Agenda packet — San Luis Obispo City Council, February 20, 2024 (part 1 of 2)

City Council
AGENDA

Tuesday, February 20, 2024, 5:30 p.m.

Council Chambers, 990 Palm Street, San Luis Obispo
Zoom participation will not be supported at this time. Council meetings can be viewed remotely on Channel 20, the City’s YouTube Channel, and on the City's website under the Public Meeting Agendas web page.

INSTRUCTIONS FOR PUBLIC COMMENT:

Public Comment prior to the meeting (must be received 3 hours in advance of the meeting):

Mail - Delivered by the U.S. Postal Service. Address letters to the City Clerk's Office at 990 Palm Street, San Luis Obispo, California, 93401.

Email - Submit Public Comments via email to [email protected]. In the body of your email, please include the date of the meeting and the item number (if applicable). Emails will not be read aloud during the meeting.

Voicemail - Call (805) 781-7164 and leave a voicemail. Please state and spell your name, the agenda item number you are calling about, and leave your comment. Verbal comments must be limited to 3 minutes. Voicemails will not be played during the meeting. *All correspondence will be archived and distributed to councilmembers, however, submissions received after the deadline may not be processed until the following day.

Public Comment during the meeting:

Meetings are held in-person. To provide public comment during the meeting, you must be present at the meeting location.

Electronic Visual Aid Presentation. To conform with the City's Network Access and Use Policy, Chapter 1.3.8 of the Council Policies & Procedures Manual, members of the public who desire to utilize electronic visual aids to supplement their oral presentation are encouraged to provide display-ready material to the City Clerk by 12:00 p.m. on the day of the meeting. Contact the City Clerk's Office at [email protected] or (805) 781-7114.

Pages

1. CLOSED SESSION: STARTS AT 4:30 PM

1.a CALL TO ORDER
Mayor Erica A. Stewart will call the Closed Session Meeting of the San Luis Obispo City Council to order in the Council Hearing Room at City Hall, 990 Palm Street, San Luis Obispo.

1.b PUBLIC COMMENT FOR CLOSED SESSION ITEMS ONLY
Public comment will only be accepted for Closed Session items.

1.c CONFERENCE WITH LEGAL COUNSEL - ANTICIPATED LITIGATION Significant exposure to litigation pursuant to paragraph (2) of subdivision (d) of Section 54956.9. No. of potential cases: One.

A point has been reached where, in the opinion of the legislative body of the local agency on the advice of its legal counsel, based on existing facts and circumstances, there is a significant exposure to litigation against the local agency. The existing facts and circumstances exposing the City to litigation are set forth in a letter from Kevin I. Shenkman, Attorney at Law, on behalf of his client Southwest Voter Registration Education Project, alleging that the City’s current at-large election system for the election of City Council members and the Mayor violates the California Voting Rights Act and demanding that the City transition to by district elections. Mr. Shenkman’s letter dated February 17, 2023, is on file and available for review in the City Clerk’s Office located at 990 Palm Street.

1.d ADJOURNMENT
The City Council will hold a Regular Meeting on February 20, 2024 at 5:30 p.m. in the Council Chambers at City Hall, 990 Palm Street, San Luis Obispo.

2. CALL TO ORDER
Mayor Erica A. Stewart will call the Regular Meeting of the San Luis Obispo City Council to order.

3. PLEDGE OF ALLEGIANCE
Council Member Jan Marx will lead the Council in the Pledge of Allegiance.

4. PRESENTATIONS

4.a TEEN DATING VIOLENCE AWARENESS MONTH PROCLAMATION
Mayor Stewart will present a proclamation declaring the month of February as "Teen Dating Violence Awareness Month".

4.b INTRODUCTION - ECONOMIC DEVELOPMENT AND TOURISM
STAFF
Deputy City Manager Greg Hermann will introduce the following staff members in the Economic Development & Tourism Division:
• Molly Cano, Economic Development & Tourism Manager
Jacqui Clark-Charlesworth, Tourism & Community Promotions Manager
•
• McKenzie Taffe, Economic Development Analyst

4.c OVERVIEW OF EXISTING / PENDING / ENTITLED DEVELOPMENT

PROJECTS
Community Development Director Timmi Tway will provide an overview of Existing/Pending/Entitled Development Projects.

4.d CITY MANAGER REPORT
Receive a brief report from City Manager Derek Johnson.

5. PUBLIC COMMENT PERIOD FOR ITEMS NOT ON THE AGENDA
Not to exceed 15 minutes. The Council welcomes your input. State law does not allow the Council to discuss or take action on issues not on the agenda, except that members of the Council or staff may briefly respond to statements made or questions posed by persons exercising their public testimony rights (Gov. Code sec. 54954.2). Staff may be asked to follow up on such items.

6. CONSENT AGENDA
Not to exceed 15 minutes. Matters appearing on the Consent Calendar are expected to be non-controversial and will be acted upon at one time. A member of the public may request the Council to pull an item for discussion. Pulled items shall be heard at the close of the Consent Agenda unless a majority of the Council chooses another time. The public may comment on any and all items on the Consent Agenda within the three-minute time limit.

Recommendation:

To approve Consent Calendar Items 6a to 6f.

6.a WAIVE READING IN FULL OF ALL RESOLUTIONS AND

ORDINANCES
Recommendation:

Waive reading of all resolutions and ordinances as appropriate.

6.b MINUTES REVIEW - FEBRUARY 1, 2024 AND FEBRUARY 6, 2024

COUNCIL MINUTES
9 Recommendation:

Approve the following minutes of the City Council:
• February 1, 2024 - Special Closed Session Meeting
• February 6, 2024 - Regular Meeting

6.c APPROVAL OF THE 2024-25 COMMUNITY DEVELOPMENT BLOCK

GRANT (CDBG) FUNDING RECOMMENDATIONS
17 Recommendation:

Adopt a Draft Resolution entitled, “A Resolution of the City Council of the City of San Luis Obispo, California, approving the 2024-25 Community Development Block Grant (CDBG) Program” proposed funding recommendations for a total of $454,800.

6.d AUTHORIZATION TO EXECUTE A FIVE-YEAR LEASE AGREEMENT

WITH UBEO FOR REPLACEMENT AND MAINTENANCE OF COPIER

EQUIPMENT
71 Recommendation:

Authorize the City Manager to execute a five-year lease agreement with Ubeo for replacement and maintenance of
copier equipment; and

1. Waive formal bids and authorize use of Shasta Union High School District R6 – 2020 Master Enabling Agreement to
procure this purchase as allowed under 03.24.060E of the City of San Luis Obispo Municipal Code.

2. 6.e REQUEST FOR QUALIFICATIONS FOR 2024-2029 ON-CALL

PROFESSIONAL DEVELOPMENT SERVICES
97 Recommendation:

Approve the Request for Qualifications for professional development services; and

1. Authorize the Human Resources Director to establish a 2024- 2029 on-call list from the qualifications received and deemed responsive; and

2. Authorize the Human Resources Director to execute
professional development services agreements with the
companies included in the 2024-2029 on-call list during the fiveyear period from July 1, 2024-June 30, 2029.

3. 6.f AUTHORIZE THE FIRE DEPARTMENT TO APPLY FOR WILDFIRE PREVENTION ACTIVITIES GRANT FUNDING THROUGH CAL FIRE’S

CALIFORNIA CLIMATE INVESTMENT (CCI) WILDFIRE PREVENTION

GRANT PROGRAM AND PROVIDE A LETTER OF SUPPORT TO SLO

COUNTY FIRE SAFE COUNCIL
131
Recommendation:

Authorize the Fire Department to apply for funding under Cal Fire’s CCI Wildfire Prevention Grant Program to purchase specialized equipment for wildfire fuel reduction work; and

1. Adopt a Draft Resolution entitled, “A Resolution of the City Council of the City of San Luis Obispo, California, authorizing the Fire Department to apply for the California Climate Investment’s Wildfire Prevention Grants Program and carry out the project, if awarded”; and

2. Authorize the City Manager, or Fire Chief as their designee, to execute the grant documents and approve the budget changes necessary to appropriate the grant amount upon notification that the grant has been awarded.

3. 7. PUBLIC HEARING AND BUSINESS ITEMS

7.a ADOPTION OF THE DIVERSITY, EQUITY, & INCLUSION STRATEGIC PLAN (Estimated Time: 60 minutes)
137
Recommendation:

Adopt the Diversity, Equity, and Inclusion Strategic Plan, as recommended by the Human Relations Commission.

8. STUDY SESSION

8.a STUDY SESSION TO RECEIVE AN UPDATE AND PROVIDE

DIRECTION REGARDING THE CITYWIDE USER AND REGULATORY
FEE STUDY (Estimated Time: 90 minutes)
183
Recommendation:

Hold a study session and receive a presentation on the City’s user and regulatory fees; and

1. Receive public input and provide guidance to staff regarding recommended fee-related structural changes and any
adjustments to current policies or practices; and

2. Direct staff to perform outreach to interested parties consistent with the Public Engagement and Noticing Manual ahead of the public hearing scheduled for March 19, 2024, to consider approving new user and regulatory fees consistent with the completed fee study.

3. 9. LIAISON REPORTS AND COMMUNICATIONS
Not to exceed 15 minutes. Council Members report on conferences or other City activities. At this time, any Council Member or the City Manager may ask a question for clarification, make an announcement, or report briefly on their activities. In addition, subject to Council Policies and Procedures, they may provide a reference to staff or other resources for factual information, request staff to report back to the Council at a subsequent meeting concerning any matter or take action to direct staff to place a matter of business on a future agenda. (Gov. Code Sec. 54954.2)

10. ADJOURNMENT
The next Regular Meeting of the City Council will be held on March 5, 2024 at 5:30 p.m. in the Council Chambers at City Hall, 990 Palm Street, San Luis Obispo.

LISTENING ASSISTIVE DEVICES for the hearing impaired - see the Clerk.

The City of San Luis Obispo wishes to make all of its public meetings accessible to the public. Upon request, this agenda will be made available in appropriate alternative formats to persons with disabilities. Any person with a disability who requires a modification or accommodation in order to participate in a meeting should direct such request to the City Clerk’s Office at (805) 781-7114 at least 48 hours before the meeting, if possible. Telecommunications Device for the Deaf (805) 781-7410.

City Council meetings are televised live on Charter Channel 20 and the City's YouTube Chanel: www.youtube.com/CityofSanLuisObispo. Agenda related writings or documents provided to the City Council are available for public inspection in the City Clerk’s Office located at 990 Palm Street, San Luis Obispo, California during normal business hours, and on the City’s website https://www.slocity.org/government/mayor-and-city-council/agendas-andminutes. Persons with questions concerning any agenda item may call the City Clerk’s Office at (805) 781-7114.
1 Council Minutes
February 1, 2024, 5:30 p.m.

Council Hearing Room, 990 Palm Street, San Luis Obispo
Council Members

Present:

Council Member Emily Francis, Council Member Jan Marx,
Council Member Michelle Shoresman, Vice Mayor Andy Pease, Mayor Erica A. Stewart
City Staff Present: Derek Johnson, City Manager, Christine Dietrick, City Attorney, Teresa Purrington, City Clerk
_____________________________________________________________________

1. CALL TO ORDER
A Special Closed Session Meeting of the San Luis Obispo City Council was called to order on February 1, 2024 at 5:30 p.m. in the Council Hearing Room at City Hall, 990 Palm Street, San Luis Obispo, by Mayor Stewart.

2. PUBLIC COMMENT FOR CLOSED SESSION ITEMS ONLY
Public Comment:

None
--End of Public Comment--

3. CONFERENCE WITH LABOR NEGOTIATORS
ACTION: City Attorney Dietrick indicated that no reportable action was taken.

4. ADJOURNMENT
The meeting was adjourned at 6:30 p.m. The next Regular Meeting of the City Council will be held on February 6, 2024 at 5:30 p.m. in the Council Chambers at City Hall, 990 Palm Street, San Luis Obispo.

APPROVED BY COUNCIL: XX/XX/2024

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1 Council Minutes
February 6, 2024, 5:30 p.m.

City Hall, 990 Palm Street, San Luis Obispo
Council Members

Present:

1. CALL TO ORDER
A Regular Meeting of the San Luis Obispo City Council was called to order on February 6, 2024 at 5:30 p.m. in the Council Chambers, 990 Palm Street, San Luis Obispo, by Mayor Stewart.

2. PLEDGE OF ALLEGIANCE
Mayor Stewart led the Council in the Pledge of Allegiance.

3. PRESENTATIONS

3.a BLACK HISTORY MONTH PROCLAMATION
Mayor Stewart presented a proclamation declaring the month of February as "Black History Month" to Tobin Johnson on behalf of the NAACP.

3.b SLO MUSEUM OF ART ANNUAL REPORT PRESENTATION
Leann Standish, Executive Director, provided a presentation on the San Luis Obispo Museum of Art (SLOMA) Annual Report.

3.c CITY MANAGER REPORT
City Manager Derek Johnson provided a report on upcoming projects.

4. PUBLIC COMMENT PERIOD FOR ITEMS NOT ON THE AGENDA
Public Comment:

Kerr Smith
Scott Thompson
Alyssa Devantier
Kyle Sweezey
Deena Han
Ashraf Tubeileh
Derek Shogin
Bill Farber
--End of Public Comment--

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2 5. CONSENT AGENDA
Motion By Vice Mayor Pease
Second By Council Member Shoresman
To approve Consent Calendar Items 6a to 6f.

Ayes (5): Council Member Francis, Council Member Marx, Council Member Shoresman, Vice Mayor Pease, and Mayor Stewart
CARRIED (5 to 0)

5.a WAIVE READING IN FULL OF ALL RESOLUTIONS AND ORDINANCES Waive reading of all resolutions and ordinances as appropriate.

5.b MINUTES REVIEW - JANUARY 23, 2024 COUNCIL MINUTES
Approve the minutes of the City Council meeting held on January 23, 2024.

5.c SECOND READING OF ORDINANCE NO. 1732 (2024 SERIES)
AMENDING MUNICIPAL CODE SECTION 9.22.040 – SAFETY

ENHANCEMENT ZONES
Adopt Ordinance No. 1732 (2024 Series) entitled “An Ordinance of the City Council of the City of San Luis Obispo, California, amending Chapter

9.22 (Safety Enhancement Zones) of the Municipal Code to revise and expand the dates and times during which the Safety Enhancement Zone applies to St. Patrick’s Day and Halloween.”

5.d APPROVE A GRANT AGREEMENT WITH FRIENDS OF LA LOMA
ADOBE
Authorize the City Manager to execute a Grant Agreement with the Friends of La Loma Adobe in a final form satisfactory to the City Attorney and authorize the disbursement of funds in the amount of $100,000.

5.e AUTHORIZE AN AGREEMENT BETWEEN THE CITY OF SAN LUIS

OBISPO AND SLO MARTIN PROPERTIES, LLC FOR PARK

MAINTENANCE AND OUTDOOR DINING
Authorize the City Manager to execute an agreement with SLO Martin Properties, LLC for park maintenance and outdoor dining on City-owned property, located at 2163 Santa Barbara Street.

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3 5.f AMENDED AND RESTATED EXCLUSIVE NEGOTIATING AGREEMENT

WITH SMART SHARE HOUSING SOLUTIONS
Approve the draft Amended and Restated Exclusive Negotiating Agreement with Smart Share Housing Solutions, in a final form satisfactory to the City Attorney.

6. PUBLIC HEARING AND BUSINESS ITEMS

6.a FISCAL YEAR 2023-24 MID-YEAR BUDGET REVIEW (Estimated Time:
90 minutes)
Council Member Francis declared a conflict and recused from discussion about the Broad Street Active Transportation Plan, due to a financial conflict as she owns property within 300 feet of Broad Street.

City Manager Derek Johnson, Finance Director Emily Jackson, Policy & Project Manager Natalie Harnett and Public Works Director Matt Horn provided an in-depth staff report and responded to Council questions.

Public Comments:

John Thomas
Erik Justesen
Dan Kallal
Kathryn Hicks
John Weege
James Prey
Rick Pieros
Ellie Washington
Jackie Parker
Judy Stroyer
Borwin
Levi Rosenberg
---End of Public Comment---
Motion By Council Member Marx
Second By Council Member Shoresman

1. Appropriate $800k from the Infrastructure Investment Fund to support staffing needs for the Broad Street ATP with the Mid-Year Budget and approval of this funding for carryover through FY 2023- 24 and into FY 2024-25.

2. Direct staff to return with a project plan for Broad Street ATP Improvements with Budget Supplement.

Ayes (4): Council Member Marx, Council Member Shoresman, Vice Mayor Pease, and Mayor Stewart
Recused (1): Council Member Francis
CARRIED (4 to 0)

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2 Motion By Vice Mayor Pease
Second By Council Member Marx

1. Receive and discuss the Mid-Year Budget report based on revised projections for all major funds at the mid-point of the 2023-24 fiscal year, with the following change to the use of General Fund Unassigned Fund Balance:
o Do not fund Line 4, Public Art Contribution, to purchase the "David" in the amount of $120,000; allocate those funds to the Infrastructure Investment Fund.

2. Adopt Resolution No. 11474 (2024 Series) entitled, “A Resolution of the Council of the City of San Luis Obispo, California, approving amendments to the adopted 2023-24 Budget Appropriations” and approve the allocations as stated in the Mid-Year Budget Report.

Ayes (3): Council Member Marx, Council Member Shoresman, and Vice Mayor Pease
Noes (2): Council Member Francis, and Mayor Stewart
CARRIED (3 to 2)

6.b UPDATE ON SENATE BILL 1439, ADDITIONAL CAMPAIGN

CONTRIBUTION DISCLOSURES, AND CONSIDER INTRODUCTION OF
AN ORDINANCE TO AMEND MUNICIPAL CODE CHAPTER 2.40.040
(CAMPAIGN CONTRIBUTION LIMITATIONS) (Estimated Time: 60 minutes) Deputy City Manager Greg Hermann, Deputy City Clerk Megan Wilbanks and City Clerk Teresa Purrington provided an in-depth staff report and responded to Council questions.

Public Comments:

None
---End of Public Comment---
Motion By Council Member Francis
Second By Council Member Marx

1. Receive an update on Senate Bill 1439; and

2. Provide direction to staff to create disclosure forms to be included with planning applications and modify public comment cards with disclosure statements; and

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3 3. Introduction Ordinance No. 1733 (2024 Series) entitled, “An Ordinance of the City Council of the City of San Luis Obispo, California, amending Chapter 2.40.040 of the Municipal Code related to Campaign Contribution Limitations” reducing the per person contribution limit from $300 to $250.

Ayes (3): Council Member Francis, Council Member Marx, and Council Member Shoresman
Noes (2): Vice Mayor Pease, and Mayor Stewart
CARRIED (3 to 2)

7. LIAISON REPORTS AND COMMUNICATIONS
Mayor Stewart asked staff to look at Council Policies and Procedures regarding when we must allow virtual public comment.

Council Member Shoresman attended the Peoples’ Self-Help Housing ribbon cutting and the Diablo Canyon Decommissioning meeting held virtually.

Council Member Marx attended the APCD meeting and was appointed Vice Chair for 2024 and the Pallet Shelter Show on Toro and Monterey.

Mayor Stewart presented at the Los Osos Rotary and attended the Quarterly Mayor/Advisor Body Chair meeting, the City Selection committee meeting, and the grand opening for Peoples’ Self-Help Housing.

Council Member Francis attended the Pallet Shelter Road Show and the Quarterly Mayor/Advisory Body Chair meeting.

8. ADJOURNMENT
The meeting was adjourned at 10:55 p.m. The next Regular City Council Meeting is scheduled for February 20, 2024 at 5:30 p.m. in the Council Chambers at City Hall, 990 Palm Street, San Luis Obispo.

APPROVED BY COUNCIL: XX/XX/2024

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Item 6c
Department: Community Development
Cost Center: 4008
For Agenda of: 2/20/2024
Placement: Consent
Estimated Time: N/A
FROM: Timmi Tway, Community Development Director
Prepared By: Owen Goode, Acting Housing Coordinator
SUBJECT: APPROVAL OF THE 2024-25 COMMUNITY DEVELOPMENT BLOCK

GRANT FUNDING RECOMMENDATIONS

RECOMMENDATION
Adopt a Draft Resolution entitled, “A Resolution of the City Council of the City of San Luis Obispo, California, approving the 2024-25 Community Development Block Grant (CDBG) Program” proposed funding recommendations for a total of $454,800.

The staff recommendation differs from the recommendation that the Human Relations Commission (HRC) made at its meeting on January 10, 2024. The HRC recommendation is included below for the City Council’s consideration as an alternative. The differences between staff’s recommendation and the HRC recommendation and the reason for the staff recommendation are described below in the Funding Recommendations section of this report.

POLICY CONTEXT
The approved funding priorities and proposed funding recommendations from the Human Relations Commission (HRC) align with the City’s Major City Goals for FY 2023-25 for Goal 3, Housing and Homelessness, specifically to:

Support the expansion of housing options for all, and continue to facilitate the production of housing, including the necessary supporting infrastructure, with an emphasis on affordable and workforce housing as well as accessibly connected development. Collaborate with local non-profit partners, non-governmental agencies, the county, the state, and federal governments to advocate for increased funding and implementation of comprehensive and effective strategies to prevent and reduce homelessness.

The 2023-25 CDBG recommendations allow the City to further implement the General Plan 6
th Cycle Housing Element by satisfying the following on-going programs:

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Item 6c

1.7 to Continue to support local and regional solutions to homelessness by funding supportive programs, services, and housing solutionsi, 4.7 Affirmatively Further Fair Housingii, 6.17 Financially assist in the development of affordable housingiii, and 8.11 Continue to provide resources that support local and regional solutions to meet the needs of the homelessiv.

DISCUSSION
Background
The Community Development Block Grant Program (CDBG Program) is administered through the U.S. Department of Housing and Urban Development (HUD) and provides financial assistance in the form of grants in three program areas: Public Services, Development of Affordable Housing and/or Public Facilities, and Program Administration/Capacity Building. The City of San Luis Obispo is anticipated to receive an estimated allocation for the 2024-25 funding cycle of $454,800 as a participant in San Luis Obispo County’s Urban County Program.

The total funding allocations allowed per category are as follows pursuant to applicable regulations:

Jurisdiction Estimated
Allocation
County
Admin
Allocation
(65% of
20%)
City Admin
Allocation
(35% of 20%)
City Public
Services
Allocation
(15%)v
City Remaining
Funds Available
for 2024-25
Project
Applications (65%)
City of San
Luis Obispo $454,800 $59,124 $31,836 $68,220 $295,620
City Total: $395,676
The City and County share the administration portion of funding in a 35/65 split of the 20% Administration allowance, which was the negotiated split between the City and County as part of the regional effort to administer the reporting and administration requirements for a Consolidated Planvi for the 2020-2024 program years.

The City received five applications for the upcoming cycle, requesting a total of $660,810.

The applications were received from Community Action Partnership of San Luis Obispo (CAPSLO), 5 Cities Homeless Coalition (5CHC), Housing Authority of San Luis Obispo (HASLO), and the City of San Luis Obispo. After allocation of the administration costs, there is $395,676 available for allocation to applicants. The City must submit recommended funding amounts to the County by March 1, 2024. County staff will hold a hearing and present the Action Plan to the Board of Supervisors in April 2024, and subsequently submit the Action Plan to HUD once approved. The 2024 Program Year will begin July 1, 2024, and end June 30, 2025.

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Item 6c
Previous Council or Advisory Body Action
On November 7, 2023, the City Council adopted the Human Relations Commission’s recommended funding priorities for the 2024-25 CDBG funding year. The ranked priorities established by the City Council are:

1. Provide emergency and transitional shelter, homelessness prevention and services.

2. Develop and enhance affordable housing for low and very-low-income persons.

3. Enhance economic development (to include seismic retrofit, economic stability, low- and moderate-income jobs).

4. Promote accessibility and/or removal of architectural barriers for the disabled and elderly.

On January 10, 2024, the Human Relations Commission (HRC) reviewed the applications for funding and considered a staff recommended funding allocation. After deliberation, the HRC recommended an adjustment to staff’s preliminary funding recommendations.

The original staff recommendation was to provide all available Public Services funds to CAPSLO’s request and to not fund the 5CHC request due to limited funds and the high impact and need for services at 40 Prado Homeless Services Center. Both funding requests are aligned with the first funding priority and are competitive applications. The Commission indicated that a reason for the HRC’s recommendation to adjust the funding and partially fund both applications is to better reflect and support regional collaboration efforts for homelessness and supportive services within the City and County.

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Item 6c
All projects and programs that requested funding are further described below and shown in Attachment B. A copy of each 2024-25 CDBG application is also provided in Attachment Cvii.

Funding Recommendations
After careful consideration of the HRC recommendations for funding, staff is recommending approval of the original staff recommendation that was presented to the HRC (shown in Exhibit B). The HRC reviews CDBG allocation requests and applications and makes recommendations to the City Council regarding these requests, however, the City Council is the final decision maker in determining CDBG funding allocations.

1. Community Action Partnership of San Luis Obispo (CAPSLO) – 40 Prado Homeless Services Center: The Prado Homeless Services Center (Prado HSC) in San Luis Obispo offers an access center and emergency shelter services, meals, showers, health screenings at the CHC on-site clinic, services to dual- diagnosed individuals, recuperative care for those recently released from the hospital, animal kennels, a community garden, laundry, internet access, and a mail and message center to facilitate job and housing searches. Case managers and staff assist clients in creating individualized plans with set goals and objectives to obtain housing and self-sufficiency. Services will expand as a result of CDBG funding.

CAPLSO currently is serving over 300 meals on a daily basis and fully anticipates that need to grow over the next year. CAPSLO is requesting funding to expand the kitchen staff that support the meals served 365 days per year. Funding will cover 2 full-time cooks and 1 full time kitchen supervisor, plus fringe benefits. The Human Relations Commission has recommended a partial funding award for this application of $47,887, however, staff does not recommend approval of this recommendation. Staff is recommending allocating all available Public Service funds ($68,220.00) to this application. This application is part of the Public Services funding reservation.

2. 5 Cities Homeless Coalition (5CHC) – San Luis Obispo County Rapid Rehousing/Homeless Prevention: 5CHC has requested $20,333 for the Rapid Rehousing and Homeless Prevention Program. 5CHC's Housing Program braids available funding sources and with multiple sources of funds, 5CHC can target funds with differing eligibility criteria to maximize their use to serve those with the highest needs and greatest number possible. 5CHC’s housing and stabilization services including landlord cultivation, case management support, and subsistence payments for rent, application fees and deposits to individuals, following a coordinated entry assessment and progressive engagement model.

With these activities 5CHC will work to quickly identify and resolve barriers to gaining or maintaining housing. These services are estimated to serve 14 households and 32 persons within the City of San Luis Obispo. The Human Relations Commission has recommended to fully fund this application in the amount of $20,333, however, staff does not recommend approval of this recommendation. Staff is not recommending a CDBG funding allocation for this application. This application is part of the Public Services funding reservation.

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Item 6c

3. Housing Authority of San Luis Obispo (HASLO) – Monterey Crossing Senior Housing (1480 Monterey): The Housing Authority has requested $ 523,641 for the Monterey Crossing Senior Housing project. The Human Relations Commission is recommending a partial award for this application of $295,620 which is the maximum funding available for this application category. This affordable housing project is expected to serve senior citizens and those that may live with disabilities.

The project will feature 30 studios and 26 one - bedroom units for a total allocation of 56 housing units.

4. City of San Luis Obispo – CDBG Administration and Capacity Building: Pursuant to the agreement with the County, $59,124 of that amount is provided to the County for its administration of the Urban County CDBG program. The remaining $31,836 is provided to the City for its administration of the program. Of that amount, staff and the HRC recommends that $6,367.20 for direct administrative costs of the CDBG program and $25,468.80 towards capacity building in the form of further implementation of the Housing Element. The capacity building allocation can be used for affordable housing or low-income related City programs. Staff anticipates using a portion of this funding towards Program 1.7 from the 6th Cycle Housing Element which directly benefits homeless and low-income individuals by continuing to support local and regional solutions to homelessness by funding supportive programs, services, and housing solutions. Staff will also continue to implement Program 8.11 from the Housing Element which requires the City's Housing Policies and Programs team to continue to provide resources that support local and regional solutions to meet the needs of homeless. These funds requested by the City may only be used for staff time spent on the implementation of the mentioned programs and cannot be spent towards public services with local partners. The Administration and Capacity Building were submitted as two separate CDBG applications putting the total number of CDBG funding requests at 5.

Staff appreciates the input from the Human Relations Commission to provide funding to the 5 Cities Homeless Coalition. The applications submitted from both agencies were competitive and are eligible to receive funding through the CDBG program. Staff is providing a different recommendation from the Human Relations Commission for several reasons. First, expanding food services for hundreds of recipients per day is a critical need and at 40 Prado Homeless Services Shelter and the money allocated will allow staff to implement other programs effectively by facilitating a fully staffed kitchen on a daily basis. 40 Prado has experienced an increase in demand for their services and provides critical services within the City of San Luis Obispo. 40 Prado is the only Homeless Services emergency shelter in the City of San Luis Obispo. Due to the limited availability of funds, it has been determined by staff that in order to expand food services effectively at 40 Prado, all CDBG funds from the Public Services sector must be provided to 40 Prado.

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Item 6c
Staff have also identified that the 5CHC’s funding request align directly with the main funding priority for the City’s 2024-25 Human Services Grant Cycle which is, “Homeless prevention including affordable and alternative housing, supportive services, and transitional housing”. The maximum request for this grant program is $20,000 which is reflective of 5CHC’s need. Applications are due March 1, 2024, and both applicants (CAPSLO and 5CHC), have been encouraged by staff to apply for funding through this grant program. Staff will facilitate the application process as appropriate.

Public Engagement
Public engagement is conducted annually at the Human Relations Commission during the Community Needs Hearing. The previous Community Needs Hearing was held on October 4, 2023. During the Community Needs Hearing, staff notified the public of the County’s upcoming Notice of Funding Availability (NOFA) for the 2024 Action Plan. The NOFA was released by the County on October 6, 2023, and provided a detailed description of all funding opportunities available through the 2024 Action Plan and how to inquire about each program.

ENVIRONMENTAL REVIEW
With the exception of the award recommendation to HASLO for the Monterey Crossing Senior Housing project, the proposed CDGB funding allocations are not considered a “project” under Section 15378 of the CEQA Guidelines. Further, the proposed CDBG funding allocation to HASLO is categorically exempt from environmental review per California Environmental Quality Act (CEQA) Guidelines (Section 15061(b)(2)) because the funding allocation is intended to provide for the approved project application ARCH0020-2022, Monterey Crossing Senior Housing (1480 Monterey), that has been determined to be categorically exempt from the provisions of the CEQA (Class 32, Infill Exemption).

FISCAL IMPACT
Budgeted: Yes Budget Year: 2024-25
Funding Identified: Yes
Fiscal Analysis:

Funding
Sources
Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
General Fund $ $ $ $
State
Federal: CDBG $454,800 $454,800 $0
Fees
Other:

Total $454,800 $454,800 $ $

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Item 6c

ALTERNATIVES

1. The City Council may approve the Human Relations Commission Funding Recommendations.

2. The City Council may modify the recommended funding amounts.

3. The City Council may continue consideration of funding for the FY 2024-25 CDBG Program Year. Staff does not recommend this action because the City’s recommended funding priorities must be received by the County by the end of March to be included in the final FY 2024-25 Action Plan.

ATTACHMENTS
A - Draft Resolution adopting 2024-25 CDBG Recommendations B - Draft 2024-25 CDBG HRC Recommendations
C - 2024-25 CDBG Applications
i Continue to support local and regional solutions to homelessness by funding supportive programs services and housing solutions.
ii The City shall support Affirmatively Further Fair Housing (AFFH) by: • Facilitating public education and outreach by providing informational flyers on fair housing and reasonable accommodation at public counters and on the City’s website. Information will be included with utility billing at least once per year. • Training staff, elected officials, and appointees on issues of disparity, structural racism, and inequality through the City’s Diversity, Equity and Inclusion (DEI) Program. • Implementing language standards and procedures for providing equal access to City services and programs to all residents, including persons with limited proficiency in English. • Deed- restricting units to provide affordability and reduce displacement. • Supporting new technologies and/ or products such as modular housing construction to reduce costs and increase access to housing. • Distributing information regarding tenant rights and Fair Housing resources as part of Code Enforcement’ s response to housing code enforcement issues. iii Financially assist in the development of 20 housing units per year that are affordable to extremely low, very- low, low- and moderate income households during the planning period using State, Federal, and local funding sources, with funding priority given to projects that result in the maximum housing benefits for the lowest household income levels.
iv Continue to provide resources that support local and regional solutions to meet the needs of the homeless and continue to support, jointly with other agencies, shelters and programs, such as Housing First and Rapid Rehousing, for the homeless and displaced individuals and families. v Awards made for public services may not exceed 15 percent of the total amount of CDBG funds available pursuant to 42 U.S.C. 5305 (a)(8).
vi The Consolidated Plan is a five-year strategic planning document for the Urban County of San Luis Obispo (the “County”) that establishes the goals for the County’ s community development and affordable housing activities. The U.S. Department of Housing and Urban Development (HUD) requires that San Luis Obispo County outline a vision for an effective and coordinated community development strategy. vii The application from the County of San Luis Obispo for CDBG Administration is not included.

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R ______
RESOLUTION NO. _____ (2024 SERIES)

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN LUIS OBISPO, CALIFORNIA, APPROVING THE 2024-25 COMMUNITY

DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM
WHEREAS, the City of San Luis Obispo is a participating jurisdiction in the San Luis Obispo Urban County, along with the cities of Arroyo Grande, Atascadero, Morro Bay, Paso Robles, Pismo Beach, and the County of San Luis Obispo; and WHEREAS, said cities and County cooperatively administer several federal grant programs under the provisions of the 2024-26 Cooperative Agreement between the City and County dated September 5, 2023, and under applicable U.S. Department of Housing and Urban Development Department (HUD) rules; and
WHEREAS, pursuant to said agreement, the Urban County Public Participation Plan, and HUD rules, the Human Relations Commission held a public hearing on January 10, 2024, to consider funding recommendations and provided a recommendation to Council, to review applications for federal grant funding, and to consider public comments on community needs and the use of such funds; and
WHEREAS, staff provided a modified recommendation to the Council that differs from the Human Relations Commission based on highest critical need.

NOW, THEREFORE, BE IT RESOLVED by the Council of the City of San Luis Obispo as follows:

SECTION 1. Environmental Determination. With the exception of the award recommendation to HASLO for the Monterey Crossing Senior Housing project, the proposed CDGB funding allocations are not considered a “project” under Section 15378 of the CEQA Guidelines. Further, the proposed CDBG funding allocation to HASLO is categorically exempt from environmental review per California Environmental Quality Act (CEQA) Guidelines (Section 15061(b)(2)) because the funding allocation is intended to provide for the approved project application ARCH-0020-2022, Monterey Crossing Senior Housing (1480 Monterey), that has been determined to be categorically exempt from the provisions of the CEQA (Class 32, Infill Exemption).

SECTION 2. 2024-25 Community Development Block Grant Program Amendments. The City’s 2024-25 Community Development Block Grant Program and funding recommendations are hereby approved. The Community Development Director is authorized to approve final dollar amounts once HUD releases allocations with the direction to make up differences in the two amounts.

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Resolution No. _____ (2024 Series) Page 2
R ______
SECTION 3. Board of Supervisors Consideration. The Council hereby forwards the above actions to the San Luis Obispo County Board of Supervisors for consideration prior to the Board’s final action on the Urban County’s 2024 Consolidated Plan.

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Resolution No. _____ (2024 Series) Page 3
R ______
SECTION 4. Community Development Director Authority. The Community Development Director is authorized to act on behalf of the City in executing grant agreements and other actions necessary to implement the approved Consolidated Plan and CDBG Program, including revisions to funding amounts for the 2024-25 CDBG Program if the City’s actual CDBG allocation is different than expected.

Upon motion of Council Member ___________, seconded by Council Member ___________, and on the following roll call vote:

AYES:

NOES:

ABSENT:

The foregoing resolution was adopted this _____ day of _______________ 2024. ___________________________
Mayor Erica A. Stewart
ATTEST:
______________________
Teresa Purrington
City Clerk
APPROVED AS TO FORM:
______________________
J. Christine Dietrick
City Attorney
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the City of San Luis Obispo, California, on ______________________. ___________________________
Teresa Purrington
City Clerk

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Staff Funding
Recommendations
Funding
Requested
No. Activity
1 40 Prado Homeless Services Center $ 47,887.00 68,220.00 $ 85,000.00 $ 2 Supportive Housing Services - 20,333.00 $ 20,333.00 $ $ 68,220.00 68,220.00 $ 105,333.00 $
3 Monterey Crossing Housing Project $ 295,620.00 295,620.00 $ 523,641.00 $ $ 295,620.00 295,620.00 $ 523,641.00 $
4 CDBG Administration 6,367.20 $ 6,367.20 $ 6,367.20 $ 5 Capacity Building 25,468.80 $ 25,468.80 $ 25,468.80 $ $ 31,836.00 31,836.00 $ 31,836.00 $
$ 395,676.00 395,676.00 $ 660,810.00 $
1 B - Draft 2024-25 CDBG Recommendations
Public Services (15% of $454,800)
Community Action Partnership of San Luis Obispo (CAPSLO)

SUBTOTAL
Housing and Public Facilities
5 Cities Homeless Coalition (5CHC)
City 2024-25 CDBG
Human Relations
Commission Funding
Recommendations Applicant
Estimated Funding for CDBG Program Year 2024-25: $454,800.00 (remove 65% of 20% of total allocation - $59,124) ($454,800 X .20 = $90,960) ($90,960 split 65/35 = $59,124 to County and $31,836 to City) TOTAL
NOTES:

Housing Authority of San Luis Obispo (HASLO)

SUBTOTAL
Administration/Capacity Building (35% of 20% of $454,800) City of San Luis Obispo (Note 1)City of San Luis Obispo (Note 1)

SUBTOTAL

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COUNTY OF SAN LUIS OBISPO

DEPARTMENT OF SOCIAL SERVICES

HOMELESS SERVICES DIVISION
2024 NOFA – Housing Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 1 OF 17 www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | [email protected] Please submit Application by email to [email protected]. All submissions must be made electronically, no paper applications will be accepted. Application must be received no later than Sunday, November 5, 2023, at 9 pm.

I. PRIMARY APPLICANT INFORMATION (LEAD AGENCY)
Organization Name
Type of Organization Non-Profit For Profit Gov’t/Public Other:

UEI Number
Contact Person/Title
Finance Contact (if different)
Phone Number
Email
Address
City, State, Zip
Date of Incorporation
Is the organization faithbased? Yes No
Annual Operating Budget
Number of Paid Staff
Number of Volunteers
II. FUNDING DETAILS
Please identify all funding
sources being requested:

Select all that apply; you will be
required to fill out additional
details for each source requested.
*For tenant-based rental
assistance (TBRA), see Public
Services application.

HOME Investment Partnerships Program (HOME)*
HOME Investment Partnerships Program – American Rescue Plan (HOME-ARP)
Community Development Block Grants (CDBG)
Title 29
Permanent Local Housing Allocation (PLHA)
Total Funding Requested $______________________
HASLO, SLONP, & The Fort Group
HASLO - # UKM9S21EZ2F1 & SLONP - # DKJWAFNQ2JN4
Ken Litzinger, Director of Finance and CFO
Same
805 - 594 - 5304
[email protected]
487 Leff Street
San Luis Obispo, CA 93401
HASLO - SLONP 10/15/1991
45,298,000 HASLO, $11,795,000
78 HASLO, SLONP 1
8 523,641

Page 31 of 203 ends

2024 NOFA – Housing Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 2 OF 17 www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | [email protected] III. APPLICANT CAPACITY

1. Describe the organization’s history of receiving and managing grants from County/State/Federal sources.

2. Briefly list any recent development projects your organization has proposed, is currently working on, and has completed. (Regardless of funding source)

3. Briefly describe your organization’s auditing requirements, including those for the proposed project. (As outlined in 2 CFR § 200.500 and 24 CFR § 5.801) SLONP, HALSO, and The Fort Group have received and managed grants since both organizations incorporation, which totals over 30 years. There have been a variety of grants received and managed including but not limited to; HOME, CDBG, T-29, Project Homekey, AFH, RDA, CARES, ROSS, Decarbonization, and HTF. To manage the variety of grants, there are systems in place to track and manage regulation compliance and reporting to the respective grantor. As the County knows, some of these grants may be set up as soft loans.

There are about fifteen (15) projects in the pipeline at various stages. Currently, the Paso Homekey project is being leased up. There are five (5) under construction, including Anderson Hotel, Toscano, and Shell Beach, and Morro Bay Apartments to name a few. Three (3) projects are closing in the next few months, which include Orcutt Road, Bridge Street, and Cleaver and Cleark Commons. And finally at the pre-development stage there are six (6) projects, which, two (2) will be requesting funding in this round.

HASLO administers Federal, State, and Local grants, and has strong systems and controls in place. HASLO will provide the record-keeping services for the project. HASLO & SLONP, undergo annual audits by an independent CPA firm.

Page 32 of 203 ends

2024 NOFA – Housing Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 3 OF 17 www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | [email protected]

4. Describe project staffs’ experience with Section 3. (As outlined in 24 CFR Part 75)

5. How will you document and maintain income status or presumed benefit status of each beneficiary in compliance with regulations?

6. Briefly describe your agency’s record keeping system with relevance to the proposed project.

Our team has worked with County staff closely over the years to satisfy Section 3 as outlined in 24 CFR Part

75. The Director of Construction ensures that Section 3 language is included in the relevant construction documents and requests for proposals for contractors. Our team also provides the annual reports per the County’s request.

HASLO will perform all income certifications. HASLO has certified compliance specialists on staff with years of experience. At the housing application/intake stage income and asset information will be collected from each client, with back up documentation. Files will be maintained and available for county inspection.

HASLO currently performs income and compliance certifications for over 3,000 clients annually.

SLONP owns and operates hundreds of deed restricted housing units in San Luis Obispo County. It is accustomed to keeping detailed records regarding income eligibility for all programs. Additionally, HASLO will be the management agent for this housing. HASLO has many years of experience in maintaining record keeping and accounting in conformity with HUD and State regulations. Staff are certified in low-income housing compliance. Projects are audited annually and reports are provided to all funding sources. Detailed accounting records are maintained for all project costs and audited by third party auditing firms.

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2024 NOFA – Housing Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 4 OF 17 www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | [email protected]

7. Do you have any funds remaining from prior Fiscal Year allocations? If so, please list the project you received funding for, the fiscal year(s) you received the funding, and the remaining amount(s) for each fiscal year(s).

8. How do you plan to fund the operation and maintenance costs (if any) associated with this project? Are these funds available now? If not, when will they be available? Does your organization comply
with the Generally Accepted
Accounting Principles? (As
outlined in 2 CFR § 200)
Yes No
IV. PROPOSED PROJECT and PROJECT DETAILS
Name of proposed project
Project/Program address(es)
and/or Accessor’s Parcel
Number(s)
Please attach any maps, pictures, plans, or drawings under the attachments section at the end of the application.

Yes, there are funds remaining on the following projects however, all the funds are on schedule with commitment and expenditure deadlines:

Under construction - Anderson Hotel: $2M of ARPA from 2022. 100% drawn Under construction - Toscano: $813,738 of CDBG from 2021 and $142,396 of T-29. Remaining retainer is $48,370.40
Under construction - Shell Beach: $249,000 of HOME, $345,000 HOME ARP, $250,987 in T-29 from 2022.

Tony Navarro didn’t want us to draw the entire available amount, so there is $8,927.10 left to draw as well as retainer of $41,628.40
Under construction - Morro Bay: $81,755 of CDBG and $7,216 of T29 from 2021 – retainer of $4,449.00 Closing soon - Orcutt Road: $936,986 of CDBG from 2023
Our submitted project pro forma identifies the expenses (including operation, maintenance costs, etc.) and the revenues (from rent, subsidies, etc.). The major project sponsors require that the project cash flows after debt service is paid. Once the project is built and leased up, the rent and subsidies will cover operations and maintenance. In addition, the lender requires that reserves are set aside on a monthly basis for capital projects over the life of the project.

Monterey Crossing Senior
Project Address: 1480 Monterey St. San Luis Obispo, CA
APN(s) 001-137-013

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2024 NOFA – Housing Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 5 OF 17 www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | [email protected] Areas served City of Arroyo Grande City of Atascadero
City of Pismo Beach City of Paso Robles
City of Morro Bay City of Grover Beach
City of San Luis Obispo
Unincorporated community of
Number of proposed units
created or rehabilitated
For ACQUISITIONS, please
answer the following questions.

What is the proposed purchase
amount?
What is the anticipated escrow
closing date?
Will residential or commercial
occupants be displaced by the
project?
If yes, will it be temporary or
permanent? How long if
temporary?

9. Provide a brief narrative of the proposed project including projected outcomes. How would you describe your project to the public in one paragraph?

10. Describe site and neighborhood standards including proximity to services, transportation, and employment.
56 Created
$4,200,000 est. (total site is $8M split cost with other phase) 12/30/2024
No.

The Monterey Crossing Senior Apartments project consists of 56 100% affordable senior residential units, including one manager’s unit. The 56 dwelling units are proposed in one five story elevator served building. The project will feature an onsite community room and parking and secure bicycle storage. The project will benefit from shared amenities from the adjacent 50-unit family affordable project and retail space. The Senior affordable project will feature 30 studios and 26 one-bedroom units including an on-site manager unit.

The project site is located in the northern portion of the City within a mixed-use neighborhood comprised of single-family homes and commercial properties. The project site is accessible from Monterey St.

Residents will have access to transit options right along Monterey St. and the site is within walking distance of numerous amenities including Grocery, Pharmacy, Parks, Library, Medical and Senior Services. The site slopes uphill from Monterey St. with approximately 11’ of elevation difference. The project minimizes potential impacts to and from adjacent properties by locating commercial activities and open space areas towards Monterey Street and residential uses above the commercial towards the center of the property to provide adequate separation from the existing single-family residences in the adjacent R-2 zoning district.

The vicinity is developed with a mix of commercial and residential uses that is conducive to a mixed-use project at this location. The project’s proposed common area is located along Monterey Street, which is oriented toward the commercial frontage, minimizing potential adverse impacts from non-residential project noise to the adjacent residential neighborhood.

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2024 NOFA – Housing Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 6 OF 17 www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | [email protected]

11. What is the current zoning of the project site? Is the project site zoned correctly for the proposed activity?

12. If the project is NOT zoned correctly for the proposed activity, provide an explanation of efforts and a timetable to change the zoning or obtain a variance.

13. State whether or not the necessary permits have been issued. If a permit has not yet been issued, indicate when the permit(s) will be applied for or issued.

The site is zoned C-R & C-R-S (Commercial Retail with a Special Considerations Overlay) . The project has obtained all land use entitlements from the San Luis Obispo Planning Commission for a new 86,180 square foot mixed use project consisting of 56 senior affordable units and 50 family affordable units and 4,336 of commercial space and a three story parking garage and associated various exceptions, concessions and development waivers.

N/A
The project has received its land use permits. The development team is processing construction documents and anticipates submitting their initial building permit submittal in January 2024 and anticipates building permit issuance by August 2024.

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2024 NOFA – Housing Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 7 OF 17 www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | [email protected]

14. Describe how the project will align with a (or multiple) Line(s) of Effort to support the San Luis Obispo Countywide Plan to Address Homelessness (2022-2027).

Check any specific
population(s)
expected to be
served through this
project:

Multifamily
Age Restricted (including seniors)
Persons Experiencing Homelessness
Persons with Disabilities
Chronically Homeless
Veterans
Domestic Violence Survivors
Unaccompanied Youth (under 25 years of age)

15. Does the proposed project complement and collaborate with existing efforts in the county? If so, please name partner agencies and how they will participate.

16. If the proposed project will serve households experiencing homelessness, describe how the project will coordinate with other homeless service providers to connect individuals experiencing homelessness and families to resources.

The project aligns with LOE 1, LOE 1(F)(8), and LOE 4(D)(3). (LOE 1, LOE 1(F)(8)) - The project creates new affordable housing and proposes to use CDBG to support affordable housing, while also leveraging tax credits.
(LOE 4(D)(3)) In addition, the City of San Luis Obispo can pool its CDBG with the County to speed up housing development, and thus in this scenario provide local support to address our funding gap.

The proposed project will complement the county’s efforts by providing affordable housing to those that meet the definition of low to moderate income. In our project’s case, developing new affordable housing for seniors. The agencies that we collaborate with are a part of the Commission on Aging and include but are not limited to SLO Health Agency, AmeriCorps Seniors, and Adult Services.

No homeless or at risk of homelessness units are tagged in this project at the date of this application.

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2024 NOFA – Housing Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 8 OF 17 www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | [email protected]

17. Will the project use a project specific waitlist or coordinated entry? Please describe.

18. Describe any consultation with local jurisdictions to gain support for the project. Describe any support you have from local jurisdictions.

19. Describe how you will ensure that the proposed project is accessible to communities of color which are disproportionately impacted by homelessness, particularly Black, Latinx, Asian, Pacific Islander, and Native and Indigenous communities. If you have previously received a grant to serve any of the affected communities, please provide a brief description of those grant activities and the outcomes you achieved.

HASLO will use its waiting lists for the units. HASLO will verify the income, using third party documentation acceptable to State HCD, CTCAC, and the County to select eligible tenants.

The City of San Luis Obispo fully supports the project and is actively working to find ways to provide additional funding support. One of the ways includes the City pursuing the creation of a Prohousing designation to support affordable housing projects in State funding applications like AHSC.

HASLO does not discriminate its tenants or potential tenants based on their personal characteristics and protected classes. Our outreach is to all groups. And waiting lists are utilized in numerical order.

Page 38 of 203 ends

2024 NOFA – Housing Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 9 OF 17 www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | [email protected] Has an environmental review
been completed (CEQA and/or
NEPA)?
Yes – CEQA review complete
No – CEQA review not complete
Yes – NEPA review complete
No – NEPA review not complete
Has a Phase I or Phase II archeological/historical survey been conducted at the project site? Yes No
Has a Phase I or Phase II environmental assessment been conducted for the property?
Yes No N/A

20. List and describe any known hazards (e.g., asbestos, lead-based paint, storage tanks – aboveground, underground). List “N/A” if not applicable.

Is the project on a property designated or been
determined to be potentially eligible for designation as a local, state, or national historical site?
Yes No N/A
Are the building(s)/structure(s) located on a historic site or within a local historic district? Yes No N/A
Is the project located within a 100-year flood plain? Yes No N/A If YES to the question above, does your organization have flood insurance? Yes No N/A
Will demolition be required? Yes No
Are there any existing buildings on the project property that were constructed prior to 1978? Yes No
If YES to above, please answer the following questions:

Has an asbestos risk assessment report(s) been
prepared for the building(s)? Yes No
Has the building(s) been abated for asbestos? Yes No
Has a lead hazard risk assessment report(s) been
prepared for the building(s)? Yes No
Has the building(s) been abated for lead paint? Yes No
Will children occupy the building(s)? Yes No
IF CHILDREN WILL OCCUPY THE BUILDING, indicate
the age range of the children. If no children will
occupy the building, select N/A.

Age Range: _______________
N/A
If the project includes temporary or permanent
relocation of occupants, it is subject to the Uniform
Relocation Act (URA). Please indicate whether the URA is applicable to your project.

Yes, I have read and understand this
requirement.

No, this requirement is not
applicable.

Based on the data including past uses which was gathered and reviewed during this Phase I ESA, Haro Environmental identified past underground fuel tanks which we’re removed and remediation activities which occurred onsite. Haro also completed some additional investigative soil and vapor sampling.

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2024 NOFA – Housing Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 10 OF 17 www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | [email protected]

21. Describe how the project will meet ADA and Section 504 standards for accessibility by the disabled. Describe the methods, funding, and timetable to be utilized to address the problems.

Section 504 (24 CFR Part 8) applies to new construction of multifamily housing with five or more units, or substantial rehabilitation of multifamily housing projects that have 15 or more units.

22. Identify whether or not the site is owned or leased by the applicant. If optioned or owned by another entity, provide their name and contact information.

V. HOME – if requesting HOME funds
Amount of HOME Funds Requested $______________________
Estimated number of HOME assisted units Units: __________ Identify all eligible activities that apply to
the proposed project.

Acquisition
Rehabilitation
Relocation
Demolition
Site Preparation (In anticipation of a HOME funded
project)
New Construction
Multi-Family
Single Family

This new construction project will be designed and constructed to adhere to all Section 504 and ADA requirements. In addition, we will adhere to the provisions of California Building Code Chapter 11(B) regarding accessibility to privately owned housing made available for public use by providing a minimum of 10% of the units with mobility features, and a minimum of 4% of the units with communications features. The project will be elevator served which all units being ADA adaptable.

The site is owned by the Housing Authority of San Luis Obispo.

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2024 NOFA – Housing Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 11 OF 17 www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | [email protected] Please indicate the number and type of units CREATED
30% AMI HOME
Assisted Units
31% to 50%

AMI HOME
Assisted Units
51% to 80%

AMI HOME
Assisted Units
Unrestricted
Resident
Manager
Total
Zero-Bedroom
(Studio)

One-Bedroom
Two-Bedroom
Three-Bedroom
Total
For rehabilitation projects, please fill out both tables below. If your project does not include rehabilitation, please skip.

Please indicate below the number and type of EXISTING units:
30% AMI HOME
Assisted Units
31% to 50%

AMI HOME
Assisted Units
51% to 80%

AMI HOME
Assisted Units
Unrestricted
Resident
Manager
Total
Zero-Bedroom
(Studio)

One-Bedroom
Two-Bedroom
Three-Bedroom
Total
Please indicate below the proposed number and type of units AFTER rehabilitation:
30% AMI HOME
Assisted Units
31% to 50%

AMI HOME
Assisted Units
51% to 80%

AMI HOME
Assisted Units
Unrestricted
Resident
Manager
Total
Zero-Bedroom
(Studio)

One-Bedroom
Two-Bedroom
Three-Bedroom
Total

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2024 NOFA – Housing Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 12 OF 17 www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | [email protected] HOME Matching Funds (25% match required)
Sources:
$
$
$
$
$
$
$
$
Total $
VI. HOME-ARP – if requesting HOME ARP funds
Amount of HOME-ARP Funds Requested $______________________ Please indicate the number and type of units CREATED
30% AMI

HOME-ARP
Assisted Units
31% to 50%

AMI HOME-ARP
Assisted Units
51% to 80%

AMI HOME-ARP
Assisted Units
Unrestricted
Resident
Manager
Total
Zero-Bedroom
(Studio)

One-Bedroom
Two-Bedroom
Three-Bedroom
Total

Page 42 of 203 ends

COUNTY OF SAN LUIS OBISPO

DEPARTMENT OF SOCIAL SERVICES

HOMELESS SERVICES DIVISION
2024 NOFA – Public Services Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 1 OF 12 www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | [email protected] Please submit Application by email to [email protected]. All submissions must be made electronically, no paper applications will be accepted. Application must be received no later than Sunday, November 5, 2023, at 9 pm.

I. PRIMARY APPLICANT INFORMATION (LEAD AGENCY)
Organization Name
Type of Organization Non-Profit For Profit Gov’t/Public Other:

Select all that apply; you will be
required to fill out additional
details for each source requested.

Community Development Block Grants (CDBG)
Emergency Solutions Grants (ESG)
Permanent Local Housing Allocation (PLHA)
HOME Investment Partnership Program (TBRA ONLY)
County General Funds Support (GFS)
Total Funding Requested $______________________
5CITIES HOMELESS COALITION
KR8JGGKBKEP9
Janna Nichols, Executive Director
805-574-1638
[email protected]
P.O. Box 558 (100 S. 4th St)
Grover Beach, CA 93483
March 3, 2009
$6,406,867
35 150
407,358

Page 43 of 203 ends

2024 NOFA – Public Services Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 2 OF 12 www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | [email protected] III. APPLICANT CAPACITY

1. Describe the applicant’s history of receiving and managing grants from County/State/Federal sources.

2. Briefly describe your organization’s auditing requirements, including those for the proposed project. (As outlined in 2 CFR § 200.500)

3. Describe how the organization participates in HMIS, Coordinated Entry, and the San Luis Obispo County Continuum of Care.

Currently 5CHC is contracted through 36 local, federal and state grants to provide more than $6 million in services. Through multiple grant monitoring activities to review 5CHC program and expenditure compliance for all local, state and federal grants, 5CHC has consistently received high praise for program quality and outcomes; reporting; compliance; and timeliness; and has never received a significant finding in an audit. Through CARES Act CV funds, 5CHC expended more than $5 Million in services and facility development since 2021, including subcontracting with multiple other providers and ensuring their compliance.
5CHC is timely in providing required reports and its billing process, meeting all required expenditure deadlines. 5CHC's outcomes consistently exceed agreed upon program metrics. Please note the various attachments we have included under section 10: policies, procedures, intake forms, file check lists, outcomes and program reports.

The rules governing ESG require that 5CHC, as a subrecipient, comply with all applicable federal laws, statutes, and regulations (which include but are not limited to the ESG Program Interim Rule (24 CFR Part 576) and the Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (2 CFR Part 200). 5CHC annually engages and independent audit, and beginning in 2021-22 (due to increased federally sourced income) underwent a more rigorous Single Audit (attached). 5CHC's Single Audit for 2022-23 currently in process, and expected to be completed by Dec. 31, 2023. 5CHC has participated in HMIS since 2014 and has dedicated staff to this fulfill this activity in addition to program staff. In the past year more than 5 5CHC staff members have worked with the County to assess and invest in a new HMIS system, including the current implementation task force. The agency’s Executive Director is currently serves on HSOC, and its committees and served on the steering committee for the County's Homeless Services Strategic Plan and the County's HMIS Restructuring Steering Committee .

Beginning in 2019 5CHC joined with CAPSLO to participate in Coordinated Entry as a key intake partner.

Annually 5CHC has far exceeded the number of CE's completed per contract requirements. To date for the current fiscal year (first 5 months), 5CHC has completed more than 200 CE intakes. 5CHC has also invested in the development of a secure document sharing system, ShareFile, to enable inter-agency service coordination and referral to 5CHC's housing support programs.

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2024 NOFA – Public Services Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 3 OF 12 www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | [email protected]

4. Briefly describe your agency’s record keeping system with relevance to the proposed project.

5. Describe the organization’s experience delivering related programs/projects.

6. Identify all budgeted funds for homelessness-related services and housing opportunities.

Include leveraged funding in the budget attachment to exhibit financial sustainability of the project beyond the grant term if awarded.

This position is supported with three finance employees, including one charged with Grants Management for accountability of expenses and fulfillment of grant commitments. The agency's Associate Director is responsible for authorizing all funding requests and reporting on program outcomes. With each program activity case managers report to a Program Manager for supervision and oversight; including client eligibility and case file review . The agency's Executive Director is directly engaged in initial program development, and efforts to provide services on a regional basis. 5Cities Homeless Coalition has successfully provided rapid re-housing and homeless prevention programs since 2015. Through CARES Act CV funds, 5CHC will invested more than $900,000 last fiscal year in RRH and HP activities. Currently 5CHC is under contract or has been awarded 13 local, state and federal grants to provide RRH and HP services.
• Funds Requested (Amount and Source): ESG $151,945; HOME $81,531; GFS $81,549; CDBG – AG $13,095, Atas $4,667, MB $3,500, PR, $16,333, PB $5,238, SLO $20,333, County $29,167 • Leveraged funds: 5CHC Match $151,945; $20,382.75; Additional Local Grants & Contributions $200,000 San Luis Obispo County Rapid Re-Housing/Homeless Prevention 100 S. 4th Street, Grover Beach, CA 93433

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2024 NOFA – Public Services Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 4 OF 12 www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | [email protected] Areas served City of Arroyo Grande City of Atascadero
City of Pismo Beach City of Paso Robles
City of Morro Bay City of Grover Beach
City of San Luis Obispo Countywide
Unincorporated communities of

7. Provide a brief narrative of the proposed project including projected outcomes. How would you describe your project to the public in one paragraph?

8. Is this effort new, continuing, or expanding? Please describe.

9. Describe how the project will align with the Lines of Effort to support the San Luis Obispo Countywide Plan to Address Homelessness (2022-2027). List and describe as many that are applicable.

Check any specific
population(s)
expected to be
served through this
project:

Adults with children
Adults without children
Elderly/Senior
Parenting Youth
Chronically Homeless
Veterans
Domestic Violence Survivors
Persons with Disabilities
Unaccompanied Youth (under 25 years of age)
Individuals with Co-occurring Disorders (Substance Use and Mental Health) 5CHC's Housing Program braids available funding sources and with multiple sources of funds, 5CHC is able to target funds with differing eligibility criteria in order to maximize their use to serve those with the highest needs and greatest number possible. 5CHC’s housing and stabilization services including landlord cultivation,case management support, and subsistence payments for rent, application fees and deposits to individuals, following a coordinated entry assessment and progressive engagement model. With these activities we will work to quickly identify and resolve barriers to gaining or maintaining housing.

This is a continuing effort. 5CHC has been successfully administering Rapid Re-housing and Homeless Prevention programs since 2015. 5CHC is currently under contract or has been awarded more than 10 local, state, and federal grants to provide RRH and HP services.

The proposed project directly supports the following Lines of Effort:

Line of Effort 2: Focus efforts to reduce or eliminate the barriers to housing stability for those experiencing homelessness or at risk of homelessness, including prevention, diversion, supportive services, and housing navigation efforts.

Line of Effort 3: Improve and expand data management efforts through HMIS and coordinated entry system to strengthen data-driven operational guidance and strategic oversight. 5CHC actively participates in HMIS and Coordinated Entry and seeks to support efforts through accurate and timely data collection to inform data-drive operation guidance and determine program success.

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2024 NOFA – Public Services Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 5 OF 12 www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | [email protected]

10. How does your program/service complement and collaborate with existing efforts in the County? Describe how the program/project will increase capacity of services/housing for persons experiencing homelessness and at-risk persons in the County.

11. Describe any consultation with local jurisdictions to gain support for the project. Describe any support you have from local jurisdictions.

12. Name partner agencies as applicable and describe how they will be participating in the delivery of the proposed activity.
5CHC Homeless Services program is integrated in the local Continuum of Care, focusing on collaboration and strategic action. 5CHC is a key participant in the Coordinated Entry System receiving referrals community partners throughout the compendium of services. Additionally, 5CHC staff participate in HSOC at all levels and regularly participate in evidence-based trainings (Mental Health First Aid, etc.) 5CHC also has a program of providing staff trainings monthly with other service professionals and partner agencies. 5CHC seeks to streamline services through collaborative work with service providers throughout the County. By coordinating efforts and providing consistent services throughout the County, 5CHC ensures the ability to maximize resources and prevent duplication of services and benefits.

While 5CHC did not secure letters of support for this application, each City in the County (with the exception of Atascadero) has supported 5CHC RRH and HP activities through its CDBG allocation. In addition the Cities in South County ()A.G., GB, and PB) each contribute through other grant or GF support. 5CHC engages with a broad spectrum of community partners to assist those needing housing assistance. In particular 5CHC, ECHO and CAPSLO, as part of the coordinated entry system. However, with the influx of COVID funding the last two years, 5CHC has built an even more extensive referral network consisting over more than 10 partner agencies, including CAPSLO, ECHO, Transition Mental Health Association, the Housing Authority of San Luis Obispo, Lumina Alliance, San Luis Obispo Legal Assistance Foundation, and Family Resource Centers throughout the County. 5CHC has become the hub for Rapid Re-housing and Homeless Prevention services, serving clients from San Miguel to Cambria to Nipomo with the help of our partners. Agencies refer prospective clients to be screened for eligibility for for RRH/HP assistance through 5CHC; this referral network has allowed us to maximize our resources, coordinate efforts, and avoid duplication of services and benefits.

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2024 NOFA – Public Services Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 6 OF 12 www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | [email protected]

13. Describe how you will ensure that the proposed project is accessible to communities of color which are disproportionately impacted by homelessness, particularly Black, Latinx, Asian, Pacific Islander, and Native and Indigenous communities. If you have previously received a grant to serve any of the affected communities, please provide a brief description of those grant activities and the outcomes you achieved.

Indicate the predicted performance outcomes listed below.

If not applicable, mark N/A or zero.

Number of unsheltered persons to become sheltered:

Number of people experiencing homelessness to be entering permanent housing:

Number of people experiencing Chronic Homelessness served:

Number of persons At-Risk of Homelessness served:

Number of Unaccompanied Youth served:

Number of Youth At-Risk of Homelessness served:

Number of persons in families with children served:

Total:

Number of persons to be served by facility or program during the program year:

V. CDBG – if requesting CDBG funds
Amount of CDBG Funds
Requested $______________________
Please indicate the amount
you are requesting for each
jurisdiction
Arroyo Grande $________________
Atascadero $________________
Morro Bay $________________
Paso Robles $________________
Pismo Beach $________________
San Luis Obispo $________________
County $________________
5CHC has a policy of promoting inclusiveness and diversity to enrich its programmatic effectiveness. 5CHC's has a strong record of collaborating across systems to identify and serve those most in need by partnering with diverse community groups. 5CHC is a member of the Diversity Coalition San Luis Obispo County. 5CHC is currently participating with the Central Coast Regional Equity Initiative, under the leadership of the Community Foundation and the UCSB Blum Center. As an example, 5CHC partnered in the 2020 Census, was a member of the County's COVID Task Force, and currently partners with UndocuSupport fund - in each case joining a robust network of public and private agencies to reach these same hard-to-reach populations. ).

N/A
40 HH
22 HH
62 HH
N/A
92,333
13,095
4,667
3,500
16,333
5,238
20,333
29,167

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DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 7 OF 12 www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | [email protected] Estimated number of
unduplicated persons or
households to benefit from
CDBG funds
Persons: ________
Households: __________
Please select the national
objective that best applies to
the proposed project.

Low/Moderate Income
Urgent Need (e.g., after a natural disaster)

LOW/MODERATE INCOME
Select which criteria the
proposed project intends
to qualify under to meet the
Low/Moderate Income objective
Area Benefit
Low/Moderate Income Clientele
Limited Clientele
Housing
Jobs/Micro-Enterprises
N/A – Low Moderate Income NOT Selected
Identify all eligible activities
that apply to the proposed
project.

Public Services (General)
Operating Costs of Homeless/AIDS Patients Programs
Senior Services
Handicapped Services
Legal Services
Youth Services
Transportation Services
Substance Abuse Services
Services for Battered and Abused Spouses
Crime Awareness or Neighborhood Cleanups
Fair Housing Activities
Tenant/Landlord/Housing Counseling
Child Care Services
Health Services
Services for Abused and Neglected Children
Mental Health Services
Subsistence Payments, Homeless Assistance, Rental Housing Subsidies or Security Deposits
Job Training and Job Placement Services
Assistance to microenterprises (technical assistance, business support services, and other similar services to owners of microenterprises or persons developing microenterprises)

14. Explain how the proposed project meets the selected National Objective. 37 16
Assistance will be provided to benefit a clientele who are generally presumed by HUD to be principally L/M income persons - those who are homeless. This population is among those who are currently presumed by HUD to be made up principally of L/M income persons: Reference: §570.208(a)(2)(i)(A) Additionally, as some assistance will be provided to those of imminent threat of homelessness, 5CHC's program additionally requires information on family size and income so that it is evident that at least 51% of the clientele are persons whose family income does not exceed the L/M income limit. Reference:
§570.208(a)(2)(i)(B) and (C)

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DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 8 OF 12 www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | [email protected]

15. Will the services offered by your organization increase or expand as a result of CDBG assistance? If yes, explain.

16. If your project serves any of the presumed benefit populations under the Low/Moderate Income national objective, please describe how the project will directly benefit the populations identified.

Through the Coordinated Entry assessment, clients are asked whether they are homeless, length of time homeless, etc.
151,945
69,487 26
68,557 14
13,901

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2024 NOFA – Public Services Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 9 OF 12 www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | [email protected]

17. ESG Matching Funds (1:1 match required)
Sources:
$
$
$
$
$
$
$
$
Total $
VII. PLHA – if requesting PLHA funds
Amount of PLHA Funds
Requested $______________________
Estimated number of
unduplicated persons or
households to benefit from
PLHA funds
Persons: ________
Households: __________
Identify all eligible activities
that apply to the proposed
project.

Rapid Re-housing
Rental Assistance
Supportive/Case Management
Operating and Capital Costs for Navigation Centers
Operating and Capital Costs for Emergency Shelters
Operating and Capital Costs for New Construction, Rehabilitation, and Preservation of Permanent and Transitional Housing
PRIVATE CASH DONATIONS 151,945

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DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 10 OF 12 www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | [email protected]

18. Describe all eligible activities that apply to the proposed project.

Must provide rapid rehousing, rental assistance, navigation centers, emergency shelter, and transitional housing activities in a manner consistent with the Housing First practices described in 25 CCR, Section 8409, subdivision (b)(1)-(6) and in compliance with WIC Section 8255(b)(8). An applicant allocated funds for the new construction, rehabilitation, and preservation of permanent supportive housing shall incorporate the core components of Housing First, as provided in WIC Section 8255, subdivision (b).

VIII. HOME – if requesting HOME funds (TBRA ONLY)
Amount of HOME Funds
Requested $______________________
Estimated number of
unduplicated persons or
households to benefit from
HOME funds
Persons: ________
Households: __________
Provide proposed funding amounts and approximate number of households to be served:

Rental Subsidy $________________ Approximate Persons Served: _____________ Utility Subsidy $________________ Approximate Persons Served: _____________ Security and Utility Deposits $________________ Approximate Persons Served: _____________

19. Please describe your organization’s client application, intake, and preliminary assessment process.

Please provide a sample of client intake documents, as applicable, in the attachments section. $81,531
32 14
40,526 16
41,005 16
5CHC is a member of the Coordinated Entry collaborative, a system utilized by Homeless Service Providers throughout the County that provides a standardized intake assessment and referrals to ensure a more consistent and streamlined experience for those seeking services. During this initial intake, clients complete a comprehensive needs assessment, identify barriers to employment or housing, and develop an immediate action plan. Additionally, this assessment provides an opportunity to identify what services or resources a client is already connected to in an effort to reduce duplication of services. Clients are screened for homeless status (homeless certification forms) and income eligibility.

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2024 NOFA – Public Services Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 11 OF 12 www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | [email protected]

20. Describe your organizational collaboration with other local organizations to assist TBRA income eligible households.

HOME Matching Funds (25% match required)
Sources:
$
$
$
$
$
$
$
$
Total $
IX. GFS – if requesting GFS funds
Amount of GFS Funds
Requested $______________________
Estimated number of
unduplicated persons or
households to benefit from
GFS funds
Persons: ________
Households: __________
Identify all eligible activities
that apply to the proposed
project.

Emergency Shelters
Warming Centers
Safe Parking
Street Outreach
Essential Services for Persons Experiencing Homelessness Tenant Based Rental Assistance (TBRA)
5CHC engages with a broad spectrum of community partners to provide housing assistance. In particular 5CHC, ECHO and CAPSLO, as part of the coordinated entry system. Additionally, 5CHC has built an even more extensive referral network consisting over more than 10 partner agencies, including CAPSLO, ECHO, Transition Mental Health Association, the Housing Authority of San Luis Obispo, Lumina Alliance, San Luis Obispo Legal Assistance Foundation, and Family Resource Centers throughout the County. 5CHC has become the hub for Rapid Re-housing and Homeless Prevention services, serving clients from San Miguel to Cambria to Nipomo with the help of our partners. Agencies refer prospective clients to be screened for eligibility for for RRH/HP assistance through 5CHC; this referral network has allowed us to maximize our resources, coordinate efforts, and prevent duplication of services and benefits.

Private Cash Donations 20,382.75
81,549
32 14

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DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 12 OF 12 www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | [email protected]

21. Describe all eligible activities that apply to the proposed project.

X. Attachments
Attachment A – Budget, Leveraged-Funds, and Budget Narrative (Required) Please attach a Budget and Budget Narrative for the project for which you are applying. The budget narrative should include FTEs to be provided. Please include the value of any matching funding.

Attachment B – Timeline (Required)
Attach a timeline for key steps of project implementation.

Attachment C - Most Recent Audit (Required)
Attachment D - Proof of Active SAM.gov Registration (Required) Attachment E – Incorporation Documents (Required)
Attachment F – CDBG Acknowledgements (Required if Applicable) Attachment G – Organization Mission Statement (Required) Attachment H – Match Certification Letter (if applicable) 1:1 match required for ESG; 25% match required for HOME TBRA Attachment I – Client Intake Forms (if applicable)
Attachment J – Letters of Support (Optional)
Please attach any letters of support or commitment from local governments or community partners.

Attachment K – Supplemental Answers to Questions (Optional) If you need more room to answer any of the application questions, please attach additional information here.

Include the question number for each question being answered.

For other additional or optional attachments, please label them clearly (e.g. Attachment L – “Title”).

XI. APPLICATION SUBMISSION:

Applications and accompanying documents are due to Homeless Services Division, Department of Social Services by 9:00 pm on November 5, 2023.

Electronic Copy – email to [email protected] Subject line: 2024 NOFA Public Services Application – (Applicant Name) 5CHC seeks to administer TBRA funds to eligible residents throughout SLO County. 5CHC has administered homeless prevention programs, including subsistence payments and rental subsidies for many years.

However, in recent years, rising rental costs have impacted local residents that are median wage earners. 5CHC is no longer just seeing extremely low income households seeking assistance and served through ESG HP, but rather low-moderate wage earners are seeking our assistance daily. It is vital we are able to provide quick and early intervention to these households; the majority are able to stabilize within 3 months of TBRA assistance.

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COUNTY OF SAN LUIS OBISPO

DEPARTMENT OF SOCIAL SERVICES

I. PRIMARY APPLICANT INFORMATION (LEAD AGENCY)
Organization Name
Type of Organization Non-Profit For Profit Gov’t/Public Other:

Select all that apply; you will be
required to fill out additional
details for each source requested.

Community Development Block Grants (CDBG)
Emergency Solutions Grants (ESG)
Permanent Local Housing Allocation (PLHA)
HOME Investment Partnership Program (TBRA ONLY)
County General Funds Support (GFS)
Total Funding Requested $______________________
Community Action Partnership of San Luis Obispo County, Inc. 95-2410253
Elizabeth "Biz" Steinberg, Chief Executive Officer
Joan Limov, Chief Financial Officer
805-544-4355
[email protected]
1030 Southwood Drive
San Luis Obispo, CA 93401
December 9, 1965
101,736,376
950
216
819,985

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1. Describe the applicant’s history of receiving and managing grants from County/State/Federal sources.

2. Briefly describe your organization’s auditing requirements, including those for the proposed project. (As outlined in 2 CFR § 200.500)

3. Describe how the organization participates in HMIS, Coordinated Entry, and the San Luis Obispo County Continuum of Care.

In addition to the majority of the agency's funding through the federal Office of Head Start, CAPSLO has long history of receiving and managing grants to address unmet needs for the homeless. It has annually received the following County of SLO grants: CDBG since 2002, ESG funding since 2004, General Fund since 2012, and more recently Coordinated Entry, CESH, and PLHA grants.

As the county's designated Community Action Agency, CAPSLO receives State funding through the Community Services Block Grant from the CA Community Services District.

In 2017, CAPSLO was awarded a federal Substance Abuse and Mental Health Services Administration (SAMHSA) grant for providing services to dual-diagnosed, chronically homeless individuals in its SLO-Hub program, one of only 20 grants awarded nationally and was cited as a national “best practice” by SAMHSA.

CAPSLO undergoes an agency-wide, rigorous audit process annually by the firm of Brown Armstrong Certified Public Accountants. The process includes inquiry and observation to understand and evaluate CAPSLO’s internal controls, confirmations, interim testing and compliance audits, and substantive procedural analysis. Critical audit areas include compliance with federal and state awards, expenses for program and support services, accounts payable and accrued liabilities, program revenue and unearned deferred revenue, cash, property and equipment, and long-term debt.

A summary of the audit is formally presented by Brown Armstrong to both the Audit and Finance Committees of the Board, as well as the full Board of Directors and senior management. Additionally, CAPSLO Homeless Services participates in County of San Luis Obispo CDBG and other HUD program reviews and desk audits as required.

CAPSLO has participated in HMIS since its inception, often taking a leadership role in assisting other agencies as they have joined in recent years. Each agency currently has a license for operation and trained program staff. In 2023, CAPSLO, in partnership with SLO County CoC, transitioned all Coordinated Entry System (CES) activities from the CAPLSO internal database (ClientTrack) to the SLO CoC HMIS system.

CAPSLO is the current Management Entity for the SLO CoC CES, and has served as the Management Entity since 2016.

In 2023 CAPSLO, in partnership with SLO CoC and the other two agencies in CES (5CHC & ECHO) committed to a universal intake process to better serve clients and improve data entry standards.

CAPSLO began taking on CES matching in 2023, providing structure, accountability, and clarity to the housing process in SLO CoC's CES. CAPSLO is committed to the newly formed Ad Hoc Committee. The Director of Homeless Services at CAPSLO is serving as the chair of this committee and as Chair of the Services HSOC committee.

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4. Briefly describe your agency’s record keeping system with relevance to the proposed project.

5. Describe the organization’s experience delivering related programs/projects.

6. Identify all budgeted funds for homelessness-related services and housing opportunities.

Include leveraged funding in the budget attachment to exhibit financial sustainability of the project beyond the grant term if awarded.

Does your organization comply
with the Generally Accepted
Accounting Principles?
Yes No
IV. PROPOSED PROJECT and PROJECT DETAILS
Name of proposed
project
Project/Program
address(es)
CAPSLO participates in the County’s Homeless Management Information System (HMIS) as required, and also utilizes its own database, Client Track, to collect client data that does not require HMIS entry, such as the CenCal-funded Recuperative Care Programming, and to keep and store client files that include demographic data (race/ethnicity, gender, age, disability and military status), family information (household size and income), attendance, services accessed, individual daily client activities and incidents, services provided, meals, and referrals.

CAPSLO has taken the lead in pioneering many collaborative and innovative projects to address unmet needs for the homeless, and is the lead agency in the Coordinated Entry and CESH programs, working in collaboration other agencies. In 2016, it initiated the Recuperative Care Program, providing respite care and medical case management for medically fragile homeless individuals released from local hospitals.

CAPSLO has expanded its programing to meet the needs of the county, and expanded its outreach teams from one staff in 2021 to six staff in 2023. CAPSLO operates one of the largest homeless services team in the county and the largest sheltering program in the SLO CoC since 2018.

Approximately half of CAPSLO Homeless Services' $2 million 2023 budget is received from various local government grants; the remainder is private donations, Friends of 40 Prado fundraising, and corporate giving. A $5 million grant from the Day One Foundation in 2022 is restricted for housing families, who comprise only 20% of all shelter clients, leaving a gap for shelter operations. CAPSLO still struggles with sustaining the growing operations of the 40 Prado Homeless Services Center. With an increase in homelessness, foundational, continuing, local government funding only meets 50% of operational expenses. Donor fatigue and donor competition for homeless services are causing other private sources of revenue, such as Friends of 40 Prado fundraising, to decrease.

Prado Homeless Services Center
40 Prado Rd. San Luis Obispo, CA 93401

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7. Provide a brief narrative of the proposed project including projected outcomes. How would you describe your project to the public in one paragraph?

8. Is this effort new, continuing, or expanding? Please describe.

9. Describe how the project will align with the Lines of Effort to support the San Luis Obispo Countywide Plan to Address Homelessness (2022-2027). List and describe as many that are applicable.

Check any specific
population(s)
expected to be
served through this
project:

Adults with children
Adults without children
Elderly/Senior
Parenting Youth
Chronically Homeless
Veterans
Domestic Violence Survivors
Persons with Disabilities
Unaccompanied Youth (under 25 years of age)
Individuals with Co-occurring Disorders (Substance Use and Mental Health) The Prado Homeless Services Center (Prado HSC) in San Luis Obispo offers an access center and emergency shelter services, meals, showers, health screenings at the CHC on-site clinic, services to dualdiagnosed individuals, recuperative care for those recently released from the hospital, animal kennels, a community garden, laundry, internet access, and a mail and message center to facilitate job and housing searches. Case managers and staff assist clients in creating individualized plans with set goals and objectives to obtain housing and self-sufficiency.

The effort is both continuing and expanding with a new approach. Please see Attachment K, Supplemental Answers.

The activities and services of the Prado Homeless Services Center align with all six Lines of Effort to support the Countywide Plan to Address Homelessness (2022-2027). Please see Attachment K, Supplemental Answers, CAPSLO Lines of Effort Alignment.

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11. Describe any consultation with local jurisdictions to gain support for the project. Describe any support you have from local jurisdictions.

12. Name partner agencies as applicable and describe how they will be participating in the delivery of the proposed activity.

CAPSLO has a long-standing tradition of partnering with organizations to enhance, not duplicate, services.

With the commitment to providing participants with easier access to care, CAPSLO has worked diligently to collaborate with service providers to bring necessary services on-site. As previously noted, CAPSLO is the Lead Agency in Coordinated Entry and frequently contracts with ECHO, SLOLAF and 5CHC. CAPSLO's commitment to and role within CES has allowed it to align programming changes with the strategic goals of the SLO CoC. Specifically, CAPSLO created a universal intake process in HMIS for CES and has increased its CES enrollments by over 100% in the first half of the CES grant year. More specifically to this proposed program, CAPSLO operates the largest shelter program in SLO County, frequently providing shelter for 130-150 households through hoteling, shelter beds at Prado HSC, and the Overflow and Warming Center Programs. Without proper funding, this critical resource will not be able to continue to operate at capacity and will increase the amount of households experiencing unsheltered homelessness in SLO CoC.

CAPSLO Homeless Services Division works with the Cities of Pismo Beach and San Luis Obispo to support their efforts in addressing homelessness. Currently, the City of Pismo Beach funds a small grant to support general operations at the Prado Homeless Services Center. The City of San Luis Obispo, in addition to its CDBG allocation, also supports homeless services operations through its General Fund for Safe Parking and Warming Center, as well as homeless prevention through the Human Relation Commission's Grants-in-Aid. The Downtown SLO Association funds a part-time homeless services outreach worker to cover the downtown corridor.

In addition to THMA and HASLO, CAPSLO refers appropriate clients to other organizations for support services, including Food Bank, HomeShare SLO, Los Osos Cares, Paso Cares, the SLO Legal Assistance Foundation, SLO Bangers, Asset Support Network, Community Counseling Center, Community Health Centers, CenCal Health, County Departments of DSS, Behavioral Health, and Drug and Alcohol Services, and Family Resource Centers throughout the county.

CAPSLO also works closely with the county-wide Community Action Teams (CAT), and in particular, the SLO City CAT, that has provided tremendous assistance in helping individuals divert back to their family when appropriate. Adult Protective Services has also played a vital role in personally accompanying frail individuals back to their homes if needed, in order to ensure a safe and smooth transition. CAPSLO staff identify the best options for the most complicated and challenging situations presented and most often this includes extensive partnerships with other organizations.

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Indicate the predicted performance outcomes listed below.

If not applicable, mark N/A or zero.

Number of unsheltered persons to become sheltered:

Number of people experiencing homelessness to be entering permanent housing:

Number of people experiencing Chronic Homelessness served:

Number of persons At-Risk of Homelessness served:

Number of Unaccompanied Youth served:

Number of Youth At-Risk of Homelessness served:

Number of persons in families with children served:

Total:

Number of persons to be served by facility or program during the program year:

V. CDBG – if requesting CDBG funds
Amount of CDBG Funds
Requested $______________________
Please indicate the amount
you are requesting for each
jurisdiction
Arroyo Grande $________________
Atascadero $________________
Morro Bay $________________
Paso Robles $________________
Pismo Beach $________________
San Luis Obispo $________________
County $________________
From its beginnings at a Nipomo Head Start Center in 1965, CAPSLO has championed cultural competency with policies, procedures and staff in place to work with clients that speak different languages and have cultural practices different from the majority population. More than half of agency staff are Hispanic/Latinx, many of whom are bilingual, and 70% of CAPSLO clients are Latinx. CAPSLO’s board of directors and board committees reflect the racial and ethnic population of the community it serves.

The Homeless Services Division serves disproportionately impacted communities at or exceeding the county's Census count, and utilizes bilingual staff and agency translation services to address disparities in languages and culture.
500
60 220
80 10
20 160
1050
700
170,035
0 0
0 0
0 85,000
85,000

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Low/Moderate Income
Urgent Need (e.g., after a natural disaster)

14. Explain how the proposed project meets the selected National Objective. 800
N/A
The proposed project meets the National Objective because 100% of the beneficiaries of the proposed activities will be Low/Moderate income persons. The specific group of persons the proposed project will serve are homeless persons. CAPSLO requests documentation of family/individual income for clients of the 40 Prado Homeless Services Center. This meets the CDBG primary National Objective, since more than 70% of funds received will be expended on activities that benefit Low/Moderate income clients.

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15. Will the services offered by your organization increase or expand as a result of CDBG assistance? If yes, explain.

16. If your project serves any of the presumed benefit populations under the Low/Moderate Income national objective, please describe how the project will directly benefit the populations identified.

VI. ESG – if requesting ESG funds
Amount of ESG Funds
Requested $______________________
Identify all eligible activities and their amounts that apply to the proposed project Emergency Shelter $________________ Approximate Persons Served: _____________ Street Outreach $________________ Approximate Persons Served: _____________ Rapid Re-Housing $________________ Approximate Persons Served: _____________ Homeless Prevention $________________ Approximate Persons Served: _____________ HMIS $________________
Services will expand as a result of CDBG funding. A nutritious hot dinner and full breakfast is served 365 days per year at the Prado HSC, while daily lunch is provided by the volunteers at People's Kitchen, with support from CAPSLO kitchen staff. Several attempts were made at organizing volunteers to provide the dinner meal. However, even the same organizations that contribute to People's Kitchen came up short on volunteers for dinner, citing the volunteers' own family dinner preparation or conflicts leaving work before 5 pm to get to the shelter. Many times scheduled volunteers failed to show, causing CAPSLO to purchase dinner, such as pizza, at the last minute. Over time, the costs of depending on volunteers outweighed the costs of hiring cooks and purchasing bulk food and receiving bulk donations from Food Bank. CAPLSO currently is serving over 300 meals on a daily basis and fully anticipates that need to grow over the next year. CAPSLO is requesting funding to expand the kitchen staff that support the meals served 365 days per year. Funding will cover 2 full-time cooks and 1 full time kitchen supervisor, plus fringe.

The Prado Homeless Services Center directly benefits low-income and very low-income populations who are homeless by providing shelter, providing basic needs such as showers and meals, and engaging them in a partnership with community outreach programs to set them on a path to housing. CAPSLO's system of diversion and case management ensures that homeless individuals across the county are connected to social security benefits, physical and behavioral health care, community resources, available employment training and workforce development programs, and other supportive services that promote long-term health and housing stability.
100,000
100,000 500
00 00
00 0

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18. Describe all eligible activities that apply to the proposed project.

19. Please describe your organization’s client application, intake, and preliminary assessment process.

Please provide a sample of client intake documents, as applicable, in the attachments section.

Emergency Shelter and Supportive Case Management - PLHA funding totaling $171,435 will support 3.45 FTE and fringe of Homeless Services Workers who will work work with clients on their Individual Housing Plans and prepare them and their paperwork to enter case management. PLHA funding will also cover .8 FTE of a Case Manager's salary and fringe, who will ensure that shelter participants are working on and meeting their goals, and connecting them to wraparound services. Funding will also support .10 FTE of the Homeless Services Director salary and fringe, who will supervise both the Homeless Services Worker and the Case Manager.

Rental Assistance - $60,000 of PLHA funding will be allocated to client housing support, usually in the form of security deposits, and/or first month's rent. These funds are paid directly to the landlord by CAPSLO.

N/A
N/A
N/A
0 N/A
0 N/A
0 N/A
N/A

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20. Describe your organizational collaboration with other local organizations to assist TBRA income eligible households.

Emergency Shelters
Warming Centers
Safe Parking
Street Outreach
Essential Services for Persons Experiencing Homelessness Tenant Based Rental Assistance (TBRA)
N/A
N/A 0
0 300,000
700
N/A

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21. Describe all eligible activities that apply to the proposed project.

Attachment B – Timeline (Required)
Attach a timeline for key steps of project implementation.

Attachment K – Supplemental Answers to Questions (Optional) If you need more room to answer any of the application questions, please attach additional information here.

Include the question number for each question being answered.

For other additional or optional attachments, please label them clearly (e.g. Attachment L – “Title”).

XI. APPLICATION SUBMISSION:

Applications and accompanying documents are due to Homeless Services Division, Department of Social Services by 9:00 pm on November 5, 2023.

Electronic Copy – email to [email protected] Subject line: 2024 NOFA Public Services Application – (Applicant Name) Activities funded by GFS will be shelter staff positions to support the Warming Center and Safe Parking.

The Warming Center operated 60 nights last year during inclement weather, a significant increase from the prior year. The Prado HSC operates well over capacity every night, with at least 15 cots added to the dining room to accommodate participants. During the winter months, that dining room overflow expands to 40-50 cots. Increasing the number of participants increases the need for Homeless Shelter Workers, who also oversee the Safe Parking sites.

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COUNTY OF SAN LUIS OBISPO

DEPARTMENT OF SOCIAL SERVICES

HOMELESS SERVICES DIVISION
2024 NOFA – Administrative
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 1 OF 2 www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | [email protected] Please submit Application by email to [email protected]. All submissions must be made electronically, no paper applications will be accepted. Application must be received no later than Sunday, November 5, 2023, at 9 pm.

I. PRIMARY APPLICANT INFORMATION (LEAD AGENCY)
Organization Name
Type of Organization Non-Profit For Profit Gov’t/Public Other:

CDBG is the only eligible funding
for Administrative
Community Development Block Grants (CDBG)
Total Funding Requested $______________________
City of San Luis Obispo
VCUGK243NQ71
Owen Goode, Assistant Planner
Emily Jackson, Finance Director
(805) 781-7576
[email protected]
919 Palm Street
San Luis Obispo, CA, 93401
1/1/1856
$91,992,693
425+
350+
6,367.20

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2024 NOFA – Administrative Application
DEPT OF SOCIAL SERVICES - P.O. BOX 8119 | SAN LUIS OBISPO, CA 93403 | PAGE 2 OF 2 www.slocounty.ca.gov/Departments/Social-Services/Homeless-Services.aspx | [email protected] III. PROPOSED PROJECT
Check one box
corresponding to your
proposed project:

Administration (24 CFR 570.206)
Planning and Capacity Building (24 CFR 570.205)

1. Provide a brief narrative of the proposed project and how funds will be used for administration or planning and capacity building.

IV. Attachments
Attachment A - Most Recent Audit (Required)
Attachment B - Proof of Active SAM.gov Registration (Required) Attachment C – CDBG Acknowledgements (Required)
For other additional or optional attachments, please label them clearly (e.g. Attachment D – “Title”).

V. APPLICATION SUBMISSION:

Applications and accompanying documents are due to Homeless Services Division, Department of Social Services by 9:00 pm on November 5, 2023.

Electronic Copy – email to [email protected] Subject line: 2024 NOFA Admin Application – (Applicant Name) Staff will use CDBG funds for Program Administrative Costs as allowed under § 570.206 of Title 24. Staff will use the method of monitoring the pro rata share of the salary, wages, and related costs of each person whose job includes any program administration assignments. Assignments included in this application include but may not be limited to the following: Providing local officials and citizens with information about the program; Preparing program budgets and schedules, and amendments thereto; Developing systems for assuring compliance with program requirements; Developing interagency agreements and agreements with subrecipients and contractors to carry out program activities; Monitoring program activities for progress and compliance with program requirements; Preparing reports and other documents related to the program for submission to HUD; Coordinating the resolution of audit and monitoring findings; Evaluating program results against stated objectives; and Managing or supervising persons whose primary responsibilities with regard to the program include such assignments.

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COUNTY OF SAN LUIS OBISPO

DEPARTMENT OF SOCIAL SERVICES

I. PRIMARY APPLICANT INFORMATION (LEAD AGENCY)
Organization Name
Type of Organization Non-Profit For Profit Gov’t/Public Other:

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Administration (24 CFR 570.206)
Planning and Capacity Building (24 CFR 570.205)

1. Provide a brief narrative of the proposed project and how funds will be used for administration or planning and capacity building.

V. APPLICATION SUBMISSION:

Applications and accompanying documents are due to Homeless Services Division, Department of Social Services by 9:00 pm on November 5, 2023.

Electronic Copy – email to [email protected] Subject line: 2024 NOFA Admin Application – (Applicant Name) Under this application, staff will continue to implement Program 1.7 from the 6th Cycle Housing Element which directly benefits homeless and low-income individuals by continuing to support local and regional solutions to homelessness by funding supportive programs, services, and housing solutions. Staff will also continue to implement Program 8.11 from the Housing Element which requires the City's Housing Policies and Programs team to continue to provide resources that support local and regional solutions to meet the needs of homeless. Staff will also continue to support, jointly with other agencies, shelters and programs, for the homeless and displaced individuals. These policies are specifically implemented through the City's Homelessness Response Strategic Plan adopted by City Council in 2023.

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City of San Luis Obispo, Council Memorandum
City of San Luis Obispo
Council Agenda Correspondence
DATE: February 20, 2024
TO: Mayor and Council
FROM: Greg Hermann, Deputy City Manager
VIA: Derek Johnson, City Manager
SUBJECT: Item # 6d. Authorization to Execute a Five-Year Lease Agreement with Ubeo for Replacement and Maintenance of Copier Equipment Staff received the following questions, regarding the proposed lease agreement with Ubeo. The questions are below with staff’s response shown in italics:
1) Question: How can the City piggyback on a Shasta County agreement for copier purchases and services?
Answer: The City’s Municipal Code (03.24.060) allows for cooperative purchasing which gives the City the ability to “piggyback” onto contracts already in place with other government agencies. In this case, the Shasta Union High School District went through a competitive RFP process that yielded the most favorable terms for these services, and Ubeo agreed to make those terms available to all local governments.
2) Question: Has it been deemed more cost effective to lease versus purchase these types of machines?
Answer: Yes, staff analyzed the current cost to own copier equipment versus lease and the proposed lease agreement is the most cost effective option.. The presented solution will not require additional capital funding associated with an ownership option and is cost neutral with the existing budget.

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Item 6d
Department: Information Technology
Cost Center: 1101
For Agenda of: 2/20/2024
Placement: Consent
Estimated Time: N/A
FROM: Greg Hermann, Deputy City Manager
Prepared By: Rebecca Cox, Business Analyst
SUBJECT: AUTHORIZATION TO EXECUTE A CONTRACT FOR COPY MACHINES

AND SERVICES WITH UBEO

RECOMMENDATION

1. Authorize the City Manager to execute a five-year lease agreement with Ubeo for replacement and maintenance of copier equipment; and

2. Waive formal bids and authorize use of Shasta Union High School District R6 – 2020 Master Enabling Agreement to procure this purchase as allowed under 03.24.060E of the City of San Luis Obispo Municipal Code.

POLICY CONTEXT
Per the Purchasing Policy, purchases greater than $200,000 must come before City Council for approval. Waiving formal bids and authorizing the use of the Shasta Union High School District (SUHSD) R6 – 2020 Master Enabling Agreement (Attachment A) to procure this purchase is consistent with City Purchasing Policy, Section 204: No-Bid Purchasing, and Municipal Code Section 03.24.060E, which permits staff to dispense with bidding requirements, “when the purchase will be made cooperatively with one, or more, other units of government, or from a local dealer within the city limit that can provide the same brand, model and configuration of item(s) identified in the cooperative purchase agreement(s) at or below the cooperative purchasing net cost within the same terms and conditions.”

DISCUSSION
Background
The Cannon ImageRunner 5250 copiers purchased in 2014 were deemed end-of-life as of December 1, 2023. After nearly a decade in service the machines will no longer be able to receive updates, and production for replacement parts will cease. This proposal will replace the remaining ten Cannon 5200 series copiers and refresh eight additional aging machines in the fleet. The additional model replacements are scheduled for replacement parts to be discontinued in June and December of 2024 (Attachment B).

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Item 6d
Industry standard lifecycle for a copier is five years, with print volume playing a significant role in the equation. All copiers slated for replacement in the table below have exceeded the standard lifecycle.

Number Department Address Acquisition
Date Model Replacement
1 Attorney 990 Palm St 2014 October IR 400IF 529iF
2 City Clerk 990 Palm St 2013 May IR C5250 C3926i
3 Community
Development 919 Palm St 2014 October IR C5250 C3926i
4 Community
Development 919 Palm St 2014 October IR C5235A C3926i
5 Finance and
IT 990 Palm St 2013 July IR C5250 C3926i
6 Parks and
Recreation 1341 Nipomo St 2014 October IR C5250 C5840i
7 Fire Station 1 2160 Santa
Barbara Ave 2015 October IR C5235A C3926i
8 Human
Resources 994 Mill St 2014 October IR C5235A C3926i
9 Police 1042 Walnut St 2014 October IR 400IF 529iF
10 Police 1016 Walnut St 2014 October IR 400IF 529iF
11 Police 1042 Walnut St 2014 October IR 400IF 4935i
12 Police 1042 Walnut St 2014 October IR C5235A C3926i
13 Public Works 25 Prado Rd 2014 October IR C2225B C3926i 14 Public Works 919 Palm St 2014 October IR C5250 C3926i 15 Public Works 25 Prado Rd 2017 March IR C250IF C259iF 16 Utilities 879 Morro St 2014 October IR C5235A C3926i 17 Utilities 108 13th St 2015 October IR C3325I C259iF
18 Utilities 1900 Stenner
Creek Rd 2015 October IR C3325I C3926i
An analysis of the copiers due for replacement was conducted to inform on the copier needs of the organization moving forward. Print data pulled from the past five years revealed relatively minimal change in printing activity. A period of lower print demand aligned with the onset of COVID-19 in early 2020, with activity levels resuming incrementally until reaching pre-COVID averages approximately 12 months following the initial drop. Copier models and features are right sized for each office; the main unit of the copier dictates print copy speed, print sizes, cassettes, and software features; additional features such as cassette feeding (adding additional front loading paper supply), staple finisher, inner finisher, 2/3-hole puncher and G3 fax board are all selected and configured to the uses of the individual workgroups and location.

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Item 6d
Replacing the aging equipment also supports sustainability goals; a combination of fusing technologies and lower-melting-point toner minimizes power requirements and helps achieve low energy consumption. The selected models are Energy Star certified, and rated EPEAT® Gold. EPEAT Gold identifies that products meet a demanding set of criteria for sustainability leadership in electronics.

Under the Shasta Union High School District Enabling Agreement, Ubeo’s pricing and services are made available to all local government entities. Staff finds that the terms of that agreement are acceptable to the City, and “piggybacking” onto that agreement will result in cost savings to the City for these services.

Previous Council or Advisory Body Action
On September 2, 2014, City Council approved the lease financing proposal for computer and copier acquisitions and related documents (09/02/2014 – Item C7). At that time, the lease purchase of 17 copiers was approved; of which, the majority of these copiers have remained in service for the city and are now due for replacement.

Public Engagement
This item is on the agenda for the February 20, 2024, City Council meeting and will follow all the required posting and notification. The public may comment on this item at or before the meeting.

CONCURRENCE
The Finance Department concurs with the recommendations.

ENVIRONMENTAL REVIEW
The California Environmental Quality Act does not apply to the recommended actions in this report, because the action does not constitute a “Project” under CEQA Guidelines Sec. 15378.

FISCAL IMPACT
Budgeted: Yes Budget Year: 2023-24
Funding Identified: Yes

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Item 6d
Fiscal Analysis:

Funding
Sources
Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
General Fund $56,0001 $0 $0 $56,000
State
Federal
Fees
Other:

Total $56,000 $0 $0 $56,000
The city budgets $56,000 annually for print service, maintenance, and replacements, supporting 30 machines citywide. The projected total expense over the five-year lease stands at around $240,000, calculated based on the average monthly usage per machine at the new rates. The total comprises lease payments of approximately $134,000 and an estimated $106,000 for service and usage charges over the next five years. Through the process of cost allocation non-general fund programs participate in the overall cost sharing of the print service and hardware. The cost of leasing the copiers for the remainder of FY 2023-24 is estimated at $8,000, which is already included in the FY 2023- 24 adopted budget. There will be no significant impacts to the budget from this agreement.

The lease cost is offset from the reduction in copy rates derived from the efficiencies of the new machines. On average, black, and white copy rates dropped .72%, from a range of $0.009958 - $0.021864 to $0.009000, and color copies reduced 3.22%, from $0.086438 - $0.132201 to $0.057000, culminating in an estimated annual savings of approximately $14,500.

ALTERNATIVES

1. Do not approve the lease of copiers. This is not recommended as the machines are deemed end of support, and end of life. In the event there is a hardware issue with end-of-life units, the ability to repair, or feasible cost to repair is not guaranteed.

2. Purchase versus lease copiers. To purchase the copiers requires $110,000 in capital not currently allocated in the budget. Additional funds would be required beyond the forecasted service and maintenance costs programmed in the budget.

ATTACHMENTS
A – Shasta Union High School District SUHSD R6 – 2020 Master Enabling Agreement B – San Luis Obispo City Cannon Copier End of Life Dates

1 23-25 Adopted Financial Plan; $46,000 Finance Support Services, $10,000 Information Technology Network Services

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Equipment ID
Serial
number Make Item model
Equipment IP
Address
Model Parts
Discontinued
Equipment
Install Address
Equipment
Meter Display
91626 LYD10066 Canon IR C2225 172.32.7.12 6/1/2023 10/24/2014 25 Prado Rd 172586 135426 RRB09000 Canon IR C5235 10.1.50.137 12/1/2023 10/24/2014 1042 Walnut St 381493 106309 RRB08987 Canon IR C5235 172.30.7.28 12/1/2023 10/24/2014 994 Mill St 458248 92000 RRB09061 Canon IR C5235 172.30.7.39 12/1/2023 10/24/2014 879 Morro St 459950 106663 RRB22010 Canon IR C5235 172.31.7.3 12/1/2023 10/21/2015 2160 Santa Barbara Ave 485250 106310 RRB08968 Canon IR C5235 172.29.7.20 12/1/2023 10/24/2014 919 Palm St 597293 90712 JMQ05934 Canon IR C5250 172.30.7.35 12/1/2023 7/11/2013 990 Palm St 712145 106312 JMQ16374 Canon IR C5250 172.29.7.5 12/1/2023 10/24/2014 919 Palm St 730197 91898 JMQ14316 Canon IR C5250 172.29.7.4 12/1/2023 10/24/2014 919 Palm St 1000697 90663 JMQ03252 Canon IR C5250 172.30.7.9 12/1/2023 5/8/2013 990 Palm St 1008609 106314 JMQ16376 Canon IR C5250 172.30.7.38 12/1/2023 10/24/2014 1341 Nipomo St 1428779 106664 QTW03354 Canon IR C3325i 192.168.10.199 6/1/2024 10/21/2015 108 13th St 15748 91992 QLA09985 Canon IR 400IF 10.1.50.171 6/1/2024 10/24/2014 1042 Walnut St 69524 91993 QLA09922 Canon IR 400IF 172.30.7.50 6/1/2024 10/24/2014 990 Palm St 73594 91991 QLA09935 Canon IR 400IF 172.31.7.12 6/1/2024 10/24/2014 1042 Walnut St 122947 106665 QTW03352 Canon IR C3325i 172.30.7.29 6/1/2024 10/21/2015 1900 Stenner Creek Rd 215804 91994 QLA09869 Canon IR 400IF 10.1.50.135 6/1/2024 10/24/2014 1042 Walnut St 587655 137580 QNR15192 Canon IR C250 172.32.7.10 12/1/2024 3/30/2017 25 Prado Rd 29459 176264 QTV06080 Canon IR C3330i 172.32.7.32 6/1/2025 11/20/2020 35 Prado Rd 238334 137330 WXF02840 Canon IR C5535i 172.29.7.6 6/1/2026 12/2/2016 919 Palm St 199879 167251 2BP04974 Canon IC MF429 10.1.50.182 3/1/2027 8/28/2019 1042 Walnut St 1096 155433 2BP04519 Canon IC MF429 172.31.7.6 3/1/2027 6/4/2019 1280 Laurel Ln 15611 155431 2BP04521 Canon IC MF429 172.31.7.7 3/1/2027 6/4/2019 1395 Madonna Rd 16709 155432 2BP04525 Canon IC MF429 172.31.7.5 3/1/2027 6/4/2019 126 N Chorro St 18272 176151 28X03259 Canon IR C256IF 10.1.50.154 3/1/2029 8/20/2020 1042 Walnut St 72148 180562 3CE09269 Canon IR C257IF 10.1.50.151 6/1/2030 1/13/2022 1135 Roundhouse 5405 184599 3CE04073 Canon IR C257IF 172.31.7.13 6/1/2030 4/20/2021 900 Southwood Dr 33289 184797 4CD02567 Canon IR C3826i 172.30.7.36 6/1/2030 12/15/2021 1260 Chorro St 34834 184631 2UL05696 Canon IR C357IF 10.1.50.249 12/1/2030 7/15/2021 1042 Walnut St 25328 180527 2XK01347 Canon IR C5860I 10.1.50.150 Not Yet Identified 7/16/2021 1042 Walnut St 265661

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Item 6e
Department: Human Resources
Cost Center: 3001
For Agenda of: 2/20/2024
Placement: Consent
Estimated Time: N/A
FROM: Nickole Domini, Human Resources Director
Prepared By: Diana Federico, Human Resources Analyst
SUBJECT: REQUEST FOR QUALIFICATIONS FOR 2024-2029 ON-CALL

PROFESSIONAL DEVELOPMENT SERVICES

RECOMMENDATION

1. Approve the Request for Qualifications for professional development services; and

2. Authorize the Human Resources Director to establish a 2024-2029 on-call list from the qualifications received and deemed responsive; and

3. Authorize the Human Resources Director to execute professional development services agreements with the companies included in the 2024-2029 on-call list during the five-year period from July 1, 2024-June 30, 2029.

POLICY CONTEXT
The City of San Luis Obispo provides professional development training, coaching programs, and consulting services for employees, spearheaded by the Human Resources Department. In alignment with an action item from the 2023-25 Major City Goal: Economic Resiliency, Cultural Vitality & Fiscal Sustainability, the City is committed to continuing “to support and prioritize employee development and growth through investing in resources to train, develop, and onboard new and transitioning employees.” To help with these efforts, staff is seeking authorization to establish an on-call list of companies that can support all departments with their needs.

DISCUSSION
Background
The City has been contracting with The Centre for Organization Effectiveness (TCFOE) for the City’s professional development services needs since 2015. TCFOE assists the City in developing and executing training programs such as Strengths and Project Management, connects consultants with individual supervisors and managers for coaching opportunities, and provides consulting and programming services to the Human Resources department and leaders across the organization.

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Item 6e
While upholding the commitment to support and prioritize employee development and growth, the following benefits have been identified to enhance the resources for training, developing, and onboarding employees to their roles and the organization.

Organization Benefits:
 Flexibility and Timeliness:
o Create an on-call list of consultants to allow staff to access specialized expertise on-demand. This flexibility ensures timely responses to organizational needs, enabling the department to address challenges promptly and effectively.
 Diverse Skill Sets:
o By establishing a pool of consultants, staff can tap into a diverse range of skills and perspectives. This diversity is crucial for tackling multifaceted organizational issues and fostering innovation in our approaches to development and improvement.

Employee Benefits:
 Professional Development Opportunities:
o Employees will have the opportunity to work with experts in various fields, enhancing their professional development and skill acquisition. The exposure to different methodologies and best practices will contribute to a continuous learning culture within the organization.
 Support for Leadership Development:
o Consultants specializing in coaching and leadership development can provide valuable support to the City’s existing and emerging leaders. This aligns with the City’s commitment to nurturing and empowering employees to take on leadership roles within the organization.
 Improved Employee Satisfaction
o Access to external expertise can lead to the implementation of targeted training programs, improving employee skills and job satisfaction. This, in turn, contributes to a positive workplace culture and enhances overall employee engagement.

Previous Council or Advisory Body Action
City Council adopted the City’s Major City Goal of “Economic Resiliency, Cultural Vitality & Fiscal Sustainability” for the 2023-25 financial plan.

Public Engagement
This item is on the agenda for the February 20, 2024, City Council meeting, during which the public may comment, and has been posted in accordance with applicable Brown Act requirements. If approved by City Council, the RFQ (Attachment A) will be posted in BidSync.

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Item 6e

CONCURRENCE
The Finance Department concurs with the issuance of the RFQ and assisted with its development.

FISCAL IMPACT
Budgeted: N/A Budget Year: N/A
Funding Identified: N/A
Fiscal Analysis:

Funding
Sources
Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
General Fund $ $ $ $
State
Federal
Fees
Other:

Total $ $0 $ $0
The RFQ, in and of itself, does not obligate any funds or commit the City to utilize any of the Consultants added to the on-call list. Fiscal impact for scope of representation, including identifying the funds that will pay for the professional development services, will be identified at the time Human Resources engages a Consultant for a particular matter, depending upon the anticipated cost of services and consistent with the City’s purchasing policies and rules.

ALTERNATIVES
Do not approve the RFQ release. The City Council could decline to issue the RFQ, meaning before the beginning of FY25, the Human Resources Department would need to return to request Council authorization to issue a Request for Proposal (RFP) for each type of professional service. This alternative is not recommended, as it is not the optimal use of City time and resources, and potentially jeopardizes the City's capacity to attain the utmost quality and cost-effective representation for employee investment.

ATTACHMENTS
A - Draft RFQ Package – 2024-2029 On-call List for Professional Development Services

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The City of San Luis Obispo is committed to including disabled persons in all of our services, programs and activities.

Telecommunications Device for the Deaf (805) 781-7410.

Notice Requesting Proposals / Qualifications for Organizational Development Services The City of San Luis Obispo is requesting sealed proposals for organization development support, training, coaching, and consulting services.

All firms interested in receiving further correspondence regarding this Request for Proposals (RFP) will be required to complete a free registration using BidSync (https://www.bidsync.com/bidsync-appweb/vendor/register/Login.xhtml). All proposals must be received via BidSync by the Department of Finance at or before Sunday, March 31, 2024, 5:00 p.m. Pacific Standard Time. Proposals received after said time will not be considered.

The preferred method for bid submission is electronic via BidSync. However, if you wish to submit a paper copy, please submit it in a sealed envelope to the Department of Finance, City of San Luis Obispo, 990 Palm Street, San Luis Obispo, CA, 93401.

Project packages and additional information may be obtained at the City’s BidSync website at www.BidSync.com. or please contact [email protected] with any questions. Please contract Diana Federico, Human Resources Analyst, at [email protected] for any questions about the content of the RFQ.

For technical help with BidSync please contact BidSync tech support at 800-990-9339.

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TABLE OF CONTENTS
A. INTRODUCTION......................................................................................................................................... 1 B. SCOPE OF WORK ....................................................................................................................................... 1 C. PROJECT SCHEDULE .................................................................................................................................. 3 D. GENERAL TERMS AND CONDITIONS......................................................................................................... 4 E. Special terms and conditions.................................................................................................................... 6 F. PROPOSAL SUBMITTAL FORMS............................................................................................................... 12

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A. INTRODUCTION
The City of San Luis Obispo (“City) is nestled on the Central Coast of California, halfway between Los Angeles and San Francisco. We are a City of approximately 480 regular employees. The City of San Luis Obispo is organized into eleven departments that serve the public in carrying out the policies and programs of the City Council, and implementing the City's charter and municipal code. Its mission statement explains the organization's focus in carrying its responsibilities. The organizational values guide and inspire our efforts in the day to day operations of the City.

The City’s Human Resources department is responsible for recruiting, developing, and retaining highly qualified employees for the City. The department provides strategic learning programs and organizational development services to City departments.

B. SCOPE OF WORK
The City is seeking a firm with robust services that include trainings, organization development support, coaching, and consulting services for our City employees. Working closely alongside Human Resources, this firm should offer a menu of professional development opportunities which the City can utilize to offer training opportunities throughout the year. Departments are seeking consultants that can offer coaching opportunities to upper-level supervisors, managers, and department heads. Frequent organization development and consultant support would be necessary to support City employees as they navigate through their career.

Description of services
Organizational Development Services shall include and not be limited to:
a) Coaching for management employees ranging from frontline managers to executive level, as well as individual contributors. Coaching services may be requested for a variety of scenarios, including executive coaching, leadership, onboarding, and transitions. b) Organizational development and effectiveness consultation, which may include:
i. Assessment;
ii. Design and facilitation of organizational effectiveness interventions at the organizational, team, or individual level; and
iii. Change management consultation.
c) Organizational Development Services shall cover a wide range of assignments such as:
i. Organizational change management
ii. Team development
iii. Team building
iv. Strategic planning
v. Group facilitation
vi. Process design
vii. Coaching: executive, leaders, onboarding, and transition viii. Organizational design
ix. Program Design
x. Assessments design and analysis; organization, team, individual.

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Direction by City Project Manager as set forth above shall be identified and initiated through an identified Project Manager at the beginning of each engagement for services. The Program Owner/Project Manager shall identify the scope of the engagement and shall identify the other stakeholders to be included in the process.

City reserves the right to add or delete related services as deemed necessary throughout the term of this Contract.

Coaching Services
Program Objectives:
a) Consultant shall assist City on an as-needed basis with coaching for management employees ranging from frontline managers to executive-level, as well as individual contributors. Consultants may be called upon to consult, design and/or implement a coaching plan for individuals or a team.

The program objective is to identify needs and through coaching sessions achieve outcomes to build upon strengths and improve, if necessary, the working effectiveness of the individual or the team.
b) In addition to the coaching services listed above, Consultantsshall coach executives and managers in regards to onboarding services. Onboarding services may include assistance to City Departments on establishing an Onboarding Plan for the individual. It may also include Onboarding coaching services geared towards executives and managers who are new to the City or who are transitioning into new roles within the organization, including transitioning to another department or agency within the City. Prior experience in onboarding coaching and consultation services is mandatory.

Scope of Services:

Consultant shall:
a) Create a development coaching plan which identifies the tools and methods to be utilized to assess the individual or the team's strengths, needs, knowledge, skills, and abilities. b) Develop an estimated time frame for evaluating knowledge, skills and abilities. c) Identify the knowledge, skills, and abilities of each manager or team. d) Identify the needs to be addressed.
e) Conduct individual or team coaching sessions to address the identified needs. f) Supply outcome reports, analysis, and customer experience feedback to the Project Manager.

Frequency of Coaching Engagement. Scheduling & Location:
a) Consultant shall provide Coaching Services as follows and as requested by City:
i. In-person at a City of Orange work location, or
ii. In-person at a nearby public place of convenience to City requesting department, or iii. Via Skype or conference call, FaceTime, or telephone. b) Length and frequency of Coaching sessions may vary as needed or to accommodate the schedule of the individual being coached.
c) Consultant shall engage in Coaching Services no less than one time per month for the duration of the engagement, including ad-hoc sessions as needed.

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d) Consultantshall be available for feedback and questions, and to serve as a "sounding board" when needed, either for the requesting City department Project Manager or the coaching participant(s).

Deliverables:
a) Individual Coaching Plan documentation must be submitted by Consultant to City Project Manager prior to the beginning of each coaching engagement. b) Consultant shall provide a periodic verbal progress summary and ongoing development recommendations for future focus to requesting City Department Project Manager. Results summary and recommendations documentation should be submitted to requesting City department Project Manager at the end of the coaching engagement. c) After completion of coaching engagements, Consultantshall supply outcome reports, analysis and customer experience feedback as requested by requesting City department Project Manager.

Organizational Development Consulting
Program Objectives:
a) As needed, Organizational Development may contract with external consultants to provide organizational development services.

Scope of Services:
a) Organizational development consulting requests will vary depending upon the specific engagement; however, all engagements should follow a standard consulting process such as contracting, discovery, analysis & feedback, planning, and implementation. Additionally, evaluation and sustainment components should be included. b) The need for organizational development services covers a wide range of assignments such as:
 Organizational change management
 Team development
 Team building
 Strategic planning
 Group facilitation
 Process design
 Coaching: executive, leaders, onboarding, and transition  Organizational design
 Program design
 Assessments design and analysis: organizational, team, and individual Quote Process
Consultant shall provide quotes for other services/trainings not listed above on an as-needed basis and as requested by City. Consultant shall not start on any project without receiving written confirmation by City. Service/training quotes shall be valid for 365 days.

C. PROJECT SCHEDULE

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Preliminary Schedule Tasks
March 1, 2024  Bid time period is open for 1 month
March 31, 2024  Bids are due to the City of San Luis Obispo April 2024  The City reviews bids, conducts reference checks, makes their selection By July 1, 2024  Execute contract
D. GENERAL TERMS AND CONDITIONS

PROPOSAL REQUIREMENTS

1. Requirement to Meet All Provisions. Each individual or firm submitting a proposal (bidder) shall meet all the terms, and conditions of the Request for Proposals (RFP) project package. By virtue of its proposal submittal, the bidder acknowledges agreement with and acceptance of all provisions of the RFP specifications.

2. Proposal Submittal. Each proposal must be submitted on the form(s) provided in the specifications and accompanied by any other required submittals or supplemental materials.

Proposal documents shall be submitted electronically via BidSync. However, if you can’t submit electronic please send your bid copy in a sealed envelope to the Department of Finance, City of San Luis Obispo, 990 Palm Street, San Luis Obispo, CA, 93401. To guard against premature opening, the proposal should be clearly labeled with the proposal title, project number, name of bidder, and date and time of proposal opening. No FAX submittals will be accepted.

3. Insurance Certificate. Each proposal must include a certificate of insurance showing:
a. The insurance carrier and its A.M. Best rating.
b. Scope of coverage and limits.
c. Deductibles and self-insured retention.

The purpose of this submittal is to generally assess the adequacy of the bidder’s insurance coverage during proposal evaluation; as discussed under paragraph 12 below, endorsements are not required until contract award. The City’s insurance requirements are detailed in Section E.

4. Proposal Quotes and Unit Price Extension. The extension of unit prices for the quantities indicated and the lump sum prices quoted by the bidder must be entered in figures in the spaces provided on the Proposal Submittal Form(s). Any lump sum bid shall be stated in figures. The Proposal Submittal Form(s) must be totally completed. If the unit price and the total amount stated by any bidder for any item are not in agreement, the unit price alone will be considered as representing the bidder’s intention and the proposal total will be corrected to conform to the specified unit price.

5. Proposal Withdrawal and Opening. A bidder may withdraw its proposal, without prejudice prior to the time specified for the proposal opening, by submitting a written request to the Director of Finance for its withdrawal, in which event the proposal will be returned to the bidder unopened.

No proposal received after the time specified or at any place other than that stated in the “Notice Inviting Bids/Requesting Proposals” will be considered. All proposals will be opened and declared

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publicly. Bidders or their representatives are invited to be present at the opening of the proposals.

6. Submittal of One Proposal Only. No individual or business entity of any kind shall be allowed to make or file, or to be interested as the primary submitter in more than one proposal, except an alternative proposal when specifically requested; however, an individual or business entity that has submitted a sub-proposal to a bidder submitting a proposal, or who has quoted prices on materials to such bidder, is not thereby disqualified from submitting a sub-proposal or from quoting prices to other bidders submitting proposals.

7. Communications. All timely requests for information submitted in writing will receive a written response from the City. Telephone communications with City staff are not encouraged but will be permitted. However, any such oral communication shall not be binding on the City.

CONTRACT AWARD AND EXECUTION

8. Proposal Retention and Award. The City reserves the right to retain all proposals for a period of 60 days for examination and comparison. The City also reserves the right to waive non-substantial irregularities in any proposal, to reject any or all proposals, to reject or delete one part of a proposal and accept the other, except to the extent that proposals are qualified by specific limitations. See the “special terms and conditions” in Section C of these specifications for proposal evaluation and contract award criteria.

9. Competency and Responsibility of Bidder. The City reserves full discretion to determine the competence and responsibility, professionally and/or financially, of bidders. Bidders will provide, in a timely manner, all information that the City deems necessary to make such a decision.

10. Contract Requirement. The bidder to whom award is made (Consultant) shall execute a written contract with the City within ten (10) calendar days after notice of the award. The contract shall be made in the form adopted by the City and incorporated in these specifications.

CONTRACT PERFORMANCE

11. The City’s contract terms and conditions that Consultant will be expected to execute and be bound by are attached hereto as Exhibit A.

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E. SPECIAL TERMS AND CONDITIONS

1. Contract Award. Subject to the reservations set forth in Paragraph 9 of Section E (General Terms and Conditions) of these specifications, the contract will be awarded to the lowest responsible, responsive proposer.

2. Sales Tax Reimbursement.

For sales occurring within the City of San Luis Obispo, the City receives sales tax revenues.

Therefore, for bids from retail firms located in the City at the time of proposal closing for which sales tax is allocated to the City, 1% of the taxable amount of the bid will be deducted from the proposal by the City in calculating and determining the lowest responsible, responsive proposer.

3. Labor Actions.

In the event that the successful proposer is experiencing a labor action at the time of contract award (or if its suppliers or sub-Consultants are experiencing such a labor action), the City reserves the right to declare said proposer is no longer the lowest responsible, responsive proposer and to accept the next acceptable low proposal from a proposer that is not experiencing a labor action, and to declare it to be the lowest responsible, responsive proposer.

4. Failure to Accept Contract.

The following will occur if the proposer to whom the award is made (Consultant) fails to enter into the contract: the award will be annulled; any bid security will be forfeited in accordance with the special terms and conditions if a proposer's bond or security is required; and an award may be made to the next lowest responsible, responsive proposer who shall fulfill every stipulation as if it were the party to whom the first award was made.

5. Contract Term.

The services identified in this specification will be used on as-needed basis by the City for 5 years.

6. Contract Extension.

The term of the contract may be extended by mutual consent for an additional one-year, and annually thereafter, for a total of four years.

7. Supplemental Purchases
Supplemental purchases may be made from the successful proposer during the contract term in addition to the items listed in the Detail Proposal Submittal Form. For these supplemental purchases, the proposer shall not offer prices to the City in excess of the amounts offered to other similar customers for the same item. If the proposer is willing to offer the City a standard discount on all supplemental purchases from its generally prevailing or published price structure during the contract term, this offer and the amount of discount on a percentage basis should be provided with the proposal submittal.

8. Consultant Invoices.

The Consultant may deliver either a monthly invoice to the City with attached copies of detail invoices as supporting detail, or in one lump-sum upon completion.

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9 Non-Exclusive Contract. The City reserves the right to purchase the items listed in the Detail Proposal Submittal Form, as well as any supplemental items, from other vendors during the contract term.

10. Unrestrictive Brand Names. Any manufacturer's names, trade names, brand names or catalog numbers used in the specifications are for the purpose of describing and establishing general quality levels. Such references are not intended to be restrictive. Proposals will be considered for any brand that meets or exceeds the quality of the specifications given for any item. In the event an alternate brand name is proposed, supplemental documentation shall be provided demonstrating that the alternate brand name meets or exceeds the requirements specified herein. The burden of proof as to the suitability of any proposed alternatives is upon the proposer, and the City shall be the sole judge in making this determination.

11. Delivery. Prices quoted for all supplies or equipment to be provided under the terms and conditions of this RFP package shall include delivery charges, to be delivered F.O.B. San Luis Obispo by the successful proposer and received by the City within 90 days after authorization to proceed by the City.

12. Start and Completion of Work. Work on this project shall begin immediately after contract execution and shall be completed within 90 calendar days thereafter, unless otherwise negotiated with City by mutual agreement.

13. Submittal of References. Each proposer shall submit a statement of qualifications and references on the form provided in the RFP package.

14. Statement of Contract Disqualifications. Each proposer shall submit a statement regarding any past governmental agency bidding or contract disqualifications on the form provided in the RFP package.

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PROPOSAL CONTENT

1. Proposal Content. Your proposal must include the following information:

Submittal Forms
a. Proposal submittal summary.
b. Certificate of insurance.
c. References from at least three firms for whom you have provided similar services.

Qualifications
d. Experience of your firm and those of sub-consultants in performing work and projects relevant to the Scope of Services outlined and described in the request. e. Resumes of the individuals who would be assigned to this project, including any subconsultants, with their corollary experience highlighted and specific roles in this project clearly described.
f. Standard hourly billing rates for the assigned staff, including any sub-consultants (see submittal form for example) We understand there may be different hourly rates for the different scopes of work identified in the RFQ. Please list all services and rates. g. Statement and explanation of any instances where your firm or sub-consultant has been removed from a project or disqualified from proposing on a project.

Work Program
h. Detailed description of your approach to completing the work. i. Services and deliverables provided by the Consultant(s). j. Any other information that would assist us in making this contract award decision. k. Description of assumptions critical to development of the response which may impact cost or scope.
l. Sample menu of trainings you offer.

Requested Changes to Terms and Conditions
m. The City desires to begin work soon after selecting the preferred Consultant and expects the Consultant to execute the City’s contract and all of the terms therein, as set forth in Exhibit A. To expedite the contracting process, each submittal shall include requested redlined changes to terms and conditions, if necessary. Please be advised that Consultant’s requested changes to the City’s terms and conditions will be considered by City staff when scoring and determining the competency and responsibility of the proposer.

Proposal Length
n. Proposal length should only be as long as required to be responsive to the RFP, including attachments and supplemental materials.

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2. Proposal Evaluation and Selection. Proposals will be evaluated by a review committee and evaluated on the following criteria:
a. Understanding of the work required by the City.
b. Quality, clarity and responsiveness of the proposal. c. Demonstrated competence and professional qualifications necessary for successfully performing the work required by the City.
d. Recent team experience in successfully performing similar services. e. References.
f. Background and experience of the specific individuals managing and assigned to this project.
g. Information about how your company mitigates the environmental impact of its services, such as greenhouse gas emissions, amount of waste generated, water and energy use, or other areas related to your products and services.

As reflected above, contract award will not be based solely on price, but on a combination of factors as determined to be in the best interest of the City. After evaluating the proposals and discussing them further with the finalists or the tentatively selected Consultant, the City reserves the right to further negotiate the proposed work and/or method and amount of compensation.

3. Proposal Review and Award Schedule. The following is an outline of the anticipated schedule for proposal review and contract award:
a. Issue RFP 3/1/24
b. Receive proposals 4/1/24
c. Complete proposal evaluations 4/15/24
d. Execute contract By 7/1/24

4. Ownership of Materials. All original drawings, plan documents and other materials prepared by or in possession of the Consultant as part of the work or services under these specifications shall become the permanent property of the City and shall be delivered to the City upon demand.

5. Release of Reports and Information. Any reports, information, data, or other material given to, prepared by or assembled by the Consultant as part of the work or services under these specifications shall be the property of the City and shall not be made available to any individual or organization by the Consultant without the prior written approval of the City.

6. Copies of Reports and Information. If the City requests additional copies of reports, drawings, specifications, or any other material in addition to what the Consultant is required to furnish in limited quantities as part of the work or services under these specifications, the Consultant shall provide such additional copies as are requested, and City shall compensate the Consultant for the costs of duplicating of such copies at the Consultant's direct expense.

7. Required Deliverable Products. The Consultant will be required to provide:
a. One electronic submission - digital-ready original .pdf of all final documents. If you wish to file a paper copy, please submit in sealed envelope to the address provided in the RFP.

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b. Corresponding computer files compatible with the following programs whenever possible unless otherwise directed by the project manager:

Word Processing: MS Word
Spreadsheets: MS Excel
Desktop Publishing: InDesign
Virtual Models: Sketch Up
Digital Maps: Geodatabase shape files in
State Plan Coordinate System as
specified by City GIS staff
c. City staff will review any documents or materials provided by the Consultant and, where necessary, the Consultant will be required to respond to staff comments and make such changes as deemed appropriate.

ALTERNATIVE PROPOSALS

8. Alternative Proposals. The proposer may submit an alternative proposal (or proposals) that it believes will also meet the City's project objectives but in a different way. In this case, the proposer must provide an analysis of the advantages and disadvantages of each of the alternative and discuss under what circumstances the City would prefer one alternative to the other(s).

9. Attendance at Meetings and Hearings. As part of the work scope and included in the contract price is attendance by the Consultant at up to [number] public meetings to present and discuss its findings and recommendations. Consultantshall attend as many "working" meetings with staff as necessary in performing work-scope tasks.

10. Accuracy of Specifications. The specifications for this project are believed by the City to be accurate and to contain no affirmative misrepresentation or any concealment of fact. Bidders are cautioned to undertake an independent analysis of any test results in the specifications, as City does not guaranty the accuracy of its interpretation of test results contained in the specifications package. In preparing its proposal, the bidder and all Consultants named in its proposal shall bear sole responsibility for proposal preparation errors resulting from any misstatements or omissions in the plans and specifications that could easily have been ascertained by examining either the project site or accurate test data in the City's possession. Although the effect of ambiguities or defects in the plans and specifications will be as determined by law, any patent ambiguity or defect shall give rise to a duty of bidder to inquire prior to proposal submittal. Failure to so inquire shall cause any such ambiguity or defect to be construed against the bidder. An ambiguity or defect shall be considered patent if it is of such a nature that the bidder, assuming reasonable skill, ability and diligence on its part, knew or should have known of the existence of the ambiguity or defect. Furthermore, failure of the bidder or Consultants to notify City in writing of specification or plan defects or ambiguities prior to proposal submittal shall waive any right to assert said defects or ambiguities subsequent to submittal of the proposal.

To the extent that these specifications constitute performance specifications, the City shall not be liable for costs incurred by the successful bidder to achieve the project’s objective or standard beyond the amounts provided there for in the proposal.

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In the event that, after awarding the contract, any dispute arises as a result of any actual or alleged ambiguity or defect in the plans and/or specifications, or any other matter whatsoever, Consultant shall immediately notify the City in writing, and the Consultant and all Consultants shall continue to perform, irrespective of whether or not the ambiguity or defect is major, material, minor or trivial, and irrespective of whether or not a change order, time extension, or additional compensation has been granted by City. Failure to provide the hereinbefore described written notice within one (1) working day of Consultant's becoming aware of the facts giving rise to the dispute shall constitute a waiver of the right to assert the causative role of the defect or ambiguity in the plans or specifications concerning the dispute.

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SECTION F: PROPOSAL SUBMITTAL FORM – SAMPLE HOURLY RATES Description Hourly Rate

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SECTION E: PROPOSAL SUBMITTAL FORM - SAMPLE
The undersigned declares that she or he:
 Has carefully examined [____________], which is hereby made a part of this proposal.  Is thoroughly familiar with its contents.
 Is authorized to represent the proposing firm.
 Agrees to perform the work as set forth in this proposal. ☐ Certificate of insurance attached; insurance company’s A.M. Best rating: __________________.

Firm Name and Address
Contact Phone
Signature of Authorized Representative
Date

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REFERENCES
Number of years engaged in providing the services included within the scope of the specifications under the present business name: .

Describe fully the last three contracts performed by your firm that demonstrate your ability to provide the services included with the scope of the specifications. Attach additional pages if required. The City reserves the right to contact each of the references listed for additional information regarding your firm's qualifications.

Reference No. 1:

Agency Name
Contact Name
Telephone & Email
Street Address
City, State, Zip Code
Description of services provided
including contract amount, when
provided and project outcome

Reference No. 2:

Agency Name
Contact Name
Telephone & Email
Street Address
City, State, Zip Code
Description of services provided
including contract amount, when
provided and project outcome

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Reference No. 3
Agency Name
Contact Name
Telephone & Email
Street Address
City, State, Zip Code
Description of services provided
including contract amount, when
provided and project outcome

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STATEMENT OF PAST CONTRACT DISQUALIFICATIONS
The proposer shall state whether it or any of its officers or employees who have a proprietary interest in it, has ever been disqualified, removed, or otherwise prevented from bidding on, or completing a federal, state, or local government project because of the violation of law, a safety regulation, or for any other reason, including but not limited to financial difficulties, project delays, or disputes regarding work or product quality, and if so to explain the circumstances.  Do you have any disqualification as described in the above paragraph to declare? Yes ☐ No ☐
 If yes, explain the circumstances.

Executed on at _______________________________________ under penalty of perjury of the laws of the State of California, that the foregoing is true and correct. ______________________________________
Signature of Authorized Proposer Representative

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EXHIBIT A : FORM OF AGREEMENT

CITY OF SAN LUIS OBISPO

ON-CALL PROFESSIONAL SERVICES AGREEMENT
This agreement (Agreement) is made and entered into in the City of San Luis Obispo on ____________, by and between the City of San Luis Obispo, a municipal corporation and charter city (City) and [FILL] hereinafter referred to as Contractor (collectively referred to as the “Parties”).

WITNESSETH:

WHEREAS, on March 1, 2024, City requested proposals for Qualifications for Organizational Development Services. ; and
WHEREAS, the City wants to engage a consultant for organizational development services. (the “Services”); and
WHEREAS, Consultant is qualified to perform this type of Services and has submitted a written proposal to do so, which has been accepted by City; and NOW, THEREFORE, in consideration of their mutual promises, obligations, and covenants hereinafter contained, the Parties hereto agree as follows:

1. TERM. The term of this Agreement shall be from the date this Agreement is made and entered, as first written above, for 5 years, or upon acceptance and completion of said Services, whichever occurs sooner.

2. INCORPORATION BY REFERENCE. City Request for Qualifications for Organizational Development Services and Consultant's proposal dated _____are hereby incorporated in and made a part of this Agreement, attached as Exhibit A. The City’s insurance requirements are hereby incorporated in and made part of this Agreement, attached as Exhibit B. To the extent that there are any conflicts between the Consultant’s fees and scope of work and the City’s terms and conditions as stated herein, the City’s terms and conditions shall prevail unless specifically agreed otherwise in writing signed by both Parties.

3. CITY’S OBLIGATIONS. For providing services as specified in this Agreement, City will pay and Consultant shall receive therefor compensation as set forth in Exhibit A..

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4. CONSULTANT’S OBLIGATIONS. For and in consideration of the payments and agreements herein before mentioned to be made and performed by City, Consultant agrees with City to do everything required by this Agreement including that work as set forth in Exhibit A.

5. PAYMENT OF TAXES. The contract prices shall include full compensation for all taxes that Consultant is required to pay.

6. LICENSES AND PERMITS. At all times during the term of this Agreement, Consultant shall have in full force and effect, all licenses required of it by law for the performance of the Services described in this Agreement. The Consultant shall procure all permits and licenses, pay all charges and fees, and give all notices necessary under this Agreement.

7. COMPLIANCE WITH LAW. The Consultant shall keep itself informed of and shall observe and comply with all applicable State and Federal laws and regulations, and county and City of San Luis Obispo ordinances, regulations and adopted codes, which in any manner affect those employed by Consultant or in any way affect the performance of the Services pursuant to this Agreement.

The City, and its officers and employees, shall not be liable at law or in equity occasioned by failure of the Consultant to comply with this Section. Failure to comply with local ordinances may result in monetary fines and cancellation of this Agreement.

8. COMPLIANCE WITH INDUSTRY STANDARD. Consultant shall provide services acceptable to City in strict conformance with the Agreement. Consultant shall also provide in accordance with the standards customarily called for under this Agreement using the degree of care and skill ordinarily exercised by reputable providers of such services. Where approval by the City, the City Manager, the Mayor, or other representative of City is required, it is understood to be general approval only and does not relieve Consultant of responsibility for complying with all applicable laws, codes, policies, regulations, and good business practices.

9. INDEPENDENT CONTRACTOR.
a. Consultant is and shall at all times remain as to the City a wholly independent contractor. The personnel performing the Services under this Agreement on behalf of Consultant shall at all times be under Consultant's exclusive direction and control. Neither City nor any of its officers, employees, or agents shall have control over the conduct of Consultant or any of Consultant's officers, employees, or agents, except as set forth in this Agreement. Consultant shall not at any time or in any manner represent that it or any of its officers, employees, or agents are in any manner officers, employees, or agents of the City. Consultant shall not incur or have the power to incur any debt, obligation, or liability whatsoever against City, or bind City in any manner.
b. No employee benefits shall be available to Consultant in connection with the performance of this Agreement. Except for the fees paid to Consultant as provided in the Agreement, City shall not pay salaries, wages, or other compensation to Consultant for performing the Services hereunder for City. City shall not be liable for compensation or indemnification to Consultant for injury or sickness arising out of performing services hereunder.

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10. PRESERVATION OF CITY PROPERTY. The Consultant shall provide and install suitable safeguards, approved by the City, to protect City property from injury or damage. If City property is injured or damaged resulting from Consultant’s operations, it shall be replaced or restored at Consultant’s expense. The City’s facilities shall be replaced or restored to a condition as good as when the Consultant began the work.

11. IMMIGRATION ACT OF 1986. The Consultant warrants on behalf of itself and all subconsultants engaged for the performance of the Services that only persons authorized to work in the United States pursuant to the Immigration Reform and Control Act of 1986 and other applicable laws shall be employed in the performance of the Services hereunder.

12. NON-DISCRIMINATION. In the performance of the Services, the Consultant agrees that it will not engage in, nor permit such subconsultants as it may employ, to engage in discrimination in employment of persons because of age, race, color, sex, national origin or ancestry, sexual orientation, or religion of such persons.

13. PAYMENT TERMS. The City’s payment terms are 30 days from the receipt of an original invoice and acceptance by the City of the materials, supplies, equipment, or services provided by the Consultant (Net 30). Consultant will submit invoices monthly for actual services performed. Invoices shall be submitted on or about the first business day of each month, or as soon thereafter as practical, for services provided in the previous month.

Final June invoices shall be received no later than the 5th business day of July to meet City fiscal year-end deadlines. Payment shall be made within thirty (30) days of receipt of each invoice as to all non-disputed fees. If the City disputes any of Consultant's fees it shall give written notice to Consultant within thirty (30) days of receipt of an invoice of any disputed fees set forth on the invoice. Any final payment under this Agreement shall be made within forty-five (45) days of receipt of an invoice, therefore.

14. INSPECTION. City shall at all times have the right to inspect the work being done under this Agreement and Consultant shall furnish City with every reasonable opportunity and assistance required for City to ascertain that the Services of the Consultant are being performed in accordance with the requirements and intentions of this Agreement. All work done, and all materials furnished, if any, shall be subject to the City’s inspection and approval. The inspection of such work shall not relieve Consultant of any of its obligations under the Agreement.

15. RELEASE OF INFORMATION.

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a. All information gained by Consultant in performance of this Agreement shall be considered confidential and shall not be released by Consultant without City's prior written authorization. Consultant, its officers, employees, agents, or subconsultants, shall not, without written authorization from the City Manager or unless requested by the City Attorney, voluntarily provide declarations, letters of support, testimony at depositions, response to interrogatories, or other information concerning the work performed under this Agreement. Response to a subpoena or court order shall not be considered "voluntary" provided Consultant gives City notice of such court order or subpoena. b. Consultant shall promptly notify City should Consultant, its officers, employees, agents, or subconsultants be served with any summons, complaint, subpoena, notice of deposition, request for documents, interrogatories, request for admissions, or other discovery request (“Discovery”), court order, or subpoena from any person or party regarding this Agreement, unless the City is a party to any lawsuit, arbitration, or administrative proceeding connected to such Discovery, or unless Consultant is prohibited by law from informing the City of such Discovery. City retains the right, but has no obligation, to represent Consultant and/or be present at any deposition, hearing, or similar proceeding as allowed by law. Unless City is a party to the lawsuit, arbitration, or administrative proceeding and is averse to Consultant in such proceeding, Consultant agrees to cooperate fully with City and to provide the opportunity to review any response to Discovery requests provided by Consultant. However, City's right to review any such response does not imply or mean the right by City to control, direct, or rewrite said response.

16. OWNERSHIP OF DOCUMENTS.
a. Consultant shall maintain complete and accurate records with respect to sales, costs, expenses, receipts, and other such information required by City that relate to the performance of the Services under this Agreement. Consultant shall maintain adequate records of services provided in sufficient detail to permit an evaluation of services. All such records shall be maintained in accordance with generally accepted accounting principles and shall be clearly identified and readily accessible. Consultant shall provide free access to the representatives of City or its designees at reasonable times to such books and records; shall give City the right to examine and audit said books and records; shall permit City to make transcripts or copies therefrom as necessary; and shall allow inspection of all work, data, documents, proceedings, and activities related to this Agreement. Such records, together with supporting documents, shall be maintained for a period of three (3) years after receipt of final payment. b. Upon completion of, or in the event of termination or suspension of this Agreement, all original documents, designs, drawings, maps, models, computer files, surveys, notes, and other documents prepared in the course of providing the Services under this Agreement shall become the sole property of the City and may be used, reused, or otherwise disposed of by the City without the permission of the Consultant. With respect to computer files, Consultant shall make available to the City, at the Consultant's office and upon reasonable written request by the City, the necessary computer software and hardware for purposes of accessing, compiling, transferring, copying and/or printing

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computer files. Consultant hereby grants to City all right, title, and interest, including any copyright, in and to the documents, designs, drawings, maps, models, computer files, surveys, notes, and other documents prepared by Consultant in the course of providing the Services under this Agreement.

17. INDEMNIFICATION AND DEFENSE. To the fullest extent permitted by law (including, but not limited to California Civil Code Sections 2782 and 2782.8), Consultant shall indemnify, defend, and hold harmless the City, and its elected officials, officers, employees, volunteers, and agents (“City Indemnitees”), from and against any and all causes of action, claims, liabilities, obligations, judgments, or damages, including reasonable legal counsels’ fees and costs of litigation (“claims”), arising out of the Consultant’s performance or Consultant’s failure to perform its obligations under this Agreement or out of the operations conducted by Consultant, including the City’s passive negligence, except for such loss or damage arising from the sole or active negligence or willful misconduct of the City. In the event the City Indemnitees are made a party to any action, lawsuit, or other adversarial proceeding arising from Consultant’s performance of this Agreement, the Consultant shall provide a defense to the City Indemnitees or at the City’s option, reimburse the City Indemnitees their costs of defense, including reasonable legal fees, incurred in defense of such claims.

18. SUSPENSION OR TERMINATION OF AGREEMENT WITHOUT CAUSE. a. The City may at any time, for any reason, with or without cause, suspend or terminate this Agreement, or any portion hereof, by serving upon the Consultant at least thirty (30) days prior written notice. Upon receipt of said notice, the Consultant shall immediately cease all work under this Agreement, unless the notice provides otherwise. If the City suspends or terminates a portion of this Agreement such suspension or termination shall not make void or invalidate the remainder of this Agreement.
b. In the event this Agreement is terminated pursuant to this Section, the City shall pay to Consultant the actual value of the work performed up to the time of termination, provided that the work performed is of value to the City. Upon termination of the Agreement pursuant to this Section, the Consultant will submit an invoice to the City pursuant to Section 14.

19. TERMINATION FOR CAUSE. If, during the term of the Agreement, the City determines the Consultant is not faithfully abiding by any term or condition contained herein, the City may notify the Consultant in writing of such defect or failure to perform. This notice must give the Consultant a ten (10) calendar day notice of time thereafter in which to perform said work or cure the deficiency.
a. If the Consultant has not performed the work or cured the deficiency within the ten (10) days specified in the notice, such shall constitute a breach of the Agreement and the City may terminate the Agreement immediately by written notice to the Consultant to said effect (“Notice of Termination”). Thereafter,

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neither party shall have any further duties, obligations, responsibilities, or rights under the Agreement except to comply with the obligations upon termination. b. In said event, the Consultant shall be entitled to the reasonable value of its services performed from the beginning date in which the breach occurs up to the day it received the City’s Notice of Termination, minus any offset from such payment representing the City’s damages from such breach. “Reasonable value” includes fees or charges for goods or services as of the last milestone or task satisfactorily delivered or completed by the Consultant as may be set forth in the Agreement payment schedule; compensation for any other work or services performed or provided by the Consultant shall be based solely on the City’s assessment of the value of the work-in-progress in completing the overall scope. c. The City reserves the right to delay such payment until completion or confirmed abandonment of the project, as may be determined in the City’s sole discretion, so as to permit a full and complete accounting of costs. In no event, however, shall the Consultant be entitled to receive in excess of the not to exceed amount shown in this Agreement.

20. INSURANCE. Consultant shall maintain prior to the beginning of and for the duration of this Agreement insurance coverage as specified in Exhibit B attached to and made part of this Agreement.

21. BUSINESS LICENSE & TAX. The Consultant must have a valid City of San Luis Obispo business license & tax certificate before execution of the contract. Additional information regarding the City’s business tax program may be obtained by calling (805) 781-7134.

22. SAFETY PROVISIONS. The Consultant shall conform to the rules and regulations pertaining to safety established by OSHA and the California Division of Industrial Safety.

23. PUBLIC AND EMPLOYEE SAFETY. Whenever the Consultant operations create a condition hazardous to the public or City employees, it shall, at its expense and without cost to the City, furnish, erect and maintain such fences, temporary railings, barricades, lights, signs and other devices and take such other protective measures as are necessary to prevent accidents or damage or injury to the public and employees.

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24. UNDUE INFLUENCE. Consultant declares and warrants that no undue influence or pressure was used against or in concert with any officer or employee of the City in connection with the award, terms or implementation of this Agreement, including any method of coercion, confidential financial arrangement, or financial inducement. No officer or employee of the City has or will receive compensation, directly or indirectly, from Consultant, or from any officer, employee or agent of Consultant, in connection with the award of this Agreement or any work to be conducted as a result of this Agreement. Violation of this Section shall be a material breach of this Agreement entitling the City to any and all remedies at law or in equity.

25. ASSIGNMENT. The Consultant shall not assign, transfer, convey or otherwise dispose of the contract, or its right, title or interest, or its power to execute such a contract to any individual or business entity of any kind without the previous written consent of the City.

Because of the personal nature of the services to be rendered pursuant to this Agreement, only employees of Consultant, shall perform the services described in this Agreement. Consultant may use assistants, under their direct supervision, to perform some of the services under this Agreement.
a. As required above, before retaining or contracting with any subconsultant for any services under this Agreement, City must consent to such assignment of performance in writing. For City to evaluate such proposed assignment, Consultant shall provide City with the identity of the proposed subconsultant, a copy of the proposed written contract between Consultant and such subconsultant, which shall include an indemnity provision similar to the one provided herein and identifying City as an indemnified party, or an incorporation of the indemnity provision provided herein, and proof that such proposed subconsultant carries insurance at least equal to that required by this Agreement or obtain a written waiver from City for such insurance.

26. AMENDMENT. Any amendment, modification, or variation from the terms of this Agreement shall be in writing and shall be effective only upon approval by the appropriate review authority according to the City’s Financial Management Manual. Consultant shall not be compensated for any services rendered in connection with its performance of this Agreement which are in addition to those set forth herein, unless such additional services are authorized by the City in advance and in writing.

27. COMPLETE AGREEMENT. This written Agreement, including all writings specifically incorporated herein by reference, shall constitute the complete Agreement between the Parties hereto. No oral agreement, understanding, or representation not reduced to writing and specifically incorporated herein shall be of any force or effect, nor shall any such oral Agreement, understanding, or representation be binding upon the Parties hereto. Each party is entering into this Agreement based solely upon the representations set forth herein and upon each party's own independent investigation of any and all facts such party deems material.

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28. NOTICE. All notices to the Parties hereto under this Agreement shall be in writing and shall be sent either by (i) personal service, (ii) delivery by a reputable document delivery service, such as, but not limited to, Federal Express, which provides a receipt showing date and time of delivery, or (iii) United States Mail, certified, postage prepaid, return receipt requested. All such notices shall be delivered to the addressee or addressed as set forth below:

To City: Human Resources
City of San Luis Obispo
990 Palm St.

San Luis Obispo, CA 93401
Attention: Diana Federico
To Consultant: Name
Mailing Address

29. GOVERNING LAW. Any action arising out of this Agreement shall be brought in the Superior Court of San Luis Obispo County, California, regardless of where else venue may lie. The validity, interpretation, construction and performance of this Agreement, and all acts and transactions pursuant hereto and the rights and obligations of the Parties hereto shall be governed, construed and interpreted in accordance with the laws of the State of California, without giving effect to principles of conflicts of law.

30. AUTHORITY TO EXECUTE AGREEMENT. Both City and Consultant do covenant that each individual executing this Agreement on behalf of each party is a person duly authorized and empowered to execute Agreements for such party.

IN WITNESS WHEREOF, the Parties hereto have caused this instrument to be executed the day and year first above written.

CITY CONSULTANT
_______________________________
By: City Manager
_______________________________
APPROVED AS TO FORM:

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_______________________________
By: J. Christine Dietrick, City Attorney

EXHIBIT B

INSURANCE REQUIREMENTS FOR PROFESSIONAL SERVICES
Without limiting CONSULTANT’s indemnification of CITY, and prior to commencement of Work, CONSULTANT shall obtain, provide and maintain at its own expense during the term of this AGREEMENT, policies of insurance of the type and amounts described below, and in a form satisfactory to CITY.

General liability insurance. CONSULTANT shall maintain commercial general liability insurance with coverage at least as broad as Insurance Services Office form CG 00 01, in an amount not less than $1,000,000 per occurrence, $2,000,000 general aggregate, for bodily injury, personal injury, and property damage. The policy must include contractual liability that has not been amended. Any endorsement restricting standard ISO “insured contract” language will not be accepted.

Professional liability (errors & omissions) insurance. CONSULTANT shall maintain professional liability insurance that covers the Services to be performed in connection with this AGREEMENT, in the minimum amount of $1,000,000 per claim and in the aggregate. Any policy inception date, continuity date, or retroactive date must be before the effective date of this AGREEMENT and CONSULTANT agrees to maintain continuous coverage through a period no less than three (3) years after completion of the services required by this AGREEMENT.

Workers’ compensation insurance. CONSULTANT shall maintain Workers’ Compensation Insurance (Statutory Limits) and Employer’s Liability Insurance (with limits of at least $1,000,000). CONSULTANT shall submit to CITY, along with the certificate of insurance, a Waiver of Subrogation endorsement in favor of CITY, its officers, agents, employees, and volunteers.

Proof of insurance. CONSULTANT shall provide certificates of insurance to CITY as evidence of the insurance coverage required herein, along with a waiver of subrogation endorsement for workers’ compensation. Insurance certificates and endorsements must be approved by CITY’s Risk Manager prior to commencement of performance. Current certification of insurance shall be kept on file with CITY at all times during the term of this contract. CITY reserves the right to require complete, certified copies of all

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required insurance policies, at any time.

Duration of coverage. CONSULTANT shall procure and maintain for the duration of the contract insurance against claims for injuries to persons or damages to property, which may arise from or in connection with the performance of the Work hereunder by CONSULTANT, his agents, representatives, employees or subconsultants.

Primary/noncontributing. Coverage provided by CONSULTANT shall be primary and any insurance or selfinsurance procured or maintained by CITY shall not be required to contribute with it. The limits of insurance required herein may be satisfied by a combination of primary and umbrella or excess insurance.

Any umbrella or excess insurance shall contain or be endorsed to contain a provision that such coverage shall also apply on a primary and non-contributory basis for the benefit of CITY before the CITY’s own insurance or self-insurance shall be called upon to protect it as a named insured.

CITY’s rights of enforcement. In the event any policy of insurance required under this AGREEMENT does not comply with these specifications or is canceled and not replaced, CITY has the right but not the duty to obtain the insurance it deems necessary, and any premium paid by CITY will be promptly reimbursed by CONSULTANT or CITY will withhold amounts sufficient to pay premium from CONSULTANT payments.

In the alternative, CITY may cancel this AGREEMENT.

Acceptable insurers. All insurance policies shall be issued by an insurance company currently authorized by the Insurance Commissioner to transact business of insurance or is on the List of Approved Surplus Line Insurers in the State of California, with an assigned policyholders’ Rating of A- (or higher) and Financial Size Category Class VII (or larger) in accordance with the latest edition of Best’s Key Rating Guide, unless otherwise approved by the CITY’s Risk Manager.

Waiver of subrogation. All insurance coverage maintained or procured pursuant to this AGREEMENT shall be endorsed to waive subrogation against CITY, its elected or appointed officers, agents, officials, employees and volunteers or shall specifically allow CONSULTANT or others providing insurance evidence in compliance with these specifications to waive their right of recovery prior to a loss. CONSULTANT hereby waives its own right of recovery against CITY and shall require similar written express waivers and insurance clauses from each of its subconsultants.

Enforcement of contract provisions (non estoppel). CONSULTANT acknowledges and agrees that any actual or alleged failure on the part of the CITY to inform CONSULTANT of non-compliance with any requirement imposes no additional obligations on the CITY nor does it waive any rights hereunder.

Requirements not limiting. Requirements of specific coverage features or limits contained in this Section are not intended as a limitation on coverage, limits or other requirements, or a waiver of any coverage normally provided by any insurance. Specific reference to a given coverage feature is for purposes of clarification only as it pertains to a given issue and is not intended by any party or insured to be all inclusive, or to the exclusion of other coverage, or a waiver of any type. If the CONSULTANT maintains higher limits than the minimums shown above, the CITY requires and shall be entitled to coverage for the higher limits maintained by the CONSULTANT. Any available insurance proceeds in excess of the specified minimum limits of insurance and coverage shall be available to the CITY.

Notice of cancellation. CONSULTANT agrees to oblige its insurance agent or broker and insurers to provide to CITY with a thirty (30) day notice of cancellation (except for nonpayment for which a ten (10) day notice is required) or nonrenewal of coverage for each required coverage.

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Additional insured status. General liability policies shall provide or be endorsed to provide that CITY and its officers, officials, employees, and agents, and volunteers shall be additional insureds under such policies. This provision shall also apply to any excess/umbrella liability policies.

Prohibition of undisclosed coverage limitations. None of the coverages required herein will be in compliance with these requirements if they include any limiting endorsement of any kind that has not been first submitted to CITY and approved of in writing.

Separation of insureds. A severability of interests provision must apply for all additional insureds ensuring that CONSULTANT’s insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the insurer’s limits of liability. The policy(ies) shall not contain any cross-liability exclusions.

Pass through clause. CONSULTANT agrees to ensure that its subconsultants, subcontractors, and any other party involved with the project who is brought onto or involved in the project by CONSULTANT, provide the same minimum insurance coverage and endorsements required of CONSULTANT.

CONSULTANT agrees to monitor and review all such coverage and assumes all responsibility for ensuring that such coverage is provided in conformity with the requirements of this section. CONSULTANT agrees that upon request, all agreements with consultants, subcontractors, and others engaged in the project will be submitted to CITY for review.

CITY’s right to revise specifications. The CITY reserves the right at any time during the term of the contract to change the amounts and types of insurance required by giving the CONSULTANT ninety (90) days advance written notice of such change. If such change results in substantial additional cost to the CONSULTANT, the CITY and CONSULTANT may renegotiate CONSULTANT’s compensation.

Self-insured retentions. Any self-insured retentions must be declared to and approved by CITY. CITY reserves the right to require that self-insured retentions be eliminated, lowered, or replaced by a deductible. Self-insurance will not be considered to comply with these specifications unless approved by CITY.

Timely notice of claims. CONSULTANT shall give CITY prompt and timely notice of claims made or suits instituted that arise out of or result from CONSULTANT’s performance under this AGREEMENT, and that involve or may involve coverage under any of the required liability policies.

Additional insurance. CONSULTANT shall also procure and maintain, at its own cost and expense, any additional kinds of insurance, which in its own judgment may be necessary for its proper protection and prosecution of the work.

Verification of Coverage. Contractor shall furnish the City with a certificate of insurance showing maintenance of the required insurance coverage, as well as endorsements effecting general liability coverage.. All endorsements are to be received and approved by the City before work commences.

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Item 6f
Department: Fire
Cost Center: 8599
For Agenda of: 2/20/2024
Placement: Consent
Estimated Time: N/A
FROM: Todd Tuggle, Fire Chief
Prepared By: Nicole Vert, Business Analyst
SUBJECT: AUTHORIZE THE FIRE DEPARTMENT TO APPLY FOR WILDFIRE PREVENTION ACTIVITIES GRANT FUNDING THROUGH CAL FIRE’S

CALIFORNIA CLIMATE INVESTMENT (CCI) WILDFIRE PREVENTION

GRANT PROGRAM AND PROVIDE A LETTER OF SUPPORT TO SLO

COUNTY FIRE SAFE COUNCIL

RECOMMENDATION

1. Authorize the Fire Department to apply for funding under Cal Fire’s CCI Wildfire Prevention Grant Program to purchase specialized equipment for wildfire fuel reduction work; and

2. Adopt a Draft Resolution entitled, “A Resolution of the City Council of the City of San Luis Obispo, California, authorizing the Fire Department to apply for the California Climate Investment’s Wildfire Prevention Grants Program and carry out the project, if awarded”; and

3. Authorize the City Manager, or Fire Chief as their designee, to execute the grant documents and approve the budget changes necessary to appropriate the grant amount upon notification that the grant has been awarded.

POLICY CONTEXT
The recommended actions are consistent with the City of San Luis Obispo’s Financial Management Manual, Section 740 - Grant Management Policy. The policy states that Council will approve all grant applications in excess of $5,000 and delegate receipt and contract execution to the City Manager.

The work conducted under the grant is in line with the City’s Major City Goal of Climate Action, Open Space, and Sustainable Transportation by proactively addressing the climate crisis through fire hazard mitigation efforts and improved resilience.

Additionally, the work under this grant is in line with the City’s Community Wildfire Protection Plan and the Climate Adaptation and Safety Element.

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Item 6f

DISCUSSION
State, federal, and non-profit grants are occasionally offered to assist local governments with the financial impacts associated with daily operations and/or mandated programs.

The Fire Department actively seeks out these opportunities to enhance the effectiveness of the Department while increasing fiscal sustainability for the city. A recent grant opportunity was identified, which is in line with these goals and addresses a current need for the city: the Cal Fire California Climate Investment Wildfire Prevention Grant Program.

In coordination with the City’s Fire Department, Natural Resources Office, and Park and Recreation Department, staff recommends seeking approximately $160,000 in grant funding to purchase two chippers, which are needed to improve staff’s ability to conduct hazardous fuel reduction efforts in-house. The funds will cover only the purchase of two chippers, staff will complete the work within the scope of their jobs as capacity allows.

One of the two chippers being requested is a standard pull-behind chipper that can handle the volume of vegetation generated through hazardous fuel removal. The second chipper is a track chipper which would allow for access to remote fuel removal projects with a low impact to the surrounding environment. The areas where the chippers will be used include both wildland-urban interface areas of the city along with the riparian corridors.

Background
The California Department of Forestry and Fire Protection (Cal Fire) Wildfire Prevention (WP) Grants Program is funded by the State of California General Fund and with Capand-Trade auction proceeds appropriated by the California Legislature to agencies that administer California Climate Investments. Up to $117 million is being allocated to Cal Fire’s Wildfire Prevention Grants Program in Fiscal Year 2023-2024 from the CCI Greenhouse Gas Reduction Fund (GGRF) and General Fund. The recommended funding amount is $3,000,000 or less for this program with an equipment purchase cap of $750,000 cumulative total.

Cal Fire’s Wildfire Prevention Grants Program provides funding for wildfire prevention projects and activities in and near fire-threatened communities that focus on increasing the protection of people, structures, and communities. Funded activities include hazardous fuels reduction, wildfire prevention planning, and wildfire prevention education with an emphasis on improving public health and safety while reducing greenhouse gas emissions.

With the award, Cal Fire requires that a resolution (Attachment A) from the applicant’s governing body be signed affirming the application for the grant was authorized, certifying that sufficient funds are available to operate and maintain the project, and that grant funds will be expended before the grant deadline. Finally, the resolution appoints a staff member to conduct all negotiations and execute and submit all documents necessary for the completion of the grant project.

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Item 6f
Public Engagement
This item is on the agenda for the February 20, 2024, City Council meeting and will follow all required postings and notifications. The public will have an opportunity to comment on this item at or before the meeting.

CONCURRENCE
The Parks & Recreation Department and Office of Sustainability and Natural Resources concur with the report and proposed application.

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. If the work associated with the grant funding requires environmental review, staff will not proceed with the project until a review has been completed.

FISCAL IMPACT
Budgeted: No Budget Year: 2023-24
Funding Identified: Yes
Fiscal Analysis:

Funding
Sources
Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
General Fund $7,969.86 $151,427.26 $0
State $
Federal $
Fees $
Other: $
Total $7,969.86 $151,427.26 $0
The Cal Fire CCI Wildfire Prevention Grant Program allows applicants to seek up to $3,000,000 in funding with a cap of $750,000 in cumulative equipment costs.

This program does not require a match, although the existence of matching funds is a positive factor. As such, staff recommends a hard match of 5%, of $7969.86, and foregoing the allowable inclusion of indirect costs of 12%. The matching funds will be absorbed within existing appropriated fuels management budgets. Staff will assess workload capacity as part of the project planning to ensure staff bandwidth is available to complete the project within the period of performance of 5 years. This recommendation allows for a lower requested amount from the grantor and limits the financial impact on the City. Ongoing maintenance costs of the chippers would be offset through the savings generated by not requiring the rental of the chipping equipment or utilizing contract services. Work has not begun as the costs for weekly rental of chipping equipment have been prohibitive. If the grant project is not funded, staff will continue to seek grant funding opportunities to continue fuel reduction efforts within the City.

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Item 6f

ALTERNATIVES
The Council could decide not to pursue the grant monies. This is not recommended as fire service grant opportunities are limited and the grant funds would only serve to enhance the City’s safety and resilience while increasing fiscal sustainability for the City.

ATTACHMENTS
A - Draft Resolution authorizing the Fire Department to apply for the 2024 Cal Fire CCI Wildfire Prevention Grant

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R ______
RESOLUTION NO. _____ (2024 SERIES)

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN LUIS

OBISPO, CALIFORNIA, AUTHORIZING THE FIRE DEPARTMENT TO

APPLY FOR THE CALIFORNIA CLIMATE INVESTMENTS WILDFIRE

PREVENTION GRANTS PROGRAM AND CARRY OUT PROJECT, IF

AWARDED
WHEREAS, the Governor of the State of California in cooperation with the California State Legislature has enacted State of California Climate Investment, which provides funds to the State of California and its political subdivisions for fire prevention programs; and
WHEREAS, The State Department of Forestry and Fire Protection (CAL FIRE) has been delegated the responsibility for the administration of the program within the State, setting up necessary procedures governing application by local agencies, non-profit organizations, and others under the program; and
WHEREAS, the City of San Luis Obispo Fire Department seeks funding opportunities to help accomplish projects that protect the people, structures and communities of San Luis Obispo through wildfire prevention; and WHEREAS, the CAL FIRE Wildfire Prevention Grant Program is aligned with the Major City Goal of Climate Action and Open Space, the Climate Adaptation and Safety Element of the City’s General Plan, and Community Wildfire Protection Plan; and WHEREAS, if awarded, the Fire Department will enter into an agreement with the State of California to carry out the City of San Luis Obispo Wildfire Prevention project.

NOW, THEREFORE, BE IT RESOLVED by the Council of the City of San Luis Obispo as follows:

SECTION 1. Approved the filing of an application for “California Climate Investments Wildfire Prevention Grants Program”; and
SECTION 2. Certifies that the City has or will have sufficient funds to operate and maintain the project; and,
SECTION 3. Certifies that funds under the jurisdiction of the Council of the City of San Luis Obispo are available to begin the project.

SECTION 4. Certifies that the City will expend grant funds prior to the grant deadline of March 15, 2030.

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Resolution No. _____ (2024 Series) Page 2
R ______
SECTION 5. Appoints the Fire Chief, or their designee, to conduct all negotiations, execute and submit all documents including, but not limited to applications, agreements, amendments, payment requests and so on, which may be necessary for the completion of the aforementioned project.

Upon motion of Council Member ___________, seconded by Council Member ___________, and on the following roll call vote:

AYES:

NOES:

ABSENT:

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Item 7a
Department: Administration
Cost Center: 1010
For Agenda of: 2/20/2023
Placement: Business
Estimated Time: 60 minutes
FROM: Greg Hermann, Deputy City Manager
Prepared By: Nestor Veloz-Passalacqua, Diversity, Equity, & Inclusion Manager SUBJECT: ADOPTION OF THE DIVERSITY, EQUITY, & INCLUSION STRATEGIC PLAN

RECOMMENDATION
Adopt the Diversity, Equity, and Inclusion Strategic Plan, as recommended by the Human Relations Commission.

POLICY CONTEXT
As part of the 2023-25 Major City Goal of Diversity, Equity, and Inclusion, the City Council approved task (2.2.a) for the Office of DEI to develop and implement the City’s Diversity, Equity, and Inclusion Strategic Plan (DEISP).

REPORT-IN-BRIEF
The City’s Diversity, Equity, and Inclusion Strategic Plan (Attachment A) is consistent with the Council’s Vision Statement and the current Major City Goals. The development, adoption, and implementation of the DEISP will create, advance, and embed current strategies designed to create a safe, welcoming, and inclusive community for all. The major pillars support a broad range of tactics dedicated to expanding on equitable policies, programs, and processes for the next five years. The ongoing implementation of the plan will be tracked via the Implementation Matrix (Attachment B) ensuring timely completion and review of tactics.

DISCUSSION
Background
In 2020, the City Council authorized and approved a resolution that established a DEI Task Force, which was comprised of 12 residents and community members at-large. The DEI Task Force completed three-months of intensive work including assessment, review, presentations, and consideration from diverse communities and groups to best understand the areas or improvement for the community. The group carefully evaluated and discussed DEI initiatives that could advance policies, systems, environments, and lead in county-wide efforts as a model city government.

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Item 7a
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. The recommendations focused on systemic change across all City functions, departments, and policies and the community to create a culture of representation, equity, and inclusivity. The report included over 90 recommendations, but five (5) key recommendations were outlined, which included:
1) The adoption of DEI as a Major City Goal (MCG) for fiscal year 2021-23 2) Establish the Office of Diversity, Equity, and Inclusion within the City 3) Develop and implement the DEI Strategic Plan 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.

Additionally, in February 2021, the City also engaged in internal work, which culminated with the Internal Diversity and Equity Audit Report. The report’s recommendations, which also was developed in collaboration with the DEI Employee Committee, focused on developing essential organizational actions in five (5) key areas, which included Recruitment, Retention, Workplace Climate, Agency Operations, and Leadership. On May 5, 2023, the Office of DEI presented a study session to City Council about the DEI Strategic Plan Framework. City Council provided feedback and direction to focus on action-oriented and specific tactics that directly addresses diverse communities’ needs and organizational transformation. With the Task Force’s Recommendations, the Diversity and Equity Audit Report, the work completed during the 2021-23 financial plan cycle, and the continuation of the 2023-25 Diversity, Equity, and Inclusion MCG, and feedback/direction from Council, the City has the necessary foundation to propel DEI initiatives into the future.

DEI Strategic Plan
The DEI Strategic Plan is intended to be a roadmap through the 2027-28 fiscal year and to continue to expand on the current established initiatives to create safe welcoming, and inclusive spaces for all individuals in the city of San Luis Obispo.

The objective of the plan is to establish overarching goals that intentionally integrate DEI principles into the fabric of the City’s organizational culture and work environment. This integration is designed to pragmatically permeate day-to-day operations, emphasizing intentional efforts aimed at sustainable and transformational change. The benefits of this plan include 1) a clear direction propelled by well-defined DEI objectives and tactics intricately aligned with the City’s overarching vision for the community, 2) the establishment of realistic and ambitious initiatives that foster collective responsibility and deeper collaboration with City Departments and community partners, and 3) the advancement of innovation through equitable and inclusive employment practices, increased meaningful community outreach and engagement, and the development of long-term financial and policy planning that supports a proactive approach to addressing equity gaps for underrepresented and underserved communities.

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Item 7a
Key Findings
The community wide vision survey and one-on-one interviews with community leaders in the DEI field, coupled with City Council direction, and multiple community engagement workshops in English and Spanish, resulted in several insights that shaped the DEISP.

These key findings played a key role in shaping the framework and the actionable tactics.

The key findings provide essential insights that help guide the recommended tactics and ensure that planning efforts were grounded in realistic expectations for the implementation of the plan. The key findings include:

1. Adopt a DEI statement that serves as guiding principle for the future of the Community and the City.

2. Invest in City efforts that address issues of DEI.

3. Enhance and embed DEI values in communications and outreach strategies.

4. Operationalize DEI values across all City functions and departments.

Plan Framework

CITY COUNCIL VISION STATEMENT
The City of San Luis Obispo is a dynamic community embracing its future while respecting its past with core values of civility, sustainability, inclusivity, regionalism, partnership, and resiliency.

DIVERSITY, EQUITY, & INCLUSION STATEMENT
The City of San Luis Obispo values diversity, promotes equity and belonging, actively denounces all forms of bigotry and believes that both in value and practice San Luis Obispo can be a place where all individuals* are treated with dignity, respect, and inclusion. The City is dedicated to building a community and government in which diversity is celebrated, inclusion and equity are embedded in policy, and all members of the public are represented to ensure San Luis Obispo is a place all can thrive. *All individuals refer to any person who may have different cultures, national origins, gender identities, gender expressions, sexual orientation, pregnancy statuses, racial and ethnic identities, linguistic backgrounds and languages, age, abilities, genetic information, veteran status, and spiritual/religious beliefs.

MAJOR PILLARS
Diverse Community
Engagement &
Representation
Equitable
Communication &
Accessibility
Embedded
Accountability &
Sustainable Change
Inclusive
Organizational Culture
& Structure

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Item 7a
The DEISP Framework provides the hierarchical structure for current and future years, both in terms of the City’s internal efforts and the external community partnership initiatives. The plan is driven by City Council’s vision statement, which is then followed by the City’s Diversity, Equity, and Inclusion Statement which further embeds multiple facets of the City’s values to advance DEI, sets the tone and provides direction, and informs the development of the tactics. The plan has a total four pillars, which are broad focus areas that underpin the overall strategy of the plan. The pillars are:

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’s 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.

The plan is also accompanied by an implementation matrix for tracking and reporting purposes.

Implementation & Tracking
This plan includes an implementation matrix that is similar in format to the Major City Goal work plans. Given the timing with the Major City Goal process for the 2023-2025 Financial Plan, all cross-departmental strategies, and actions in the DEISP are aligned with the current MCG work plans. The Office of DEI will spearhead the implementation and tracking of all tactics at least quarterly and post updated versions to the City’s website.

The Office of DEI will also prepare a yearly memo to Council in the spring of each year and to be presented to Council in the fall of each year.

Previous Council or Advisory Body Action
City Council received a study session on May 5, 2023, where direction and feedback was provided to staff. Additionally, the Human Relations Commission (HRC) received updates during the development process, and on January 10, 2024 HRC recommended to Council to adopt and approve the DEISP.

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Item 7a
Public Engagement

COMMUNITY WIDE VISION
SURVEY

COMMUNITY

WORKSHOPS
COMMUNITY LEADERS’

INTERVIEWS
328
Responses
3 Community
Sessions
44 Participants
24 One-on-One Interviews
 English and Spanish survey
distributed online and made
also available in paper format
to accommodate needs.
 2 English-speaking workshop and
one (1) bilingual and virtual
workshop drawing a diverse
groups of community
representation and organizations.
 Completion of 24 one-on-one
interviews with diverse and
interested communities
members and experts.

City staff engaged in a series of community outreach and engagement activities to gather feedback that contributed to the development of the plan. This included the community wide vision survey, English and Spanish community workshops, and one-on-one interviews with community leaders. Additionally, to these efforts, other outreach measures were employed, including:

1. A dedicated page on the City’s website.

2. Spanish radio shows announcements to outreach and engage the Spanishspeaking community.

3. Public hearing item as part of the Human Relations Commission

4. Ongoing email distribution and reminders to DEI networks

5. Presentation to the HRC to recommend City Council to adopt the DEISP.

CONCURRENCE
The Office of Economic Development & Tourism and the Office of Sustainability and Natural Resources were engaged in the process to ensure programmatic alignment.

Likewise, each City Department was engaged in the review process and played instrumental roles in refining and approving the collaborative tactics that fall under their oversight.

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, which excludes from the definition of “Project” all organizational or administrative activities of governments that will not result in direct or indirect physical changes in the environment.

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Item 7a

FISCAL IMPACT
Budgeted: Yes Budget Year: 2023-24
Funding Identified: Yes
Fiscal Analysis:

There is no fiscal impact directly associated with the adoption of the DEI SP. All tasks for the current financial plan are funded and future tasks will be funded through the subsequent budgetary processes.

Funding
Sources
Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
General Fund 0 0 $ $
State
Federal
Fees
Other:

Total 0 0 $ $

ALTERNATIVES
Council could decide not to approve the Diversity, Equity, and Inclusion Strategic Plan. This action is not recommended by staff because the plan is a key component of managing the City’s DEI efforts.

ATTACHMENTS
A - Draft Diversity, Equity, and Inclusion Strategic Plan B - Draft Implementation Matrix

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ACKNOWLEDGMENTS

LAND ACKNOWLEDGMENT
We acknowledge that the land on which the City sits carries the heritage and culture of the Indigenous Peoples of San Luis Obispo County, which includes the Salinan Tribe and the Yak titʸu titʸu Yak tiłhini Northern Chumash tribe. We honor the Indigenous Communities’ connection to the territories and respect the land on which we live and learn. As we continue to build community on these territories, we must keep in mind de-colonization and recognition expands beyond statements. Acknowledgment by itself is a small gesture and becomes meaningful when coupled with authentic relationship and informed action.

STRATEGIC PLAN ACKNOWLEDGMENT
The City of San Luis Obispo Office of Diversity, Equity, and Inclusion (DEI) would like to extend special thanks to the San Luis Obispo City Council, City Staff, Community Partners, and members of the community who generously gave their time to participate and prepare the City’s Diversity, Equity, and Inclusion Strategic Plan (DEISP).

CITY COUNCIL
 Erica A. Stewart, Mayor
 Andy Pease, Vice Mayor
 Emily Francis, Council Member
 Jan Marx, Council Member
 Michelle Shoresman, Council Member
Prepared By:
 Nestor Veloz-Passalacqua, Diversity, Equity,
& Inclusion Manager
 Matthew Melendrez, DEI Management Fellow
CITY STAFF REVIEWED BY:
 Derek Johnson, City Manager
 Christine Dietrick, City Attorney
 Whitney McDonald, Assistant City Manager,
Community Services
 Greg Hermann, Deputy City Manager
 Emily Jackson, Finance Director
 Rick Scott, Police Chief
 Todd Tuggle, Fire Chief
 Greg Avakian, Parks & Recreation Director
 Timmi Tway, Community Development Director
 Nickole Domini, Human Resources Director
 Aaron Floyd, Utilities Director
 Matt Horn, Public Works Director
 Chris Read, Sustainability Manager
 Molly Cano, Economic Development and Tourism
Manager

CONSULTING TEAM

BEYA MAKEKAU ACTIONABLE

EQUITY CONSULTING

CONTACT
Beya Makekau, Ed. D
Email: [email protected]

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All images in this document are courtesy of the City of San Luis Obispo.

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CONTENTS
Introduction.........................................................................................................................2 Approach .........................................................................................................................3 Key Findings ....................................................................................................................7 Plan Framework...............................................................................................................8 Pillars & Tactics ................................................................................................................11 Pillar 1. Diverse Community Engagement and Representation ......................................11 Pillar 2. Equitable Communication and Accessibility.......................................................14 Pillar 3. Embedded Accountability and Sustainable Change...........................................16 Pillar 4. Inclusive Organizational Culture and Structure..................................................18 Implementation .................................................................................................................21 DEI Survey Results...........................................................................................................23 Survey Overview............................................................................................................23

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INTRODUCTION
Located on the Central Coast of California, the City of San Luis Obispo (the City or SLO) serves as the county seat for San Luis Obispo County and one of the region’s leading centers for diversity, equity, and inclusion. The City has established several efforts to create a more welcoming, inclusive, safe, and equitable community for all by making Diversity, Equity, and Inclusion (DEI)1 a priority as reflected in the 2023-25 Major City Goals.

The objective of this plan is to establish overarching goals that intentionally integrate DEI principles into the fabric of the City’s community and organizational culture. This integration is designed to pragmatically permeate dayto-day interactions and operations, emphasizing intentional efforts that support sustainable and transformational change. The benefits of this plan include 1) a clear direction propelled by well-defined objectives and tactics carefully aligned with the City’s Council’s vision for the community, 2) the establishment of realistic, ambitious initiatives that foster collective responsibility and deep collaboration with City departments and community partners, and 3) the advancement of innovation through equitable and inclusive employment practices, increased meaningful community outreach and engagement, and the development of equity-focused long-term financial and policy planning.

In 2020, the City Council authorized and approved a resolution that established a DEI Task Force, which was comprised of 12 residents and community members at-large. The DEI Task Force completed three-months of intensive work including assessments, data reviews, and presentations from diverse communities and groups to best understand the areas of improvement for the community. The group carefully evaluated and discussed DEI initiatives that could advance policies, systems, environments, and serve as a model for county-wide efforts. The DEI Task Force’s work culminated with the release of the Recommendations to City Council for Advancing Diversity, Equity, and Inclusion in the City of San Luis Obispo. The recommendations focused on systemic change across all City functions, departments, and policies and the community to create a culture of representation, equity, and inclusivity. The report included over 90 recommendations, but five (5) key recommendations were outlined, which included:
1) The adoption of DEI as a Major City Goal for fiscal year 2021-23 (completed) 2) Establish the Office of Diversity, Equity, and Inclusion within the City (completed) 3) Develop and implement the DEI Strategic Plan for the City (in process) 4) Commit ongoing, annual funding of at least $150,000 for DEI High-Impact Grants (completed) 5) Charge the Human Relations Commission (HRC) to Designate Diversity, Equity, and Inclusion as a Standing Priority (completed)
In February 2021, the City also engaged in internal work, which culminated with the Internal Diversity and Equity Audit Report. The Report’s recommendations, which were developed in collaboration with the DEI Employee Committee, focused on developing essential organizational actions in five (5) key areas, including 1) Recruitment,

1 Diversity, Equity & Inclusion refers to social and organizational frameworks that promote wellbeing, fair treatment, and full participation for historically marginalized individuals and groups. Diversity is defined as the recognition and acceptance of the differences between people’s social identities which can include race, ethnicity, gender identity, sexual orientation, ability, economic class, religion, nationality, and their intersections Inclusion is defined as more than simply diversity and numerical representation, inclusion involves authentic and empowered participation and a true sense of belonging within a group or structure. Inclusion is incomplete without equity. and Equity recognizes historical and systemic oppression and acknowledges that different communities require different levels of support to succeed. To achieve equity, it may require an unequal distribution of resources to redress disparities and achieve equal outcomes.

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2) Retention, 3) Workplace Climate, 4) Agency Operations, and 5) Leadership. The Task Force Recommendations, the Internal Diversity and Equity Audit Report, and the ongoing feedback and support from the DEI Employee Committee and work completed through the 2021-23 DEI Major City Goal has built the foundation to propel DEI initiatives into the future.

To date, the City has accomplished four (4) out of the five (5) DEI Task Force Recommendations. The outstanding recommendation was incorporated into the DEI Major City Goal for the 2023-25 Financial Plan. Staff presented a framework for the DEISP to the City Council at its May 5th, 2023, meeting and received key feedback and direction to focus on action-oriented and specific tactics that directly addresses diverse communities’ needs and organizational transformation.

The DEISP is intended to be a roadmap through the 2027-28 fiscal year and to continue to expand on the current initiatives to create safe, welcoming, and inclusive spaces for all individuals in the City.

APPROACH

CULTURAL & HISTORICAL CONTEXT
The historical roots of San Luis Obispo run deep, anchored by the enduring presence of Indigenous Peoples dating back at least 15,000 years ago in the Diablo Canyon region. These first peoples hunted and shore-picked shellfish. The Yak titʸu titʸu Yak tiłhini Northern Chumash Tribe, who have called the region home for over 10,000 years, have been integral in the historical development of the City. By 1504, coastal land exploration took place by Spanish vessels, which carried members of the Filipino community. Spanish invasion and colonization in 1769 led to the establishment of Missions throughout California. The San Luis Obispo de Tolosa Mission was founded in 1772, around which the City of San Luis Obispo developed. From 1837 to 1846, Mexican land grants were distributed in the area, which created the County of San Luis Obispo. In 1848, California was forcibly taken from Mexico and became a territory of the United States. Mexican and Latinx communities remained prominent until the Civil War and the Dust Bowl era. Meanwhile, the Chinese community faced adversity with the Chinese Exclusion Act of 1882, leading to fluctuations in their population in the city. The Filipino/Filipinx community arrived by the early 1900s in response to the American occupation of the Philippines and contributed significantly to the Central Coast's labor demands. Japanese immigrants, mainly farmers, established schools, and farming cooperatives in the 1920s. In contrast, the Black community's significance only grew during World War II, primarily comprised of soldiers stationed at Camp San Luis Obispo and workers in service industries. The Japanese American population faced internment in 1942 and by the 1950s, Black and Mexican-born residents had become the predominant inhabitants of the former Japantown fostering Black-owned businesses.

The City founded their first governmental body to address racial inequity in January of 1964. The Human Relations Commission (HRC), an advisory body that still operates today, was formed with three City Council members. The HRC’s initial purpose and recommendations included inter-racial relations, housing, employment, community life, development, social concerns, and human needs. Currently, the HRC’s purpose is to promote and advance inclusion, mutual understanding, respect, and equitable treatment to all members of the San Luis Obispo community. In June 2020, the City Council unanimously passed a resolution affirming that racism is a public health crisis and allocated a historic $160,000 into diversity spending.

Despite this rich history, demographically the population of the City remains predominantly white and when compared to that of the state (Table 1), systemic and social factors that may be impacting diversity within the City’s population are further elucidated. The tapestry of the City’s cultural history coupled with direct investments made by City Council frame the role that a DEISP has in cultivating a City that strives to be more diverse,

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intentionally seeks to address inequities for underserved and underrepresented communities, and holistically serves its people.

Table 1: Racial and demographic data of the City of San Luis Obispo in comparison to the County and the State of California.

Demographics
California (2022
Population
Estimate US
Census)
County of San Luis
Obispo (2022
Population Estimate
US Census)
City of San Luis
Obispo (2022
Population Estimate
US Census)
Hispanic/Latino/Latinx 40.2% 23.8% 18.5%
White Alone (not Hispanic or Latino) 35.2% 67.5% 70.7%
Asian 15.9% 4.1% 5.3%
Black/African American 6.5% 2.2% 1.6%
American Indian/Native American 1.7% 1.4% 0.4%
Hawaiian/Pacific Islander 0.5% 0.2% 0.2%
Two or More Races 4.2% 3.7% 7.2%
Source: US Census

DEVELOPMENT
In 2023, the City engaged DEI consultant Dr. Beya Makekau to assist with the community engagement and development of the DEISP. The development of the DEISP followed a three-phase planning model: 1) discovery, 2) community engagement, and 3) implementation. The City recognizes that individuals often identify with multiple communities and are impacted by compounding systems of oppression, based on additional identity markers such as age, religion, and gender, also known as intersectionality. Identity and experience impact racial, health, and economic equity. As such, it was essential to identify tactics that center the experiences of underserved and underrepresented communities. This DEISP defines underserved and underrepresented communities as those who identify as:

1. Native American & Indigenous People, American Indian, Alaska Natives

2. Black, African, African American

3. Latina, Latino, Latinx, Hispanic

4. Asian, Pacific Islander, Desi Americans

5. Immigrants, Refugees, Asylum-Seekers, Deferred Status Holders, Temporary Protected Status

6. Undocumented, Deferred Action for Childhood Arrivals (DACA), “Dreamers,” Non-Immigrant Visa Holders

7. Linguistically diverse, English language learners (ELL)

8. Economically Disadvantaged2

2 Econonomically disadvantaged refers to individuals, groups, or communities who are socially disadvantaged whose ability to compete in the free enterprise system has been impaired due to diminished capital and credit opportunities as compared to others in the same or similar line of business who are not socially disadvantaged. Code of Federal Regulations. 13 CFR § 124.104.

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9. People with disabilities

10. LGBTQIA2S+3

11. Farmworkers, Migrant Seasonal Workers
The framework for the DEISP was built on data analysis that centers peoples' experiences and identities in the community and utilizes Kotter’s eight step model4for organizational change. Kotter’s model includes the following strategies: 1) Create urgency, 2) build coalition, 3) create vision, 4) communicate vision, 5) empower others, 6) create quick wins, 7) build on the change, and 8) embed the change. This framework will be utilized to communicate overall process and implementation strategies. The key findings coupled with this framework for organizational change informed the guiding pillars that makeup the ecosystem (Figure 1) for all tactics in the plan.

Figure 1. DEISP Ecosystem
The results are a strategic framework that aims to:

1. Normalize the concepts of DEI in City operations.

3 LGBTQIA2S+ refers to inclusive acronym of various queer identities, which stands for Lesbian, Gay, Bisexual, Transgender, Queer, Intersex, Asexual, Two Spirit, and more.
4 Bedard, A. (2023, December 21). Kotter’s Eight Step Model to organizational Change. Kotter International Inc. https://www.kotterinc.com/methodology/?gad_source=1&gclid=CjwKCAiA7t6sBhAiEiwAsaieYsl9p62qFMucjs0mUuLFQp0Dt9WjGyCoxSymuRBnnf85vOFVqus6RoCFisQAvD_BwE&gclsrc=aw.ds

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2. Organize efforts and build capacity in the community and across departments for connected, cohesive, and amplified efforts that foster internal and external partnerships.

3. Operationalize and embed equity practices into every part of the City functions.

4. Inspire expansion of DEI initiatives to build on what is already happening to maintain forward momentum.

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KEY FINDINGS
The DEISP pillars and tactics were informed by data analysis from a community wide survey, in-depth one-onone interviews, community workshops (Figure 2), and best practice research. These insights served as a compass, steering the recommended tactics in a direction firmly anchored in an assessment of the current state of the City, ensuring that the DEISP reflective of the community it aims to serve.

Figure 2. Community Engagement Overview

COMMUNITY WIDE VISION
SURVEY

COMMUNITY

WORKSHOPS
COMMUNITY LEADERS’

INTERVIEWS
328
Responses
3 Community Sessions
44 Participants
24 One-on-One Interviews
 English and Spanish survey
distributed online and made also
available in paper format to
accommodate needs.
 2 English-speaking workshop and one
(1) bilingual and virtual workshop
drawing a diverse groups of community
representation and organizations.
 Completion of 24 one-on-one
interviews with diverse and
interested communities
members and experts.

The analysis of responses focused on identifying potential gaps and classifying them as opportunities for the City’s DEI efforts. This involved examining how City services, projects, and programs contribute to the community, and ensuring that DEI initiatives are substantive rather than performative. The findings are:

Adopt a DEI statement that serves as a guiding principle for the future of the community and the City.

Of the 320 respondents surveyed on whether the City’s DEI Statement (page 8) serves as a guiding principle for current and future DEI initiatives, 225 expressed agreement or strong agreement concluding that the statement should be adopted. The statement was crafted incorporating input from Council, the DEI Task Force recommendations, and insights from the DEI Internal Audit Report. Workshop feedback, expert interviews, and further research highlighted the importance of adopting and communicating DEI values that guide the community and the City. Aligned with the City Council Vision Statement, the DEI Statement provides a tether for all City departments to ground their work in and affirm the City’s commitment to DEI.

Invest in City efforts that address issues of DEI.

In assessing the City's commitment to DEI, 176 out of 315 respondents, equivalent to about 56 percent, rated the City's efforts as above average or excellent. However, nearly 45 percent of respondents perceive the City's commitment as average or below average. This underscores the need for the City to proactively implement measures or initiatives that address issues of bigotry, foster spaces of belonging, and enhance inclusivity.

Similarly, expert interviews and workshops’ feedback focused on centering City’ efforts in tackling such issues head-on. In doing so the City can more holistically address community needs and ensure underrepresented voices are valued and heard.

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Enhance and embed DEI values in communications and outreach strategies.

When evaluating the alignment of the City's DEI values with communications, website, and outreach strategies, 178 out of 313 respondents, approximately 57 percent, deemed it as above average or excellent. Conversely, 43 percent of respondents identified a need for improvement in integrating DEI values into these channels. This underscores community feedback from workshops and the research indicating the need to use outreach tools to highlight positive narratives and successes. In addition, adopting culturally and linguistically diverse approaches in outreach and engagement efforts will allow the City to connect with diverse communities and groups more effectively.

Operationalize DEI values across all City functions and departments.

In evaluating the City's incorporation of DEI values into programs, projects, and services, 146 out of 312 respondents, representing 47 percent, deemed it as above average or excellent. Conversely, about 53 percent of respondents expressed that the City's efforts in these aspects are average, below average, or poor. Likewise, workshop and expert feedback highlighted the importance of the City’s capacity and the opportunity to build upon on already established initiatives throughout different departments to embed DEI in day-to-day operations.

PLAN FRAMEWORK

DIVERSITY, EQUITY, & INCLUSION STATEMENT
The City of San Luis Obispo values diversity, promotes equity and belonging, actively denounces all forms of bigotry and believes that both in value and practice San Luis Obispo can be a place where all individuals* are treated with dignity, respect, and inclusion. The City is dedicated to building a community and government in which diversity is celebrated, inclusion and equity are embedded in policy, and all members of the public are represented to ensure San Luis Obispo is a place all can thrive.
*All individuals refer all cultures, national origins, gender identities, gender expressions, sexual orientation, pregnancy statuses, racial and ethnic identities, linguistic backgrounds and languages, age, abilities, genetic information, veteran status, and spiritual/religious beliefs.

MAJOR PILLARS
Diverse Community
Engagement &
Representation
Equitable
Communication &
Accessibility
Embedded
Accountability &
Sustainable Change
Inclusive
Organizational Culture
& Structure

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The City’s DEI statement serves as the foundational element of the plan and it sets the tone, provides direction, and informs the development of the strategies in the plan. The major pillars are broad themes designed to address four (4) key areas:

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’s 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.

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PILLARS & TACTICS
PILLAR 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.

GOAL

1.1. STREGTHEN PUBLIC INVOLVEMENT THROUGH INCLUSIVE COMMUNITY ENGAGEMENT AND EQUITABLE ACCESS TO INFORMATION AND DECISION-MAKING OPPORTUNITIES.

TACTICS

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. (MCG #2.6.a)

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. (MCG #2.8.d)

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. (MCG #2.6.d)

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. (MCG #2.6.c)

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. (MCG #2.5.c)

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.

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.

1.1.8. Research and explore ways to further integrate Tribal liaison functions in City programs and projects.

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.

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.

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.

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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.

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.

1.1.14. Research and explore a parking validation program for in-person attendance at City Council meetings.

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.

1.1.16. Continue to provide Community Academy program in even numbered years including application outreach to underserved and underrepresented communities. (MCG #2.7.b)

1.1.17. Partner with veteran-based organizations to identify opportunities for learning for City departments and the public.

1.1.18. Support the implementation of the Sustainability & Natural Resources Office Major City Goal (MCG) climate justice initiatives impacting vulnerable populations.

1.1.19. Work with community organizations to provide additional resources and training to staff engaging with elderly populations to support inclusive engagement structures.

GOAL

1.2. ENHANCE LOCAL NON-PROFIT AND BUSINESS ENVIRONMENTS TO ENCOURAGE PRACTICES

THAT PROMOTE A STRONGER SENSE OF COMMUNITY AND BELONGING

TACTICS

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. (MCG #2.6.b)

1.2.2. Work with Cal Poly and Cuesta College to host interns. (MCG #2.1.b)

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.

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.

1.2.5. Support the review of policies and practices to ensure compliance with current antidiscrimination, anti-harassment, and retaliation law, and further the City’s DEI values. 5 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.

5 The City will include language in all of its new contracts, as of January 1, 2024 with entities that provide homeless services, requiring those entities to adopt reasonable accommodation policies and procedures that are consistent with the Americans with Disabilities Act, 42 U.S.C.

Section 12131 et seq., Section 504 of the Rehabilitation Act of 1973, 29 U.S.C. Section 794, and California Government Code Section 11135, and all other applicable anti-discrimination statutes (e.g., FEHA) as a condition of receiving funding.

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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.

1.2.8. Research opportunities to support ongoing funding for the DEI SLO Business Grant Program.

1.2.9. Support and sponsor job fairs to support businesses in engaging various communities that will foster more diverse and inclusive workforce development.

1.2.10. Support and embed an equity lens into the City financial planning and budget process.

METRICS

1. Increased representation and participation of underserved and underrepresented communities on advisory boards, as City volunteers, through City surveys, and within City processes.

2. Increased DEI knowledge, and competency across the entire community through multicultural programming, and assessments.

3. Increased satisfaction and sense of belonging for underserved and underrepresented communities within City processes and local businesses.

4. Increased access to information for underserved and underrepresented communities via linguistically inclusive communication initiatives.

5. Increased reporting on grant programs including number of individuals served, service hours provided, number of activities, and satisfaction with services/program, if applicable.

6. Established network of community-based organization and local businesses advancing DEI efforts throughout the city.

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PILLAR 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.

GOAL

2.1. DEVELOP AND IMPLEMENT INCLUSIVE AND ACCESSBILE COMMUNICATION STRATEGIES THAT REFLECT THE CITY’S DEI INITIATIVES.

TACTICS

2.1.1. Support the development and implementation of the Broadband Strategic Plan to ensure access is equitable and pursue funding to fill gaps. (MCG #2.7.a)

2.1.2. Complete training for applicable staff on the City's updated Public Engagement & Noticing (PEN) to ensure diverse participation. (MCG #2.7.c)

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.

2.1.4. Partner with appropriate City departments to provide options for participation for all major public meetings when possible.

2.1.5. Develop comprehensive DEI material in collaboration with Tourism Business Improvement District (TBID) & Promotional Coordinating Committee (PCC) for the SLO Visitor Center.

2.1.6. Partner with SLOPD to develop communication response plan for local, state, or national events impacting policing and DEI.

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.

2.1.8. Incorporate land acknowledgement into City Council meetings and advisory body meetings.

2.1.9. Provide City Council meeting information or other forms of communication in Spanish on the City’s website.

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.

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.

GOAL

2.2. IMPROVE LOCAL DOWNTOWN AND OVERALL CITY ENVIRONMENTS BY CREATING OPPORTUNITIES TO CELEBRATE DIVERSITY AND FACILITATE INCLUSION.

TACTICS

2.2.1. Develop signage that articulates the City’s DEI values at City parks including Mission Plaza.

2.2.2. Partner with the public art program to remove barriers and expand representation by diverse artists (BIPOC and LGBTQIA2S+) in the City.

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 storefront decorations.

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2.2.4. Explore and research the viability and implementation of all new City facilities to include gender inclusive restrooms6.

2.2.5. Explore and research ways to incorporate bilingual information in City signage for key destinations.

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 nonprofit organizations.

2.2.7. Contract to develop a feasibility study for a multicultural center. (MCG #2.6.e)

METRICS

1. Expanded visibility and representation of diverse social identities and DEI values across all City communications and marketing initiatives.

2. Increased community awareness of the City’s commitment to DEI and current efforts to advance DEI within the community.

3. Increased visibility of local organizations and businesses that have established a commitment to creating inclusive and equitable environments for all community members.

4. Increase sense of belonging and welcoming for underserved and underrepresented members at City facilities.

6 SB 1194 allows for multi-stall gender-neutral bathrooms. The bill was signed into law on September 29, 2022, allowing cities to adopt the new regulation for multi-stall gender-neutral bathrooms by adopting ordinances.

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PILLAR 3. EMBEDDED ACCOUNTABILITY AND SUSTAINABLE
CHANGE
Evaluate City’s initiatives and strategies to operationalize DEI across all City functions to establish measured growth and transformational change.

GOAL

3.1. PRIORITIZE TRANSFORMATIONAL GOVERNANCE WHERE DEI IS EMBEDDED IN BUDGETING, PLANNING, PROGRAMMING, AND POLICYMAKING.

TACTICS

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.). (MCG #2.1.c)

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. (MCG #2.1.e)

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. (MCG #2.8.c)

3.1.4. Evaluate resources needed to implement the DEISP across City departments and make funding recommendations as needed.

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. (MCG #2.1.a)

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. (MCG #2.8.a)

3.1.7. Include the DEI Manager in Financial Planning Steering Committee meetings. (MCG #2.8.b)

3.1.8. Continue to support and act as the staff liaison to the Human Relations Commission. (MCG#2.1.d)

3.1.9. Annually revise and enhance DEI section in the City’s Legislative Platform.

3.1.10. Develop and implement a DEI language toolkit for City staff that includes guidelines to address inequities while also building better practices.

3.1.11. Include DEI parameters in the review and selection process of all available City grant funding opportunities in compliance with Proposition 209.
7 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.

7 Proposition 209 is a California ballot proposition which, upon approval in November 1996, amended the state constitution to prohibit state governmental institutions from considering race, sex, or ethnicity, specifically in the areas of public employment, public contracting, and public education. This does not prohibit institutions from developing codes of conduct and values rooted in diversity, equity, and inclusion.

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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.

3.1.14. Embed and operationalize the City’s equity considerations, as presented in the Climate Adaptation & Safety Element (CASE)8report, into project and program design, development, and implementation via project plans.

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.

GOAL

3.2. PARTNER WITH PUBLIC FACING CITY DEPARTMENTS IN PURSUING STRATEGIES AIMED AT

INCREASING DIVERSITY, ADDRESSING INEQUITIES, AND FOSTERING SYSTEMIC CHANGE

TACTICS

3.2.1. Promote DEI best practices in Police Department (PD) recruiting and hiring efforts. (MCG #2.5.a)

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. (MCG #2.5.c)

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. (MCG #2.4.d)

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.

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.

3.2.6. Embed DEI guidelines into the capital improvement project review committee processes.

METRICS

1. Increased awareness of the impact of bias incidents and hate crimes within the community with an understanding of how to appropriately respond when needed.

2. Increased accountability across all City departments by measuring completion of City DEI projects, trainings, and initiatives.

3. Increased presence of embedded DEI measures in the development, evaluation, and approval processes of City programs and projects.

8 The Climate Adaptation and Safety Element (CASE) serves as the City’s Safety and Environmental Justice elements, which are required elements of general plans subject to the requirements of Government Code 65302(g)(h). Under state law, a safety element promotes protection for the community from unreasonable risks related to slope instability, seismic activity, subsidence, liquefaction, known hazards, flooding, wildland and urban fires, tsunami, seiche, dam failure, and climate change. An environmental justice element addresses unique and compounded health risks in vulnerable and disadvantaged communities by decreasing pollution, exposure, increasing community assets, and improving overall health.

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PILLAR 4. INCLUSIVE ORGANIZATIONAL CULTURE AND
STRUCTURE.

Cultivate an inclusive workplace culture with equitable programs and policies that value and welcome individuals from diverse backgrounds.

GOAL

4.1. EMPOWER CITY LEADERSHIP AND CITY STAFF TO BUILD UPON THEIR DEI COMPETENCIES AND ENGAGE IN EXPANDED EDUCATIONAL OFFERINGS.

TACTICS

4.1.1. Provide DEI-related training for all staff of all levels (Council, Commissions, Advisory Boards, Directors, Managers, Staff, etc.) (MCG #2.4.c)

4.1.2. Update and provide resources using the internal DEI website to engage staff in knowledgeacquisition and skill-retention opportunities.

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.

4.1.4. Incentivize and recognize participation in inclusive leadership training modules for all Department Heads and managers within the organization.

4.1.5. Promote professional development opportunities outside the organization for staff to enhance their DEI competencies.

GOAL

4.2. FOSTER AN INCLUSIVE WORKPLACE CULTURE THAT PROMOTES EQUITABLE HIRING, RETENTION, AND PROMOTION PRACTICES.

TACTICS

4.2.1. Continue to enhance job descriptions and recruiting materials such as material in Spanish or in different formats to create easy access. (MCG #2.3.a)

4.2.2. Assess and develop enhancements processes such as implementing DEI‐focused screening and interviewing trainings to personnel and interview panels. (MCG #2.3.b)

4.2.3. Create and rollout DEI-focused trainings for employees. (MCG #2.3.c)

4.2.4. Examine policies and programs to support primary caretakers. (MCG #2.3.d)

4.2.5. Collaborate with Human Resources to formalize a bilingual program for City employees including supplemental staff.

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. (MCG #2.3.e)

4.2.7. Implement an annual Quarterly Management Meeting to be focused on DEI in collaboration with the Office of DEI.

4.2.8. Conduct job qualification study to identify comparable/transferable qualifications or skill sets between education and years of experience.

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.

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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.

4.2.11. Collaborate with established Employee Resource Groups 9 (ERGs) such as PACE10 and
SLOHAS11 to embed DEI into ongoing staff development and engagement opportunities.

4.2.12. Develop hiring toolkit for hiring panels that focuses on addressing bias in the workplace.

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.

4.2.14. Develop and implement a DEI module in new hire onboarding process. (MCG #2.4.b)

4.2.15. Work with the Employee Recognition Committee to establish an Inclusive Excellence Staff Award.

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.

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.

METRICS

1. Increased percentage of City staff with DEI knowledge and competency.

2. Increased DEI professional development options and leadership trainings provided to City staff.

3. Increased diversity in City applicant pools through marketing, recruiting, and utilization of DEI network.

4. Increased retention rates of underserved and underrepresented staff across all City departments.

5. Increased staff recognition for contributing to City’s DEI projects and efforts.

6. All City staff trained on DEI knowledge, leadership, and work competencies by the end of fiscal year 2027.

9 Employment Resource Groups (ERGs) refer to voluntary employee-led groups designed to create and promote a sense of belonging, positive, and inclusive work culture usually around employee’s shared identities. 10 The Professional Association of City Employees (PACE) is an ERG open to all City employees who wish to grow personally and professionally through the creating and sharing of classes, programs, and community volunteer projects with other City employees. 11 SLO Healthy & Smart (SLOHAS) is an ERG. Its purpose is to steward and to implement the City’s organization-wide commitment to a healthy and smart culture.

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IMPLEMENTATION
The DEISP is a crucial tool for advancing City programs and initiatives. Successful implementation of the plan will encourage advancements to City infrastructure that will aid in addressing systemic and structural inequities, build a stronger sense of community and belonging, and enhance inclusive programs, projects, or initiatives delivered to the community.

Metrics of success were intentionally embedded into the strategic plan as a mechanism for identifying progress and building accountability. Metrics provided are illustrative and may be reviewed and updated. The plan will also serve as the guiding document for the development of ongoing City DEI efforts which includes annual reports to City Council regarding progress and completion.

Implementation of the first two years of the plan is currently funded, and funding for years three to five will be determined during the City's budgeting processes.

There is no one-size-fits-all approach for implementation of the plan in the community and across all City Departments, nor can we anticipate a linear process. This strategic plan is designed to guide the City through a journey of championing and operationalizing DEI initiatives. Implementing a DEI strategic plan is a collaborative effort. Champions exist at all levels of the City organization and will need to work collectively toward advancing the strategies outlined in this plan. The Office of DEI will be the primary lead for advancing the strategic plan and providing support to corresponding departments which are essential partners in reaching the goals and objectives outlined in the plan.

Figure 1. Sample Implementation Matrix

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DEI SURVEY RESULTS
To provide a foundation for the strategic planning process, the Office of DEI engaged in extensive community engagement (illustrated in Figure 2, page 7) and a robust analysis of qualitative and quantitative data. This section provides highlights from the DEISP Community Wide Vision Survey, which was conducted as part of the community outreach efforts from September 18, 2023, to October 31, 2023. Outreach activities included the community wide vision survey, the English and Bilingual workshops, one-on-one interviews with community leaders and experts, and Spanish radio announcements. The DEI Context Analysis examined the impacts of established strategies and the potential new initiatives influencing the City’s future application of DEI.

SURVEY OVERVIEW
The Office of DEI conducted an online survey of City residents and the community at-large. The survey was open for a seven-week period between September 18, 2023, and October 31, 2023, and drew 328 respondents. The survey instrument opened with questions about adopting a DEI statement as a guiding principle, current DEI efforts, a potential vision of DEI for the City, and then followed by respondent location and demographics. All responses were confidential. Findings from the survey were used to guide the direction of the strategic plan.

While the survey was not designed to be a scientific sample, the pool of respondents was sufficient to yield valuable and relevant input from City residents and community members at-large. A breakdown of participant demographical data can be found below:

Geographical Demographics: A large majority of survey respondents were City residents. However, many who do not live within City limits do work, study, and play within San Luis Obispo and are key contributors to shaping a more equitable and inclusive community.

Demographic Percentage
City of San Luis Obispo Residents 74.92%
County Residents 25.8%
Age Demographics: Current social needs and factors impact various age groups differently, based on the data below their insight was gleaned on the importance of targeted outreach for individuals under the age of 26 and those above the age of 78.

Age Group Percentage of Respondents
0-26 5.90%
27-42 31.98%
43-58 26.08%
59-77 28.88%
78-95 1.86%
96+ 1.24%
Prefer not to disclose 4.03%

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Language Diversity: While English is the dominant language, approximately 13% of the community speaks languages such as Spanish, Vietnamese, Arabic, Chinese, Mandarin, Visayan, & Gujarati, indicating the need for tailored engagement strategies.

Identity Demographics: Identity specific demographic was collected to better understand how respondents’ identities correlated to overall assessment of DEI efforts within the City.

Disability
Disability Type Number of Responses
No Disability 252
Disability 46
Race and Ethnicity
Ethnicity Number of Responses
Latino/Latinx/Latine/Hispanic 49
White/Caucasian 203
Prefer Not to Answer 51
Two or More Races 38
Asian, Asian American, and Desi 13
Black and African American 5
Native American and Alaska Native 6
Gender Identity
Gender Identity Number of Responses
Cisgender Female/Women 140
Cisgender Male/Man 99
Transgender Male/Man, Transgender
Female/Woman, etc.

Varies
Prefer Not to Answer Varies
Sexual Orientation
Sexual Orientation Number of Responses
Heterosexual or Straight 205
Other (Asexual, Gay or Lesbian, Bisexual,
Pansexual, etc.)
Varies

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Prefer Not to Answer Varies
Military Status
Military Status Number of Responses
No Military Status 279
Military Association 22
Prefer Not to Answer 17
The diverse range of responses highlights the richness of the San Luis Obispo community and aided in the development of the plan. This data ensured that the overall vision for the plan was grounded in feedback from a diverse community perspective and experience.

Figure 2. San Luis Obispo of Tomorrow
Which word or phrase describe your vision of DEI for the City of San Luis Obispo? Source: Results from DEISP Community Wide Vision Spanish Survey 2023 compiled by the DEI Office.

Notes: Respondents were asked to describe their vision of the City for the future by selecting up to five choices from a predetermined list (provided responses) or to write in their own custom response. Write-in responses that did not directly align with or answer the question were not included in the development of the above graphic.

Since the survey was also offered in Spanish, the above selection of words is a direct translation of the English options, which are also listed below. The translation was intended to maintain the genuine meaning of each response while making it easier for survey participants to understand the complexities and definitions for each predetermined item in the list.

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San Luis Obispo City CouncilFebruary 20, 2024

San Luis Obispo City Council
February 20, 2024