment.A part of TBP, ODEI will host the Cal Poly Indigenous Walking Tour for the public.Additionally,members of ytt were included in the DEI Advisory Council and were part of the focus group for the DEI Icon.Furthermore,ODEI is working with ytt on recognizing the aqueduct. 1.1.9.      Research ways to allocate dedicated and ongoing funding capabilities to support equitable access to Parks & Recreation programs and services in the community.Admin-DEI Parks & Recreation Q1 ON TRACK Research completed and sent to Parks &Rec for analysis. PILLAR 1: DIVERSE COMMUNITY ENGAGEMENT AND REPRESENTATION 1.1. STRENGTHEN PUBLIC INVOLVEMENT THROUGH INCLUSIVE COMMUNITY ENGAGEMENT AND EQUITABLE ACCESS TO INFORMATION, AND DECISION-MAKING OPPORTUNITIES KEY ACCOMPLISHMENTS / NOTES NOTE: All fiscal years are subject to evaluation, resource allocation, and funding during the Major City Goal and Budget process for the respective year. LEAD ORGANIZATION SUPPORTING PARTNERS TIMELINE STATUS City of San Luis Obispo, California | 2024 DEI Strategic Plan Page 17 of 30 ONGOING FY24-25 FY25-26 FY26-27 FY27-28 PILLAR 1: DIVERSE COMMUNITY ENGAGEMENT AND REPRESENTATION KEY ACCOMPLISHMENTS / NOTES NOTE: All fiscal years are subject to evaluation, resource allocation, and funding during the Major City Goal and Budget process for the respective year. LEAD ORGANIZATION SUPPORTING PARTNERS TIMELINE STATUS 1.1.10.      Monitor community demographic data to best inform target areas for more inclusive community engagement strategies as recommended by the Public Engagement and Noticing (PEN) Manual.Admin-DEI & P&R Administration-IT Department Q1 ON TRACK ODEI staff,in collaboration with IT,are working on developing GIS functions to monitor demographic data within 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-DEI Administration-IT Department Q2 COMPLETE DEI Advisory Council has been established and will meet twice 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-DEI Administration-IT Department Q4 ON TRACK IT has received funding to implement live translation and interpretation services for City Council meetings, including translations from a number of different languages as well as closed captioning for hard of hearing individuals.This will be implemented by July 1, 2026. 1.1.13.      Develop and release a “how to” guide in Spanish and other languages on how to participate in public meetings and share public comment.Admin-DEI Administration-IT Department Q2 ON TRACK How To Guide has been developed and translated. Developing other outreach materials and a website.Will be launched August 27, 2026. 1.1.14.      Research and explore a parking validation program for in-person attendance at City Council meetings.Admin-DEI Public Works Q4 COMPLETE Parking validation program has been operationalized since 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-DEI Administration-IT Department Q2 COMPLETE The City hosted the first Candidate Education Forum in November 2025 and will continue to host these in odd numbered years.Translation was available on request. ODEI will continue to message about providing public comment,joining advisory bodies,or attending other City events 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 Works Administration-IT Department ON TRACK Operationalized.Community Academy completed for 2026 and will continue to be implemented in even numbered 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-DEI Administration-IT Department Q4 ON TRACK List of local veteran-serving organizations has been gathered.Next steps are to brainstorm meaningul ways to 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-DEI Office of Sustainability & Natural Resources ON TRACK Operationalized.ODEI is supporting emergency preparedness outreach efforts;working on equity related items in the CASE,specifically developing an equity checklist for CIP projects;supporting CAP update efforts; and part of the Green Team.Regularly checking in with S&NR. 1.1.19.      Work with community organizations to provide additional resources and training to staff engaging with elderly populations to support inclusive engagement structures. Admin-DEI Administration-IT Department ON TRACK List of local older adult-serving organizations has been gathered.Next steps are to brainstorm meaningul ways to 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-DEI Administration-IT Department ON TRACK Operationalized.ODEI manager meets regularly with VP at Cal Poly. 1.2 ENHANCE LOCAL NON-PROFIT AND BUSINESS ENVIRONMENTS TO ENCOURAGE PRACTICES THAT PROMOTE A STRONGER SENSE OF COMMUNITY AND BELONGING City of San Luis Obispo, California | 2024 DEI Strategic Plan Page 18 of 30 ONGOING FY24-25 FY25-26 FY26-27 FY27-28 PILLAR 1: DIVERSE COMMUNITY ENGAGEMENT AND REPRESENTATION KEY ACCOMPLISHMENTS / NOTES NOTE: All fiscal years are subject to evaluation, resource allocation, and funding during the Major City Goal and Budget process for the respective year. LEAD ORGANIZATION SUPPORTING PARTNERS TIMELINE STATUS 1.2.2.      Work with Cal Poly and Cuesta College to host interns. Admin-DEI Administration-IT Department ON TRACK Operationalized.ODEI has hosted Cal Poly and Cuesta students and will continue this effort. 1.2.3.      Research and explore a partnership with a qualified third party to develop and maintain a DEI competence certificate program for local businesses.Admin-DEI Office of Economic Development & Tourism Q4 INCOMPLETE 1.2.4.     Support and partner with proven providers to implement a series of technical assistance events to educate and equip minority- and women-owned businesses (MWOBs) with the tools they need to be successful business owners in the community.Admin-DEI Office of Economic Development & Tourism Q3 ON TRACK ODEI is working on two listening sessions for all businesses,targeted to MWOBs and open to all. Developed run of show,spoken with the Chamber,sent a preliminary survey to businesses,and now collaborating with 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 values Admin-DEI Human Resources Q1 COMPLETE ODEI has support request form and frequently messages out about it's availability for departments to submit items for review.ODEI also reviewed 4 City policies in 2025 and plans to review 4 more in 2026.This work is operationally being combined with 3.1.3 and 3.1.6 1.2.6.      Partner with non-profit organizations, such as the Chamber of Commerce and Diversity Coalition, to research the viability of developing a Leadership SLO module or program which encourages BIPOC and LGBTQ+ communities to develop leadership skills and encourage diverse groups to assume leadership roles on municipal boards, commissions, and the City Council.Admin-DEI Businesses & Non- profits Q3 COMPLETE ODEI created and implemented a training around how to join an Advisory Body (AB)and supported a community mixer to encourage individuals to join ABs.ODEI also reviewed demographic data for AB members and plans to continue doing outreach and presentations on this topic.This work has been operationally combined with 1.1.7 1.2.7.      Establish funding for all departments to add demographic questions to projects and programs in which such data will contribute to a better understanding of the participants’ makeup and needs to inform inclusive enhancements to future projects.Admin-DEI Administration-IT Department Q2 COMPLETE Demographic survey has been updated,FAQ created, and the new tools have been rolled out to the Leadership Team at the City. 1.2.8.      Research opportunities to support ongoing funding for the DEI SLO Business Grant Program.Admin-DEI Office of Economic Development & Tourism Q1 IN PROGRESS Research was completed on FY 2023 EDA Public Works and Economic Adjustment Assistance Program but it was found not to be viable. 1.2.9.     Support and sponsor job fairs to support businesses in engaging various communities that will foster more diverse and inclusive workforce development. Admin-DEI Human Resources Q3 COMPLETE ODEI in collaboration with Human Resources,has supported and sponsored multiple job fairs and community events,increasing engagement with a wider range of community members and expanding candidate applicant pools. 1.2.10.      Support and embed an equity lens into the City financial planning and budget process. Admin-DEI Finance Department Q1 COMPLETE ODEI Manager participates in the Financial Steering Committee meetings and provides insight and feedback on the budget process. City of San Luis Obispo, California | 2024 DEI Strategic Plan Page 19 of 30 ONGOING FY24-25 FY25-26 FY26-27 FY27-28 2.1.1.      Support the development and implementation of the Broadband Strategic Plan to ensure access is equitable and pursue funding to fill gaps. Admin-DEI Administration-IT Department ON TRACK Operationalized.Broadband Expansion will be completed November 2026. 2.1.2.      Complete training for applicable staff on the City's updated Public Engagement & Noticing (PEN) to ensure diverse participation. Admin-DEI Administration-IT Department ON TRACK Operationalized.The Public Engagement and Noticing Manual has been updated and intial trainings completed.Training will continued to be offered by Communications. 2.1.3.      Establish consistent and regular messaging, either visual, written, or oral, that validates and encourages the City’s commitment to DEI with the community and the City organization.Admin-DEI Administration-IT Department ON TRACK Operationalized.DEI Communications Plan has been completed.Promoting Access and Building Belonging is the consistent messaging.DEI icon will also be implemented soon to reinforce messaging. 2.1.4.      Partner with appropriate City departments to provide options for participation for all major public meetings when possible.Admin-DEI City Clerk's Office Q4 COMPLETE Zoom option will now be available City Council meetings 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-DEI Office of Economic Development & Tourism Q2 IN PROGRESS ODEI has created a flyer on the office's work which was dropped off to the Visitor Center.ODEI is also in the preliminary stages of developing a potential cultural historical walking tour of downtown SLO and some additional areas.ODEI has spoken to the 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-DEI Police Department Q4 2.1.7.      Partner with SLOFD to enhance disaster preparedness outreach programs for those with disability, access, and functional needs, and lower-socio-economic community members who are disproportionately affected by natural disasters. Admin-DEI Fire Department Q2 ON TRACK ODEI is actively engaged with the Emergency Response manager in disaster preparedness activities including Firewise Community meetings and collaborating at The Belonging Project events, and providing assistance in outreach.ODEI attended Listos CA summit and continues to collaborate with Fire,S&NR,etc.to discuss disaster response efforts. 2.1.8.      Incorporate land acknowledgement into City Council meetings and advisory body meetings.Admin-DEI Administration-IT Department Q3 IN PROGRESS Land Acknowledgment has been drafted but is on hold for other reasons. 2.1.9.      Provide City Council meeting information or other forms of communication in Spanish on the City’s website.Admin-DEI Administration-IT Department Q3 IN PROGRESS The City's website has an auto-translate feature powered by Google and can translate into 13 different languages including Spanish. 2.1.10.      Develop diverse visual messaging to ensure individuals with limited literacy skills understand events, programs, or projects sponsored or led by the City.Admin-DEI Administration-IT Department INCOMPLET E KEY ACCOMPLISHMENTS / NOTES PILLAR 2: EQUITABLE COMMUNICATION AND ACCESSIBILITY 2.1. DEVELOP AND IMPLEMENT INCLUSIVE AND ACCESSIBLE COMMUNICATION STRATEGIES THAT REFLECT THE CITY'S DEI INITIATIVES NOTE: ALL FISCAL YEARS are subject to evaluation, resource allocation, and funding during the Major City Goal and Budget process for the respective year. LEAD ORGANIZATION SUPPORTING PARTNERS TIMELINE STATUS City of San Luis Obispo, California | 2024 DEI Strategic Plan Page 20 of 30 ONGOING FY24-25 FY25-26 FY26-27 FY27-28 KEY ACCOMPLISHMENTS / NOTES PILLAR 2: EQUITABLE COMMUNICATION AND ACCESSIBILITY NOTE: ALL FISCAL YEARS are subject to evaluation, resource allocation, and funding during the Major City Goal and Budget process for the respective year. LEAD ORGANIZATION SUPPORTING PARTNERS TIMELINE STATUS 2.1.11.   Support City departments upon request in reviewing language, content, and images in all communication and marketing materials to ensure inclusion and accessibility.Admin-DEI All City Departments ON TRACK Operationalized.DEI Support Request Form is available and frequently messaged. 2.2.1.      Develop signage that articulates the City’s DEI values at City parks including Mission Plaza. Admin-DEI Administration-IT Department Q3 IN PROGRESS Research completed on bilingual signage for a few city locations.Costs may vary but were high.Due to budget limitations and reductions this initiative is on 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-DEI Parks & Recreation Q3 COMPLETE ODEI is meeting regularly with the Public Art Coordinator on plans to bring diverse artists and artwork to Palm Street.ODEI staff on jury for 2026 Poetry Walk and has shared the opportunity with diverse community partners.Will continue to partner and share art opportunities to underrepresented communities. 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. Admin-DEI Office of Economic Development & Tourism Q4 COMPLETE ODEI threw 2026 Lunar New Year celebration and will likely continue.ODEI continues to be present at,and support,cultural events in the City including Dia de los Muertos,the verbatim theatre,Arab American Heritage Festival,and Juneteenth.ODEI also had a banner up on S.Higuera that stated everyone belongs here. 2.2.4. Explore and research the viability and implementation of all new City facilities to include gender inclusive restrooms Admin-DEI Community Development Q3 INCOMPLET E 2.2.5.      Explore and research ways to incorporate bilingual information in City signage for key destinations. Admin-DEI Parks & Recreation Q3 IN PROGRESS Research completed on bilingual signage for a few city locations.Costs may vary but were high.Due to budget limitations and reductions this initiative is on 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-DEI Administration-IT Department Q2 ON TRACK Icon has been created via a community input process. Rollout plan is being developed. 2.2.7.      Contract to develop a feasibility study for a multicultural center. Admin Office of Sustainability & Natural Resources Q4 COMPLETE Completion of Community Belonging Series with Cal Poly;Cal Poly sent over analysis showing that the series was beneficial and the City should continue doing these events even if there is no funding for a physical space. 2.2 IMPROVE LOCAL DOWNTOWN AND OVERALL CITY ENVIRONMENTS BY CREATING OPPORTUNITIES TO CELEBRATE DIVERSITY AND FACILITATE INCLUSION City of San Luis Obispo, California | 2024 DEI Strategic Plan Page 21 of 30 ONGOING FY24-25 FY25-26 FY26-27 FY27-28 3.1.1.      Further develop purpose, role, activities and enhance impact of DEI Employee Committee, including equal standing and priority to tasks and responsibilities assigned to the members (e.g. Employee Resource Groups (ERGs), newsletters, cultural celebrations, trainings, internal communication, public web pages, etc.). Admin-DEI Administration-IT Department ON TRACK Operationalized.The DEI Employee Committee (DEIC) has continuously met and produced internal newsletters in addition to other activities.The DEIC formalized a charter and created subcommittees as well. 3.1.2.      Continue to provide grant support to the HRC for DEI High Impact Grants and Human Services Grants and complete necessary follow up to ensure required reporting by grant recipients. Admin-DEI Administration-IT Department ON TRACK Operationalized.Both grants have continued.New report review worksheets have been created to aid HRC in their review and an online reporting mechanism implemented for grantees. 3.1.3.      Edit existing and create new policies and procedures that reflect a DEI lens for internal processes to ensure all City Departments support the DEI Major City Goal. Admin-DEI All City Departments ON TRACK Operationalized.ODEI has support request form and frequently messages out about it's availability for departments to submit items for review.ODEI also reviewed 4 City policies in 2025 and plans to review 4 more in 2026.This work is operationally being combined with 1.2.5 and 3.1.6 3.1.4.      Evaluate resources needed to implement the DEISP across City departments and make funding recommendations as needed. Admin-DEI Administration-IT Department ON TRACK Operationalized.ODEI has evaluated the resources required to implement the DEISP acress City departments and developed funding recoomendations as appropriate to support sustainable implementation. 3.1.5.      Based on the completion of the DEI Strategic Plan, determine the ongoing support structure needed in the Office of DEI to optimally deliver organizational and community programs and services. Admin-DEI Administration-IT Department ON TRACK Operationalized.ODEI has two full time staff members and hosts interns. 3.1.6.      Review and embed DEI language into existing policies and procedures, codes of conduct within facilities, parks, programs, events, and rentals for services provided to the community. Admin-DEI All City Departments ON TRACK Operationalized.ODEI has support request form and frequently messages out about it's availability for departments to submit items for review.ODEI also reviewed 4 City policies in 2025 and plans to review 4 more in 2026.This work is operationally being combined with 1.2.5 and 3.1.3 3.1.7.      Include the DEI Manager in Financial Planning Steering Committee meetings. Admin-DEI Administration-IT Department ON TRACK Operationalized.ODEI Manager is on Financial Planning Steering Committee. 3.1.8.      Continue to support and act as the staff liaison to the Human Relations Commission. Admin-DEI Administration-IT Department ON TRACK Operationalized.ODEI continues to support and staff HRC on a regular basis. 3.1.9.      Annually revise and enhance DEI section in the City’s Legislative Platform. Admin-DEI Administration-IT Department ON TRACK Operationalized.ODEI feedback happens on a regular basis. 3.1.10.      Develop and implement a DEI language toolkit for City staff that includes guidelines to address inequities while also building better practices.Admin-DEI Administration-IT Department Q4 ON TRACK The Inclusive and Respectul Language Toolkit has been developed and is currently being translated.A staff roll out plan 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 209 Admin-DEI Administration-IT Department Q2 COMPLETE ODEI went through a comprehensive review process of our grant requirements,procedure,and reporting related to anti-discrimination laws and has updated the grant process 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-DEI Administration-IT Department Q4 ON TRACK ODEI is currently working on the 2025-26 annual report which will be distributed in July or August of 2026. PILLAR 3: EMBEDDED ACCOUNTABILITY AND SUSTAINABLE CHANGE 3.1. PRIORITIZE TRANSFORMATIONAL GOVERNANCE WHERE DEI IS EMBEDDED IN BUDGETING, PLANNING, PROGRAMMING, AND POLICY-MAKING KEY ACCOMPLISHMENTS / NOTES NOTE: ALL FISCAL YEARS are subject to evaluation, resource allocation, and funding during the Major City Goal and Budget process for the respective year.LEAD ORGANIZATION SUPPORTING PARTNERS TIMELINE STATUS City of San Luis Obispo, California | 2024 DEI Strategic Plan Page 22 of 30 ONGOING FY24-25 FY25-26 FY26-27 FY27-28 PILLAR 3: EMBEDDED ACCOUNTABILITY AND SUSTAINABLE CHANGE KEY ACCOMPLISHMENTS / NOTES NOTE: ALL FISCAL YEARS are subject to evaluation, resource allocation, and funding during the Major City Goal and Budget process for the respective year.LEAD ORGANIZATION SUPPORTING PARTNERS TIMELINE STATUS 3.1.13.      Explore, research, and implement the development of a Racial Equity Statement and a Gender Equity Statement to support the Community Development Department in their collaborative housing and homelessness funding opportunities.Admin-DEI Community Development Q2 COMPLETE Completed. 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-DEI Administration-IT Department Q3 ON TRACK ODEI is currently working on Program EJ-2.5:Develop Equity Checklist for City Programs and Capital Improvement 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-DEI Administration-IT Department Q3 COMPLETE ODEI has support request form and frequently messages out about it's availability for departments to submit items for review.Presented at CDD department meeting to inform staff of support ODEI was provide. 3.2.1.      Promote DEI best practices in Police Department (PD) recruiting and hiring efforts. Admin-DEI Police Department ON TRACK Best practices in recruitment,screening,and interviewing has been researched.Utilizing the DEIC Subcommittee on Workplace Development to review and make recommendations to move forward with.This work is operationally being combined with 3.2.5 and 4.2.1 3.2.2.      Work in partnership with Public Works and the Police Department to ensure new public safety building design is equitable and inclusive for the community and all department employees. Admin-DEI PD & Public Works IN PROGRESS Planning and design work for the Public Safety Building is on hold until completion of Tenant Improvements at 1106 Walnut.Additional design work for the public safety building is proposed to be funded as part of the next Financial 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-DEI Fire Department Q3 COMPLETE Completed.Study is complete and gender inclusivity is being incorporated into design of tenant improvements for Fire 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-DEI Administration-IT Department Q4 COMPLETE Operationalized.ODEI and SLOPD went over the hate and bias reporting process with HRC and staff updated flow chart and information on ODEI website.ODEI developing 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-DEI FD, PD, Utilities, and Public Works ON TRACK Best practices in recruitment,screening,and interviewing has been researched.Utilizing the DEIC Subcommittee on Workplace Development to review and make recommendations to move forward with.This work is operationally being combined with 3.2.1 and 4.2.1 3.2.6.      Embed DEI guidelines into the capital improvement project review committee processes. Admin-DEI Public Works ON TRACK ODEI and PW met and discussed how to incorporate Equity Checklist information into existing PID.Sent to PW for review.DEI will be more integrated into the planning process. 3.2 PARTNER WITH KEY PUBLIC FACING CITY DEPARTMENTS IN PURSUING STRATEGIES AIMED AT CREATING DIVERSITY, ADDRESSING INEQUITIES, AND FOSTERING SYSTEMIC CHANGE City of San Luis Obispo, California | 2024 DEI Strategic Plan Page 23 of 30 ONGOING FY24-25 FY25-26 FY26-27 FY27-28 4.1.1.      Provide DEI-related training for all staff of all levels (Council, Commissions, Advisory Boards, Directors, Managers, Staff, etc.) Admin-DEI Administration-IT Department Q4 ON TRACK Five trainings have been,or are in the process of being, developed and will be rolled out to all City staff.This work is operationally being combined with 4.2.3 4.1.2.      Update and provide resources using the internal DEI website to engage staff in knowledge- acquisition and skill-retention opportunities.Admin-DEI Administration-IT Department ON TRACK Operationalized.Internal DEI Sharepoint has been updated with 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-DEI Human Resources INCOMPLETE 4.1.4.      Incentivize and recognize participation in inclusive leadership training modules for all Department Heads and managers within the organization.Admin-DEI Administration-IT Department Q4 4.1.5.      Promote professional development opportunities outside the organization for staff to enhance their DEI competencies.Admin-DEI Administration-IT Department Q3 COMPLETE ODEI regularly shares DEI-related events with DEIC members and to all City staff via the DEI newsletter. Additional professional development opportunities will be included 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-DEI Human Resources ON TRACK Best practices in recruitment,screening,and interviewing has been researched.Utilizing the DEIC Subcommittee on Workplace Development to review and make recommendations to move forward with.This work is operationally being combined with 3.2.1 and 3.2.5 4.2.2.      Assess and develop enhancements processes such as implementing DEI focused screening and interviewing trainings to personnel and interview panels. Admin-DEI Human Resources ON TRACK Best practices in recruitment,screening,and interviewing has been researched.Utilizing the DEIC Subcommittee on Workplace Development to review and make recommendations to move forward with. 4.2.3.      Create and rollout DEI-focused trainings for employees. Admin-DEI Human Resources Q4 ON TRACK Five trainings have been or are in the process of being developed and will be rolled out to all City staff.This work is operationally being combined with 4.1.1 4.2.4.      Examine policies and programs to support primary caretakers. Admin-DEI Human Resources ON TRACK Family Friendly Workplace Assessment was taken by City staff and recommendations were not found to be feasibly implemented.FFW Subcommittee of DEIC are meeting with HR and ODEI regularly to discuss with policies and programs can be implemented. 4.2.5.      Collaborate with Human Resources to formalize a bilingual program for City employees including supplemental staff. Admin-DEI Human Resources ON TRACK ODEI in collaboration with HR,has developed an SOP for utilizing bilingual staff.Additional resources,including a document translation guide and a tracking system to support 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-DEI Human Resources ON TRACK The City offers flex schedules and implemented a formal Telework Policy in FY25 Q3.A job share program has not yet been developed.FFW Subcommittee of DEIC are meeting with HR and ODEI regularly to discuss with policies and programs can be implemented and shared throughout the City. PILLAR 4: INCLUSIVE ORAGNIZATIONAL CULTUREA AND STRUCTURE 4.1. EMPOWER CITY LEADERSHIP AND CITY STAFF TO BUILD UPON THEIR DEI COMPETENCIES AND ENGAGE IN EXPANDED EDUCATIONAL OFFERINGS 4.2 FOSTER AN INCLUSIVE WORKPLACE CULTURE THAT PROMOTES EQUITABLE HIRING, RETENTION, AND PROMOTION PRACTICES NOTE: ALL FISCAL YEARS are subject to evaluation, resource allocation, and funding during the Major City Goal and Budget process for the respective year. LEAD ORGANIZATION SUPPORTING PARTNERS TIMELINE STATUS KEY ACCOMPLISHMENTS / NOTES City of San Luis Obispo, California | 2024 DEI Strategic Plan Page 24 of 30 ONGOING FY24-25 FY25-26 FY26-27 FY27-28 PILLAR 4: INCLUSIVE ORAGNIZATIONAL CULTUREA AND STRUCTURE NOTE: ALL FISCAL YEARS are subject to evaluation, resource allocation, and funding during the Major City Goal and Budget process for the respective year. LEAD ORGANIZATION SUPPORTING PARTNERS TIMELINE STATUS KEY ACCOMPLISHMENTS / NOTES 4.2.7.      Implement an annual Quarterly Management Meeting to be focused on DEI in collaboration with the Office of DEI.Admin-DEI Human Resources Q3 INCOMPLETE 4.2.8.      Conduct job qualification study to identify comparable/transferable qualifications or skill sets between education and years of experience.Admin-DEI Human Resources INCOMPLETE 4.2.9.      Research and explore employment pipeline programs to remove barriers for diverse individuals including but not limited to Black, Indigenous, people of color, people within the LGBTQIA2S+ community, and those who have diverse neuro and physical abilities.Admin-DEI Human Resources Q4 4.2.10.      Partner with Human Resources and City Attorney’s Office to research a process for employees to report bias incidents that occur in the workplace.Admin-DEI Human Resources & Attorney's Office Q4 4.2.11 Collaborate with established Employee Resourve Groups (ERGs) such as PACE and SLOHAS to embed DEI into ongoing staff development and engagement opportunities.Admin-DEI Administration-IT Department Q4 IN PROGRESS College 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-DEI Administration-IT Department IN PROGRESS Best practices in recruitment,screening,and interviewing has been researched.Utilizing the DEIC Subcommittee on Workplace Development to review and make recommendations 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-DEI Human Resources Q3 COMPLETE ODEI collaborated with HR to incorporate DEI competencies into management evaluations;trainings related 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-DEI Human Resources Q4 COMPLETE Pronouns information has been incorporated into onboarding. DEI is part of Day of Welcome. 4.2.15.      Work with the Employee Recognition Committee to establish an Inclusive Excellence Staff Award.Admin-DEI Administration-IT Department Q1 4.2.16.      Collaborate with the Fire Department and other interested departments to expand their internship and mentorship program to remove barriers and increase diverse recruitment practices and employment retention.Admin-DEI Fire Department ON TRACK Operationalized in 2023 and 2024.The Fire internship is ongoing 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-DEI All City Departments Q1 INCOMPLETE City of San Luis Obispo, California | 2024 DEI Strategic Plan Page 25 of 30