Agenda packet — San Luis Obispo City Council, March 17, 2026 (part 1 of 2)

City Council
AGENDA

Tuesday, March 17, 2026, 5:30 p.m.

Council Chambers, 990 Palm Street, San Luis Obispo
Council meetings may be viewed remotely on Channel 20, the City’s YouTube Channel, and on the City’s website under the Public Meeting Agendas web page. Attendees of City Council or Advisory Body meetings are eligible to receive one hour of complimentary parking; restrictions apply, visit Parking for Public Meetings for more details.

INSTRUCTIONS FOR PUBLIC COMMENT:

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

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

Email - Submit Public Comments via email to [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 must provide display-ready material to the City Clerk by 12:00 p.m. on the day of the meeting. Contact the City Clerk's Office at [email protected] or (805) 781-7114.

Pages

1. CLOSED SESSION (4:30 PM START)

1.a CALL TO ORDER
Mayor Erica A. Stewart will call the Closed Session of the San Luis Obispo City Council to order at 4:30 PM in the Council Hearing Room at City Hall, 990 Palm Street, San Luis Obispo.

1.b CONFERENCE WITH LEGAL COUNSEL—EXISTING LITIGATION
Pursuant to paragraph (1) of subdivision (d) of California Government Code Section 54956.9.

Name of case: Brett Cross City Claim No. 26-020

1.c ADJOURNMENT
The City Council will hold a Regular Meeting on March 17, 2026 at 5:30 PM 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
Mayor Erica A. Stewart will lead the Council in the Pledge of Allegiance.

4. PRESENTATIONS

4.a CITY MANAGER REPORT
Receive a brief report from City Manager Whitney McDonald.

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 6e.

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 24, 2026 SPECIAL COUNCIL
MEETING AND MARCH 3, 2026 COUNCIL MINUTES
9 Recommendation:

Approve the minutes of the City Council meeting held on February 24, 2026 Special Council Meeting and March 3, 2026 Council Meeting.

6.c CONSIDERATION AND APPROVAL OF THE 2025-26 HUMAN

SERVICES GRANT REALLOCATION RECOMMENDATION
17 Recommendation:

As recommended by the Human Relations Commission,
approve the reallocation of $15,000 in grants funds from the 2025-26 Human Services Grant program to specified recipients; and

1. Authorize the City Manager to execute agreements with each grant recipient.

2. 6.d CONSIDERATION OF THE 2025-26 DEI HIGH IMPACT GRANT

FUNDING RECOMMENDATIONS
43 Recommendation:

As recommended by the Human Relations Commission,
approve the revised 2025-26 Diversity Equity and Inclusion (DEI) High Impact Grant funding allocations in the amount of $150,000; and

1. Authorize the City Manager to execute agreements with each grant recipient.

2. 6.e AUTHORIZATION TO EXTEND SUBLEASE AGREEMENT FOR

SOUTH HILLS RADIO SITE
61 Recommendation:

Approve and authorize the City Manager to execute an amendment to sublease agreement for South Hills Radio Site, between the City of San Luis Obispo and Higuera Hill, LLC (Katherine L Foster, Trustee of the Katherine L Foster Family Trust dated October 21, 2024, and Heather A Spangler, Trustee of the Michael R Spangler revocable trust dated May 27, 2016).

7. PUBLIC HEARING AND BUSINESS ITEMS

7.a LOCAL ROADS FIRST PROPOSED BALLOT MEASURE – CONSIDER

RESOLUTION OF SUPPORT
103
Recommendation:

Consider adoption of a Draft Resolution entitled, “A Resolution of the City Council of the City of San Luis Obispo, California, supporting the San Luis Obispo County Transportation Expenditure Plan and in support of the proposed countywide 0.5% transportation sales tax measure being placed on the November 3, 2026 ballot.”

7.b UPDATES ON CAPSLO HOMELESS SERVICES DIVISION 2025-2028

STRATEGIC ALIGNMENT PLAN AND CAPSLO GOOD NEIGHBOR
POLICY UPDATE FOR HOMELESS SERVICES (60 MINUTES)
127
Recommendation:

Receive and file:

CAPSLO’s Homeless Services Division 2025-2028 Strategic Alignment Plan

1. CAPSLO’s draft 2025 Good Neighbor Policy Update for
Homeless Services

2. 7.c SLO COUNTY REGIONAL HOMELESSNESS AND AFFORDABLE

HOUSING COMPACT AND REGIONAL HOMELESS SERVICES
INVENTORY (60 MINUTES)
199
Recommendation:

Adopt a Draft Resolution entitled, “Approving the San Luis Obispo County Regional Homelessness and Affordable
Housing Compact,” and

1. Receive and comment on a report and presentation from the County of San Luis Obispo’s Homeless Services Division on the Regional Compact and a Regional Homeless Services
Inventory.

2. 8. LIAISON REPORTS AND COMMUNICATIONS
Not to exceed 15 minutes. Council Members report on subcommittee assignments, listed below, and other City activities. At this time, any Council Member or the City Manager may ask a question for clarification, make an announcement, or report briefly on their activities. In addition, subject to Council Policies and Procedures, they may provide a reference to staff or other resources for factual information, request staff to report back to the Council at a subsequent meeting concerning any matter or take action to direct staff to place a matter of business on a future agenda. (Gov. Code Sec. 54954.2) Mayor
Stewart
Vice Mayor
Francis
Council Member
Boswell
Council Member
Marx
Council Member
Shoresman
SLO Council of
Governments
Airport Land Use Community
Action
Partnership
Air Pollution
Control District
CP Campus
Planning
Committee
Regional
Economic Action
Coalition
Nacimiento Water
Project
SLO Climate
Coalition
County Water
Resources
Advisory
Committee
Downtown
Association
Board
CA Men’s
Colony Advisory
Committee
Zone 9 Advisory
Committee
Local Agency
Formation
Commission
Homeless
Services
Oversight
Committee
Performing Arts
Center
Commission
Integrated Waste
Management
Authority
SLO Regional
Transit Authority
Visit SLO
County Advisory
Committee
Central Coast
Clean Energy

9. ADJOURNMENT
The next Regular Meeting of the City Council will be held on April 7, 2026 at 5:30 p.m. in the Council Chambers at City Hall, 990 Palm Street, San Luis Obispo.

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

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

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

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1 Council Minutes
February 24, 2026, 5:30 p.m.

Council Chambers, 990 Palm Street, San Luis Obispo
Council Members

Present:

Council Member Mike Boswell, Council Member Jan Marx,
Council Member Michelle Shoresman, Vice Mayor Emily
Francis, Mayor Erica A. Stewart
City Staff Present: City Manager Whitney McDonald, Christine Dietrick, City Attorney, Teresa Purrington, City Clerk
_____________________________________________________________________

1. CALL TO ORDER
A Special Meeting of the San Luis Obispo City Council was called to order on February 24, 2026 at 5:30 PM at 990 Palm Street, Council Chambers, San Luis Obispo, by Mayor Stewart.

2. PLEDGE OF ALLEGIANCE
Council Member Boswell led the Council in the Pledge of Allegiance.

3. PUBLIC COMMENT FOR ITEMS ON THE AGENDA ONLY

4. STUDY SESSION

4.a RENTAL HOUSING REGISTRY STUDY SESSION
Community Development Director Tway and Senior Planner David Amini provided an in-depth staff report and responded to Council questions.

Public Comments:
1- minute
Frank Zika
T.J. Holderness
Bruce Judson
Cindy Absmeiner
Leah Burnett
Mike Moss
Janice Crooks
Helene Finger
Kathy Godfrey
Astra Keelin
Lisa Jouet
Liam Bronk
2- Minutes
Sawyer Socket
Hayley Townley
Leslie Halls
Angie Kasprzak
David Gray
Brenda Mack

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2 3-Minutes
Patrick Kimbell
Gerri Clemens
Matthew Roberts
Steve Barasch
Barry Price
Dave Baldwin
Steve Ferrario
Kari Howell
Tim Townley
Julia Alber
Steve Delmartini
Dona Hare Price
Jenn Fields
Weston Patrick
Rachel Whalen
Jonathan Ayala
Graham Updegrove
Allen Hutkin
Garrett Philbin
Tyler Williamson
Anne Hodges
Tyler Coari
Jocelyn Brennan
Mac Gregor Lang
Marcus Hicks
---End of Public Comment---
Action: City Council directed staff to further study the third option presented: a program that would require all rental properties to register with the City. The Council asked staff to research what it would take to create a mandatory rental registry in San Luis Obispo, including reaching out to other cities that have successful programs. City staff will outline a local program structure, software solutions, estimated costs, staffing needs, timeline, and potential fee structure and incorporate this into a work program item for the Fiscal Year 2027-2029 Budget.

5. LIAISON REPORTS AND COMMUNICATIONS
No Liaison Reports due to the late hour.

6. ADJOURNMENT
The meeting was adjourned at 11:04 p.m. The next Regular Meeting of the City Council will be held on March 3, 2026 at 5:30 p.m. in the Council Chambers at City Hall, 990 Palm Street, San Luis Obispo.

APPROVED BY COUNCIL: XX/XX/202X

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1 Council Minutes
March 3, 2026, 5:30 p.m.

Council Chambers, 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 March 3, 2026 at 5:30 p.m. in the Council Chambers, 990 Palm Street, San Luis Obispo, by Mayor Stewart.

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

3. PRESENTATIONS

3.a WOMEN'S HISTORY MONTH
Mayor Stewart presented a proclamation declaring March 2026 as Women's History Month to Angellia Moore representing the Monday Club.

3.b YOUTH ART MONTH
Mayor Stewart presented a proclamation declaring March 2026 as Youth Art Month to Amanda Grieshop, Public Art Coordinator for the City of San Luis Obispo.

3.c CITY MANAGER REPORT
City Manager Whitney McDonald provided a report on upcoming projects.

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

Biz Steinberg
Sharon Roberts
Steve Schmidt
Matt Bennetti
Chris Boyd
Ryan Rundle
Garrett Philbin
John Ashbaugh
--End of Public Comment--

5. CONSENT AGENDA
Public Comment:

None
--End of Public Comment--
Motion By Council Member Shoresman
Second By Vice Mayor Francis
To approve Consent Calendar Items 5a to 5f.

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

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

5.b MINUTES REVIEW - FEBRUARY 17, 2026 COUNCIL MINUTES
Approve the minutes of the City Council meeting held on February 17, 2026.

5.c ADOPTION OF A RESOLUTION ACKNOWLEDGING RECEIPT OF A REPORT ON THE SAN LUIS OBISPO FIRE DEPARTMENT’S

COMPLIANCE WITH CALIFORNIA HEALTH AND SAFETY CODE
SECTIONS 13146.2 AND 13146.3 PURSUANT TO SENATE BILL 1205 Adopt Resolution No. 11633 (2026 Series) entitled, “A Resolution of the City Council of the City of San Luis Obispo, California, acknowledging receipt of a report on the San Luis Obispo Fire Department’s compliance

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3 with California Health and Safety Code Sections 13146.2 and 13146.3 pursuant to Senate Bill 1205 Section 13146.4.”

5.d 2026-27 CENTRAL SERVICES COST ALLOCATION PLAN
Adopt the 2026-27 Central Services Cost Allocation Plan including the Cost of Services Allocation and Labor Rates.

5.e APPROVE AN EASEMENT WITH PACIFIC GAS AND ELECTRIC
COMPANY FOR THE COUNTY OF SAN LUIS OBISPO’S BOB JONES
PATHWAY PROJECT2026-27

1. Adopt Resolution No. 11634 (2026 Series) entitled, “A Resolution of the City Council of the City of San Luis Obispo, California, authorizing a Utility Distribution Easement with Pacific Gas and Electric Company that will encumber property owned by the City of San Luis Obispo identified as Assessor’s Parcel Number 076-121- 018 commonly known as the Filipponi Ecological Reserve.”

2. Authorize the Mayor to sign the Easement Deed identified as document LD# 2231-12-10067.

5.f LEASE AMENDMENT WITH SBA 2012 TC ASSETS, LLC FOR

TELECOMMUNICATIONS FACILITY LEASE AT LAGUNA LAKE GOLF
COURSE

1. Approve Resolution No. 11635 (2026 Series) authorizing the First Amendment to the Lease Agreement between the City of San Luis Obispo and SBA 2012 TC Assets, LLC, a Delaware limited liability company, to extend the lease for telecommunications facilities at Laguna Lake Golf Course for an additional 20-year term.

2. Authorize the Finance Director to implement any necessary budget adjustments to reflect the amended lease terms and appropriate a $45,000 one-time payment from the lessee to the Laguna Lake Golf Course Maintenance Project (account 2000030).

6. PUBLIC HEARING AND BUSINESS ITEMS

6.a LOCAL ROADS FIRST PROPOSED BALLOT MEASURE – CONSIDER RESOLUTION OF SUPPORT (30 MINUTES)
This item was continued to a date certain of March 17, 2026.

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4 6.b FY 2026-27 BUDGET SUPPLEMENT PREVIEW AND DISCUSSION OF OPERATIONAL INITIATIVES (180 MINUTES)
City Manager McDonald, Finance Director Jackson and Principal Analyst Kuhn provided an in-depth staff report and responded to Council questions.

Public Comments:

Lisa Sperow
---End of Public Comment---
Motion By Council Member Marx
Second By Vice Mayor Francis
To direct staff to prepare a Grant Agreement for $10,000 with CDSLO and return to Council for approval.

Ayes (3): Council Member Boswell, Council Member Marx, and Vice Mayor Francis
Noes (2): Council Member Shoresman, and Mayor Stewart
CARRIED (3 to 2)
Motion By Vice Mayor Francis
Second By Council Member Boswell
To not fund the 115 Trust and to use the $2,000,000 to make an additional ADP payment to CALPERS.

Ayes (3): Council Member Boswell, Council Member Marx, and Vice Mayor Francis
Noes (2): Council Member Shoresman, and Mayor Stewart
CARRIED (3 to 2)
Motion By Council Member Marx
Second By Council Member Shoresman
Directed staff to close the 115 Trust assuming it is cost neutral.

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

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5 7. LIAISON REPORTS AND COMMUNICATIONS
Mayor Stewart
 Attended the Maxine Lewis Grove open house.
 Attended the Cal City Board meeting on February 19th and 20th.  Attended the City Selection Committee meeting
 Attended the Mayor/Advisory Body Chair Quarterly meeting Vice Mayor Francis
 Attended the Nacimiento Water Project meeting
 Attended the State of Downtown
 Attended the Legislative Platform Ad Hoc committee meeting  Attended the County Mayor's Monthly meeting for Mayor Stewart  Attended the Maxine Lewis Grove Open House
Council Member Boswell
 Attended the Community Action Partnership meeting
 Attended the Lunar New Year celebration
 Attended the State of Downtown
 Attended the Visit SLO Reception
 Toured SLO City Farm
Council Member Marx
 Attended the State of the Downtown
 Attended Maxine Lewis Grove Open House
 Attended the Mayor/Advisory Body Chair meeting
Council Member Shoresman
 The Homeless Services Oversight Committee Annual listening session will be held on March 18
 Attended Maxine Lewis Grove Open House
 Attended the Lunar New Year celebration

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6 8. ADJOURNMENT
The meeting was adjourned at 10:02 p.m. The next Regular City Council Meeting is scheduled for March 17, 2026 at 5:30 p.m. in the Council Chambers at City Hall, 990 Palm Street, San Luis Obispo.

APPROVED BY COUNCIL: XX/XX/202X

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Item 6c
Department: Administration
Cost Center: 1010
For Agenda of: 3/17/2026
Placement: Consent
Estimated Time: N/A
FROM: Greg Hermann, Deputy City Manager
Prepared By: Samantha Vethavanam, Diversity, Equity, & Inclusion Admin Specialist SUBJECT: CONSIDERATION AND APPROVAL OF THE 2025-26 HUMAN

SERVICES GRANT REALLOCATION RECOMMENDATION

RECOMMENDATION

1. As recommended by the Human Relations Commission, approve the reallocation of $15,000 in grants funds from the 2025-26 Human Services Grant program to specified recipients; and

2. Authorize the City Manager to execute agreements with each grant recipient.

POLICY CONTEXT
The purpose of the Human Relations Commission is to advise and make recommendations to the City Council and the City Manager which promote and advance inclusion, mutual understanding, respect, and equitable treatment of all San Luis Obispo community residents. Recommendations made by the HRC to City Council help address social concerns and the needs of the community, including recommendations for funding for the Human Services Grant program. The Human Services Grant program provides financial support to non-profit organizations that that promote the economic and social well-being of its community members.

DISCUSSION
Background
The City’s Human Services Grant (HSG) program, previously called Grants-in-Aid, was originally discussed and approved by City Council on November 14, 1973, through a study session providing authority and responsibility to the HRC for funding and contract recommendations for Council consideration. The HSG is a competitive grant program that provides financial support to non-profit organizations that promote the economic and social well-being of the community. Applications requesting funding must include a program, project, or initiative tied to at least one funding priority, with the main funding priority taking precedence.

For the 2025-26 funding year, the main funding priority was:

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Item 6c
 Homelessness prevention, including affordable, alternative, transitional housing, and supportive services
To allow more flexibility for applicants, the grant had additional secondary funding priorities, which would only receive funding if all qualified applicants who met the main priority were allocated funding first. The secondary priorities included (not listed in order of importance):
 Hunger and malnutrition prevention
 Supportive physical and mental health services for those in need  Services for seniors, veterans and/or people with disabilities in need  Supportive, developmental, and care services for children and youth in need  Services encouraging diversity, equity, and inclusivity in marginalized communities, including access to language services
HSG Application Process
On January 20, 2025, the Office of Diversity, Equity, and Inclusion formally launched its 2025-26 HSG process by advertising the availability of grant funds and information to the public, as well as to past applicants and non-profit agencies. HSG applications were due on February 28, 2025. The City received grant applications from 27 agencies requesting funding for programs totaling $419,942. All applications received can be found on this webpage.

HRC Review Process
On March 17 and 19, 2025, the HSG Grant Review Subcommittee comprised of Vice Chair Campos, former Commissioner Smith, and former Commissioner Ambrosio met to review grant applications and make preliminary funding recommendations. The subcommittee members considered the main funding priority set by Council, the location of the target population to be served, the number of people to be served relative to the overall request, the agencies’ track record, and the incurred expenses proposed to be offset by HSG dollars to guide their funding recommendations. On May 7, 2025, the HSG Grant Review Subcommittee presented their preliminary funding recommendations to the full HRC during a noticed public hearing.

The public hearing was noticed via the New Times San Luis Obispo newspaper and via email through the City’s e-notifications system. During the discussion, the subcommittee engaged with other Commissioners to adjust the preliminary recommendations and voted to approve those adjusted funding recommendations. HRC found that the projects recommended for funding furthered Council’s adopted goals to address community needs and promoted the economic and social well-being of San Luis Obispo community members. The funding recommendations were heard at the June 3, 2025 City Council meeting. City Council members adjusted the HRC’s funding recommendations slightly and voted to approve those adjusted funding recommendations. Minutes can be found here.

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Item 6c
Attachment B includes a complete list of the approved funding recommendations as of June 3, 2025.

During the contracting process for the applicants approved for 2025-26 HSG funding by City Council, staff encountered a delay for one of the applicants, the Mixteco Indigena Community Organizing Project (MICOP). After some internal discussions and discussions with the applicant, MICOP decided to withdraw their application from the grant process as they determined that they would not be able to meet the requirement that all funded activities be held within the City.

This information was presented to the HRC at a Special Meeting held on February 18, 2026 (video can be found here). During this meeting, the HRC heard public comment, deliberated, and held multiple votes on the reallocation of the $15,000 originally awarded to MICOP. The HRC voted to recommend the following reallocations:
 Reallocate $10,000 to Middle House for their Early Recovery Assistance Program  Reallocate $5,000 to Meals that Connect for their Nutrition for Healthy Seniors Program
Middle House was not previously awarded funding, so, if approved, this will warrant a new contract. Meals that Connect was previously awarded $5,000 for their Nutrition for Healthy Seniors Program, so, if approved, this will warrant a contract amendment to their existing 2025-26 Human Services Grant contract.

The HRC decided on these recommendations due to the direct and large impact both programs have for vulnerable populations. HRC found that the projects recommended for funding further Council’s adopted goals to address community needs and promote the economic and social well-being of San Luis Obispo community members.

Attachment C includes the revised list of the approved funding recommendations, including the reallocations from the February 18, 2026, HRC Special Meeting.

Grant Contracts
Upon Council approval of the HSG funding reallocation, the City will enter into a contract or contract amendment with each organization that has been awarded the modified grant funding amounts. Organizations awarded grant funding will be required to provide a yearend report describing administrative functions, metrics and outcomes, and use of funds related to the application for each grant program. Reports are reviewed by City staff and the HRC for completeness and compliance. As was communicated to grant applicants via email, there will be no extension on expenditure for the reallocation of these HSG funds, and grantees will be expected to expend all funds by the original contract date of June 30, 2026. Grant applicants were asked to respond to staff’s email if they were unable to do so and preferred to withdraw their name from consideration. No grant applicants withdrew. Furthermore, the expenditure deadline was reiterated during the February 18, 2026, HRC Special Meeting in which both Middle House and Meals that Connect were present for, with neither of them objecting to this requirement.

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Item 6c
Public Engagement
The public, and more specifically non-profit service organizations, were engaged throughout the HSG award process. Non-profit service organizations received communication of available funding, a packet of information provided in English and Spanish was available on the Office of DEI website, and office hours and other support were offered during the application period. Grant applicants were also informed via email about the May 7, 2025 HRC public hearing one month in advance, two weeks in advance, and one week in advance. Additionally, they were informed about the February 18, 2026 Special Meeting two weeks in advance and invited to provide public comment. This item is on the consent agenda for the March 17, 2026 City Council meeting and will follow all required posting and notification. The public can submit comments on this item at or before the meeting.

ENVIRONMENTAL REVIEW
The California Environmental Quality Act does not apply to the recommended action in this report, because the projects recommended for funding do not constitute a “Project” under CEQA Guidelines Sec. 15378, as they will not result in either a direct physical change in the environment or a reasonably foreseeable indirect physical change in the environment.

FISCAL IMPACT
Budgeted: Yes Budget Year: 2025-26
Funding Identified: Yes
Fiscal Analysis:

Funding
Sources
Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
General Fund $15,000 $15,000 $ $
State
Federal
Fees
Other:

Total $15,000 $15,000 $ $
The recommendation ensures that budgeted funds are used for their intended purpose.

ALTERNATIVES

1. The Council could decide to revise and adopt different funding reallocations. If Council decides to revise and adopt different funding reallocations, Council will need to pull the item from consent, deliberate, and vote on new final funding reallocations during the Council meeting.

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Item 6c

2. The Council could decide to request that the HRC reconsider and recommend different funding reallocations. If Council decides not to approve the recommendations and to request that the HRC consider different reallocations, the HRC would need to hold a special meeting to reconvene and modify their original recommendations. Council should also provide direction on the modifications desired if they decide to go with this option.

3. The Council could decide not to award the additional funds to any existing grant applicant and instead carry over the $15,000 to the 2026-27 Human Services Grant program or allow funding to fall to the fund balance at the end of the fiscal year. If Council decides to carry over the funds to the 2026-27 Human Services Grant program or allow it to fall to the fund balance, Council will need to pull the item from consent, deliberate, and vote on either direction.

ATTACHMENTS
A - May 7, 2025, Human Relations Commission Meeting Minutes B - 2025-26 Original Human Services Grant Funding Approvals C - 2025-26 Revised Human Services Grant Funding Awards and Recommended Reallocations

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1 Human Relations Commission Minutes
May 7, 2025, 5:00 p.m.

Council Hearing Room, 990 Palm Street, San Luis Obispo
Human Relations
Commissioners Present:

Commissioner Mason Ambrosio (arrived at 5:09pm),
Commissioner Vincent DeTurris, Commissioner Esmeralda
Parker, Commissioner Sierra Smith, Chair Angie Kasprzak Human Relations
Commissioners Absent:

Commissioner Stephanie Carlotti, Vice Chair Catuih Campos City Staff Present: Deputy City Manager Greg Hermann, DEI Administrative Specialist Samantha Vethavanam
_____________________________________________________________________

1. CALL TO ORDER
A Regular Meeting of the San Luis Obispo Human Relations Commission was called to order on May 7, 2025 at 5:06 p.m. in the Council Hearing Room at City Hall, 990 Palm Street, San Luis Obispo, by Chair Kasprzak.

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

None
--End of Public Comment--

3. CONSENT

3.a CONSIDERATION OF MINUTES - APRIL 2, 2025 HUMAN RELATIONS

COMMISSION MINUTES
Motion By Commissioner Smith
Second By Commissioner Parker
To approve the Human Relations Commission Minutes of April 2, 2025.

Ayes (4): Commissioner DeTurris, Commissioner Parker, Commissioner Smith, and Chair Kasprzak
Absent (3): Commissioner Ambrosio, Commissioner Carlotti, and Vice Chair Campos

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2 CARRIED (4 to 0)
Commissioner Ambrosio joined the meeting at 5:09pm.

4. BUSINESS ITEMS

4.a HOMELESSNESS RESPONSE AND STRATEGIC PLAN OVERVIEW

AND UPDATE
Homelessness Response Manager Daisy Wiberg presented the staff report and responded to Commission inquiries.

Chair Kasprzak opened Public Comment
Public Comment:

None
--End of Public Comment--

5. PUBLIC HEARINGS

5.a REVIEW 2025-26 HUMAN SERVICES GRANT SUBCOMMITTEE

RECOMMENDATIONS AND PROVIDE A RECOMMENDATION TO

COUNCIL FOR APPROVAL
DEI Admin Specialist Samantha Vethavanam presented the staff report and responded to Commission inquiries.

Chair Kasprzak opened Public Comment
Public Comment:

Jerry Mihaic
Jack Lahey
Sister Theresa Harpin
Brandee Puitt
Dianna Vojaw
Marina Bernheimer
Gary Petersen
Ana Huynh
Jason Main
Devon McQuade
Jane Connely
Greta Burk
Jessica Yacoub
Elaina Smolen
Laura Edwards
--End of Public Comment--

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3 Motion By Commissioner Parker
Second By Commissioner DeTurris
To provide the following funding recommendations to City Council for the 2025-26 Human Services Grants:

1. Community Action Partnership of San Luis Obispo County (CAPSLO) – Homeless Prevention/Stable Housing Program: $20,000

2. Housing Authority of the City of San Luis Obispo (HASLO) – Housing Stability with Supportive Services: $15,000

3. Long Term Care Ombudsman Services of SLO County –
Ombudsman Services: $5,000

4. Lumina Alliance – Emergency Shelter Program for Sexual Assault and Intimate Partner Violence: $20,000

5. Meals that Connect – Nutrition for Healthy Seniors: $5,000

6. Mixteco Indigena Community Organizing Project (MICOP) – Housing/Wellness Navigator Program: $15,000

7. People’s Self-Help Housing (PSHH) – City of SLO Housing Program:
$10,000

8. Restorative Partners – Opportunity to Fund: $10,000

9. Shower the People – Shower Program: $20,000

10.SLO CASA – General SLO CASA Program Support: $15,000

11.SLO Legal Assistance Foundation (SLOLAF) – Senior Homeless Prevention: $10,000

12.United Way of SLO County – 211 Homeless Intake and Homeless Prevention Screening Services: $5,000
Ayes (4): Commissioner Ambrosio, Commissioner DeTurris, Commissioner Parker, and Commissioner Smith
Noes (1): Chair Kasprzak
Absent (2): Commissioner Carlotti, and Vice Chair Campos CARRIED (4 to 1)

6. COMMENT AND DISCUSSION

6.a STAFF & COMMISSIONER UPDATES AND AGENDA FORECAST
Deputy City Manager Greg Hermann and DEI Admin Specialist Sam Vethavanam provided the following update of upcoming projects:
• New DEI Manager, Matt Pennon, will be starting on May 8th. • DEI High Impact Grant discussions will start at the June HRC meeting.

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4 • Staff from the Police Department (PD), Economic Development & Tourism, and Sustainability & Natural Resources will also provide updates at the June HRC Meeting.
• DEI and PD will have a booth at Pride in the Plaza on Saturday May 31st.
• An upcoming Mixteco Cultural Competency Zoom training will be taking place Thursday, May 8th.
• The Construction Board of Appeals Meeting was held on May 6th, which upheld the City Building Official’s determination of code violations at 1150 Laurel Lane.

Commissioner DeTurris requested that the July 2, 2025 meeting be moved to July 9, 2025.

Motion By Commissioner DeTurris
Second By Commissioner Smith
Action Taken: By consensus, the Commission moved the July 2, 2025 Human Relations Commission meeting to July 9, 2025.

CARRIED (5-0)
Chair Kasprzak provided updates on the following events:
• SLO Climate Coalition events
• Diversity Coalition events
• RACE Matter Brunch and Film Fest
• Mujeres de Accion Coffee event
• Bike month events
• Tiny House Tours at Waterman Village
• Pride Season
Commissioner Smith shared that the July HRC Meeting will be her last.

Homeless Response Manager Daisy Wiberg shared the following updates:
• 40 Prado is hosting a resource fair on June 4th
• Welcome Home Village groundbreaking sometime in June

7. ADJOURNMENT
The meeting was adjourned at 7:34 p.m. The next Regular Meeting of the Human Relations Commission is scheduled for June 4, 2025 at 5:00 p.m. in the Council Hearing Room at City Hall, 990 Palm Street, San Luis Obispo. _________________________
APPROVED BY HUMAN RELATIONS COMMISSION: XX/XX/202X

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# Organization Project/Program
Name Description of Project/Program RequestedAmount
Recommended
Amount
1 5 Cities Homeless
Coalition
Homeless Prevention
Assistance
This program will provide homelessness prevention
housing stabilization services using time-limited financial assistance to help people remain in housing or be rehoused. It will also provide targeted supportive services to identify and address barriers to stable housing. Funds will be used for rental assistance, staff, and stabilization fees.
$20,000 $0
2 Big Brothers & Big
Sisters of SLO
County
SLO Bigs Community
Mentorship Program
This program will match youth ages 7 to 17, who face
academic struggles or social difficulties, with adult
volunteers who share common interests. Bigs commit to
spending 6-8 hours per month with their Little, engaging in activities that build relationships and foster growth.

Funds will be used to support matches including
recruitment and community engagement, enrollment,
introductions, support, and operating costs.
$20,000 $0
3 Community Action
Partnership of
SLO County
(CAPSLO)
Homeless
Prevention/Stable
Housing Program
This program will provide emergency financial assistance to City of SLO households that are at risk of being
evicted and need assistance with a rental payment, or
who need financial assistance to secure housing. The
program will also provide case management for 6
months. Funds will be used for financial assistance
payments and some indirect expenses.
$20,000 $20,000
4 City Farm
Expansion of
Therapeutic
Horticulture
Programming for
Students with
Disabilities
This project will expand City Farms' existing Therapeutic Horticulture Program to provide over 850 hours of
instruction to more than 50 children and adults with
disabilities in SLO County. Adults will have access to onfarm programming and will allow for additional weekly sessions. Funds will be used to support two farm
instructors.
$15,000 $0

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5 Community
Counseling Center
(CCC)
Inner Abode:

Addressing the Mental
Health Counseling
Needs of the
Unhoused in San Luis
Obispo
This project will increase and enhance CCC's presence
at 40 Prado Homeless Shelter by increasing hours of
service and access to bilingual/bicultural therapists, as well as providing clinical training for CAPSLO and CCC
staff working with the unhoused population. This includes motivational interviewing, trauma informed care, etc.

Funding will also subsidize CCC's ongoing, no cost in
person counseling for the unhoused, support for
unhoused students, and unhoused families. Funds will
be used to support a bilingual clinical supervisor and a bilingual homeless services mental health clinical
counselor.
$7,500 $0
6 Family Care
Network, Inc.

TAY Estelita Housing
Project
This project will provide improvements for safe and
stable housing for former foster youth ages 18-24. The
project needs additional improvements to meet the
youth's needs, such as improving the existing
picnic/outdoor area, adding a retaining wall, and
improving the front walkway. Funds will be used for
property frontage improvements, expanding the picnic
area and adding a bike rack, landscaping, and removing
storage units.
$20,000 $0
7 Housing Authority
of SLO (HASLO)
Housing Stability with
Supportive Services
This program will provide transitional housing support to individuals transitioning out of homelessness and to
prevent homelessness. It will provide funding for
essential items and other costs and provide tools to
maintain housing, including case management. This
program will also provide hunger and malnutrition
assistance to low-income individuals facing food
insecurity. It will also provide transportation assistance to residents who are medically vulnerable. Funds will be
used for transitional housing, food, and transportation. $20,000
$15,000 (funded
for transitional
housing and
transportation
only)
8 Hospice of SLO
County Caregiver Support
This program will provide a variety of services for home caregivers. This can include providing a temporary
break, emotional support and companionship,
housekeeping assistance, meal preparation, or resource
connection. Volunteers will provide these services up to 4 hours per week. Funds will be used to offset the cost of the Volunteer Services Manager's salary.
$10,000 $0

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9 Independent
Living Resource
Center
Community Living and
Transition Services for
People with
Disabilities
This program will provide comprehensive community
living support services to individuals of all ages and
income levels with disabilities, ensuring they have the resources and skills to live independently. This program will offer housing assistance, assistive technology
access, benefits advisement, and personal assistance
coordination, among others. Funds will be used to
partially cover occupancy expenses, allowing redirection of additional resources to staff salaries and to reduce administrative burden.
$20,000 $0
10 Kesem Cal Poly
SLO
Camp Kesem at Cal
Poly
This program will be an overnight summer camp that is
led by a team of volunteer college students for children ages 6-18 who are impacted by a parent or primary
caregiver’s cancer. The camp will be one weeklong and
host 45 campers in July.
$5,000 $0
11 Literacy for Life Literacy Program
This program will teach non or low-literate adults to read, write, and speak English. The program assesses each
learner’s literacy level and guides them to meet their
individual learning goals. Funds will be used in all
aspects of the program including for data management,
books, wages, and rent.
$10,000 $0
12 Long Term Care
Ombudsman
Services of SLO
County
Ombudsman Services
This program will provide advocacy, facility monitoring, complaint investigation and resolution, information and assistance, advanced healthcare directive witnessing for skilled nursing facilities (SNFs), community education, and systemic advocacy to residents of SNFs and
residential care facilities throughout SLO City and
County. The program is also committed to homelessness
prevention. Funds will be used to partially cover salaries for staff.
$5,000 $5,000

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13 Lumina Alliance
Emergency Shelter
Program for Sexual
Assault and Intimate
Partner Violence
This program provides emergency shelter at two sites in SLO County. The shelters are for survivors of sexual
assault and intimate partner violence. The shelters help residents find permanent housing and provides services
such as a 24-hour crisis hotline, individual and group
therapy sessions, assistance filing temporary restraining orders, case management, skills training, childcare,
financial assistance, and more. Funds will be used for
operating expenses including payroll, benefits, facility expenses, and repair and maintenance expenses,
among others.
$20,000 $20,000
14 Meals that
Connect
Nutrition for Healthy
Seniors
This program will provide nutrition, social interaction, and early intervention for seniors in SLO County. The
program delivers daily meals, offering wellness check-ins and fostering social connection Funds will be used for
food costs, kitchen staff labor, supplies, transportation costs, rent, and insurance.
$15,000 $5,000
15 Middle House
Early Recovery
Assistance to Alumni
Housing Portal
This program will provide 6 week stays at a Sober Living Facility and provide direct financial assistance after
completing one year in the program. The funding will
help these individuals secure stable housing. The
programs also help individuals in recovery obtain
employment and create a portal for addicts experiencing homelessness to become contributing members of
society. Funds will be used to support individuals in
recovery and to provide financial assistance after one
year.
$20,000 $0
16 Mixteco Indigena
Community
Organizing Project
(MICOP)
Housing/Wellness
Navigator Program
This program will provide direct housing support, eviction prevention, and rental assistance for Indigenous migrant families facing housing insecurity. Housing Navigators
will also assist families in accessing critical wraparound services such as Medi-Cal, SSDI, CalFresh, and utility
relief. The Housing Navigators will also assist families in securing and maintaining housing and educate tenants
on their rights. Funds will be used to support 1 FTE
Admin Assistant.
$20,000 $15,000

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17 People's Self-Help
Housing (PSHH)
City of SLO Supportive
Housing Program
This program will provide comprehensive homelessness
prevention services to residents in all PSHH properties within SLO, which includes 73 units with an expansion to 217 units with the complete of Tiburon Place and Calle
Joaquin. Licensed social workers will deliver clinical case management and address housing stability needs.

Funds will be used to deliver homelessness prevention
services, including through salaries, mileage, workshops, meals, etc.
$20,000 $15,000
18 Restorative
Partners Opportunity to Fund
This program will support formerly incarcerated
individuals facing multiple challenges, including
homelessness, substance use recovery, and mental
health issues. Stable housing is prioritized, and the
program removes barriers to housing such as obtaining
documentation, providing rental assistance, and
supporting employment related needs. Funds will be
used to support the emergency needs of the individuals. $10,000 $10,000
19 Shower the People Shower the People
This program will provide mobile shower services to
unhoused individuals 5 days a week, 3-4 hours per day
in four different locations. Guests are offered a 15-minute hot shower which is cleaned and disinfected by
volunteers before the next guest. Shower guests also
receive a new t-shirt, new undergarments, new socks, a
toothbrush/toothpaste, comb, razor, and hand sanitizer.

Funds will go to support the programs continued
operation for one year.
$20,000 $20,000
20 SLO CASA General SLO CASA
Program Support
This project will allow volunteers from the community to complete a training, so they are able to work with
children and families in crisis. Volunteers provide support for children throughout the life of their child welfare case.

Funds will go to support part of the cost of rent for their SLO office complex, which is a hub for staff and
volunteers to convene.
$20,000 $10,000

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21 SLO Child
Development
Resource Center
Child and Family Play
Therapy
This program will offer tailored, evidence-based
interventions to support children and families facing
poverty, trauma, and other adversities. The program
integrates mental health services with early education.

Funds will be used to expand services to serve 25
additional therapy clients by subsidizing therapy
sessions provided by an associate therapist and
providing 8 hours of training.
$10,000 $0
22 SLO Legal
Assistance
Foundation
Senior Homeless
Prevention
The program will provide homelessness prevention for
SLO City seniors through eviction prevention, eviction
defense, and assistance to residents in SNFs and
residential care facilities. Funds will be used for salaries, insurance, operating expenses, program supplies, and
admin overhead.
$20,000 $10,000
23 SLO Noor
Foundation
City of San Luis
Obispo Care Project
This program will include a free mobile clinic and
established brick and mortar locations which provide free medical, dental, vision, and mental health care to lowincome, uninsured, and underinsured SLO City residents. Funds will go to support clinical support
staffing, laboratory diagnostics, and clinical supplies. $20,000 $0
24 Smart Share
Housing Solutions
Senior Homeless
Prevention & Housing
Navigation
This program will work through multiple approaches:
providing inspiration, training, and one-on-one technical assistance to help residents meet current and future
housing needs through four areas - continued
HomeSharing training and TA; accessory dwelling unit
(ADU) production support; mentoring; and incorporating
Americans with Disabilities Act (ADA) enhancements.

Funds will go to support community events, virtual eblasts, ADU and home visits, trainings, research, advertising, technical support, and ADA planning.
$14,380 $0
25 Tolosa Children's
Dental
Tolosa Children's
Dental Center SLO
Office Expansion
This project will seek to expand care through four
initiatives: community outreach; targeted community
partnerships; additional dentists and support staff; and expanded operations from one day to four days a week
in the SLO Office. Tolosa provides oral healthcare to
underserved and underinsured children. Funds will
support costs to hire a dentist and support staff.
$20,000 $0

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26 Transitions Mental
Health Association
Transportation
Solutions for
Transitional Housing
This project supports a 6-bedroom house with 12 clients who are chronically homeless or at risk of homelessness.

The project will provide transportation options for the residents to medical, behavioral health, employment, and social appointments through the acquisition of 4 bicycles for each house and monthly regional bus passes. Funds
will go to client expenses, insurance, and admin.
$13,062 $0
27 United Way of SLO
County
211 Homeless Intake
and Homeless
Prevention Screening
Services
This program will provide a dedicated homeless intake
and assessment initiative within the existing 211
program. This initiative will provide immediate support to individuals facing homelessness and housing insecurity
by connecting them with local resources. The line is
available 24/7. Funds will go to creating the new line. $5,000 $5,000
TOTAL $419,942 $150,000

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5 Community
Counseling Center
(CCC)
Inner Abode:

Page 36 of 219 ends

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13 Lumina Alliance
Emergency Shelter
Program for Sexual
Assault and Intimate
Partner Violence
This program provides emergency shelter at two sites in SLO County. The shelters are for survivors of sexual
assault and intimate partner violence. The shelters help residents find permanent housing and provides services
such as a 24-hour crisis hotline, individual and group
therapy sessions, assistance filing temporary restraining orders, case management, skills training, childcare,
financial assistance, and more. Funds will be used for
operating expenses including payroll, benefits, facility expenses, and repair and maintenance expenses,
among others.
$20,000 $20,000
14 Meals that
Connect
Nutrition for Healthy
Seniors
This program will provide nutrition, social interaction, and early intervention for seniors in SLO County. The
program delivers daily meals, offering wellness check-ins and fostering social connection Funds will be used for
food costs, kitchen staff labor, supplies, transportation costs, rent, and insurance.
$15,000
$5,000
Recommended
reallocation:
$5,000
15 Middle House
Early Recovery
Assistance to Alumni
Housing Portal
This program will provide 6 week stays at a Sober Living Facility and provide direct financial assistance after
completing one year in the program. The funding will
help these individuals secure stable housing. The
programs also help individuals in recovery obtain
employment and create a portal for addicts experiencing homelessness to become contributing members of
society. Funds will be used to support individuals in
recovery and to provide financial assistance after one
year.
$20,000
$0
Recommended
reallocation:
$10,000 for Early
Recovery
Assistance only
16 Mixteco Indigena
Community
Organizing Project
(MICOP)
Housing/Wellness
Navigator Program
This program will provide direct housing support, eviction prevention, and rental assistance for Indigenous migrant families facing housing insecurity. Housing Navigators
will also assist families in accessing critical wraparound services such as Medi-Cal, SSDI, CalFresh, and utility
relief. The Housing Navigators will also assist families in securing and maintaining housing and educate tenants
on their rights. Funds will be used to support 1 FTE
Admin Assistant.
$20,000 $0

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Funds will go to support part of the cost of rent for their SLO office complex, which is a hub for staff and
volunteers to convene.
$20,000 $10,000

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Item 6d
Department: Administration
Cost Center: 1010
For Agenda of: 3/17/2026
Placement: Consent
Estimated Time: N/A
FROM: Greg Hermann, Deputy City Manager
Prepared By: Samantha Vethavanam, Diversity, Equity, & Inclusion Admin Specialist SUBJECT: CONSIDERATION OF THE 2025-26 DEI HIGH IMPACT GRANT

FUNDING RECOMMENDATIONS

RECOMMENDATION

1. As recommended by the Human Relations Commission, approve the revised 2025-26 Diversity Equity and Inclusion (DEI) High Impact Grant funding allocations in the amount of $150,000; and

2. Authorize the City Manager to execute agreements with each grant recipient.

POLICY CONTEXT
The purpose of the Human Relations Commission (HRC) is to advise and make recommendations to City Council and the City Manager which promote and advance inclusion, mutual understanding, respect, and equitable treatment to all San Luis Obispo community members. Recommendations made by the HRC to City Council help address social concerns and the needs of the community, including recommendations for funding for the DEI High Impact Grant program. The DEI High Impact Grant program provides financial support to non-profit organizations that focus on advancing and implementing diversity, equity, and inclusion through innovative practices that seek to narrow equity gaps and address intractable, systemic, and structural issues.

DISCUSSION
Background
The DEI High Impact Grant was created in 2020 to enhance a sense of belonging for all people in the San Luis Obispo community and to support local projects, programs, or initiatives that contribute to creating a San Luis Obispo that is welcoming, inclusive, equitable, and safe. The funding initially focused on narrowing equity gaps that have disproportionately impacted marginalized communities. City Council approved a total of $709,800 in DEI High Impact Grants between 2020 and 2024.

The most recent grant cycle (2024-25) began on January 1, 2025, and closed on December 31, 2025, with final reports submitted by January 20, 2026. These grantees implemented a diverse array of programs designed to address structural and systemic

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Item 6d
issues, including the creation of a mental health resource guide, a mentorship program for elementary school students, and various opportunities for community members to learn more about different cultures and groups in the City.

All funded projects provided services available to the City of San Luis Obispo communityat-large.

Funding Priorities
In preparation of the 2025-26 grant cycle, the Office of Diversity, Equity, & Inclusion brought the DEI High Impact Grant funding priorities and information to the HRC on June 4, 2025, which the HRC updated slightly and approved. The DEI High Impact Grant funding priorities and information were subsequently reviewed and approved by City Council on July 15, 2025. The funding priority for 2025-26 stated: “Funding should primarily focus on advancing and implementing diversity, equity, and inclusion through innovative practices that seek to narrow equity gaps and address intractable, systemic, and structural issues.”
Interested applicants were also given examples on the City’s grant webpage of systemic/structural issues and previously funded activities.

DEI High Impact Grant Application Process
On July 21, 2025, the Office of Diversity, Equity and Inclusion formally launched the 2025- 26 DEI High Impact Grant process by advertising the availability of grant funds and grant information, including the timeline, applicant criteria, and application requirements, to the public as well as to past applicants and non-profit agencies. DEI High Impact Grant applications were due on September 2, 2025. The City received 20 applications from various agencies requesting funding for programs totaling $321,330. Attachment A includes a complete list of the applicants, including a summary of each project submitted to the City for DEI High Impact Grant funding and the HRC’s final recommended funding amounts. All applications received can be found on this webpage.

HRC Review Process
On September 17 and September 23, 2025, the DEI High Impact Grant Review Subcommittee of the HRC, comprised of Vice Chair Campos, Commissioner Fields, and Commissioner Parker, met to review the grant applications and make preliminary funding recommendations. The subcommittee members considered the sustainability and longevity of the intended impact, how direct the impact would be for City residents specifically, the ability to track impact, and how many people would be served versus how much funding was requested.

On October 1, 2025, the Review Subcommittee presented their preliminary funding recommendations to the full HRC during a noticed public hearing. The public hearing was noticed via the New Times San Luis Obispo newspaper and via email through the City’s e-notifications system. During the discussion, the Review Subcommittee engaged with other Commissioners to adjust the preliminary recommendations, and the full HRC voted to approve the adjusted funding recommendations. Minutes from this meeting are

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Item 6d
provided in Attachment B.

Subsequent to the conclusion of the October 1, 2025 HRC meeting, staff were alerted by one of the grantees that was recommended for funding, the San Luis Obispo Disabled American Veterans Memorial Chapter 45, that they were a 501(c)(19) and not a 501(c)(3) and inquired if they were still eligible. After a discussion with the City Attorney’s office, staff determined that this grantee was ineligible for funding under the existing, published program guidelines (which require a grantee to be a “501(c)(3) non-profit organization, government or education entity, or faith-based organization,” rather than a tax-exempt organization more broadly.)
As a result, the funding recommendations were brought back to the HRC on November 5, 2025, at a public hearing to revise the initial 2025-26 DEI High Impact Grant funding recommendations and redistribute the $4,475 that was allocated to the San Luis Obispo Disabled American Veterans Memorial Chapter 45 and make other changes as necessary. This public hearing was also noticed via the New Times San Luis Obispo newspaper and via email through the City’s e-notifications system. During this meeting, the HRC heard public comment and decided to redistribute the $4,475 to SLO for Home & Church World Services for resettlement efforts within the City of San Luis Obispo for refugees. SLO for Home & Church World Services was not previously recommended for funding. No other changes were made. Minutes from the November 5, 2025, meeting are included as Attachment C.

After the completion of the November 5, 2025, meeting, an additional, final review of the applicants recommended for funding under the DEI High Impact Grant was completed in advance of sending the recommendations to City Council for approval. This review resulted in staff requesting some grant applicants to provide additional clarifications and/or confirmations on funding uses for their proposed programs. The requested clarifications and confirmations were completed by most of these applicants. However, one grant applicant, the Mixteco Indigena Community Organizing Project (MICOP), determined that they would not be able to meet the requirement that all funded activities be held in the City and withdrew their application.

The revised applications were reviewed by the HRC at a public hearing on February 18, 2026, during a Special Meeting of the HRC (video can be found here). During this meeting, the HRC heard public comment and deliberated, eventually voting on a new set of funding recommendations to send to City Council. HRC found that the projects recommended for funding further Council’s adopted goals to advance and implement access and belonging initiatives through innovative practices that seek to narrow equity gaps and address intractable, systemic, and structural issues.

The HRC’s final recommendations include (full descriptions provided in Attachment A):
 $10,000 to Court Appointed Special Advocates of San Luis Obispo (SLO) County for their SLO CASA DEI Project
 $14,000 to Diversity Coalition for their SLO Equity Podcast

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Item 6d
 $15,000 to GALA Pride & Diversity Center for their Queer Leadership and Civic Engagement Initiative
 $14,925 to Literacy for Life for their Literacy Program  $10,000 to One Cool Earth for Salud y Conocimiento en el Jardin – One Cool Earth School Garden Program at Pacheco Elementary School
 $6,600 to RACE Matters SLO County for their Advancing Community Belonging and Cultural Representation through Signature Events program  $19,475 to SLO for Home & Church World Services for their SLO for Home program
 $20,000 to SLO Noor Foundation for their Accessible Healthcare for All – City of SLO Project
 $40,000 to UndocuSupport, Corazon Latino, San Luis Coastal Unified School District, and Womenade SLO for their Connected Resources: Schools and Nonprofits in Partnership for Families program
The HRC’s final recommendations altered the Subcommittee’s initial recommendations as listed below. The HRC came to these decisions after hearing public comment and discussing the desire to fund a larger number of applicants, even if it meant providing partial funding for some. The HRC based their decisions on who to fund by considering certain applicants’ history of increasing access and belonging in the City, their ability to leverage other funding sources to supplement programming, and their direct impact on City residents.
 Deducted $5,000 from the original funding recommendation for GALA Pride & Diversity Center from $20,000 to $15,000.
 Removed the original funding recommendation for SLO People’s Kitchen from $10,000 to $0.
 Removed the original funding recommendation for Transitions Mental Health Association from $15,525 to $0.
 Provided $14,000 to the Diversity Coalition. The Subcommittee’s initial recommendation was $0.
 Provided $14,925 to Literacy for Life. The Subcommittee’s initial recommendation was $0.
 Provided $6,600 to RACE Matters SLO County. The Subcommittee’s initial recommendation was $0.
 Provided $19,475 to SLO for Home. The Subcommittee’s initial recommendation was $0.
 The Subcommittee had also initially provided $4,475 to the SLO Disabled American Veterans Memorial Chapter 45 and $20,000 to MICOP, who are no longer eligible for funding (as noted above).

Grant Contracts
Upon Council approval of the DEI High Impact Grant funding recommendations, the City will enter into a contract with each organization that has been awarded grant funding.

Organizations awarded grant funding will be required to provide a mid-year and year-end report describing administrative functions, metrics and outcomes, and use of City funds

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Item 6d
related to the application for each program. Reports are reviewed by City staff and the HRC for completeness and compliance. As a result of the delay noted above, the grant timeline for this cycle will be extended to March 31, 2027.

Public Engagement
The public, and more specifically non-profit organizations, were engaged throughout the DEI High Impact Grant award process. Non-profit organizations received communication of available funding, an information session was provided in English and offered by request in Spanish, and office hours were provided as well. Grant applicants were also informed via email about the October 1, 2025, HRC public hearing about two weeks in advance and one week in advance. When the funding recommendations were sent back to HRC on November 5, 2025, applicants were informed of this via email. Finally, during the additional delay during November to January, grant applicants were kept informed via email multiple times and informed about the February 18, 2026, public hearing in late January and one week prior to the meeting. This item is on the consent agenda for the March 17, 2026, City Council meeting and will follow all required posting and notification.

The public can submit comments on this item at or before the meeting.

ENVIRONMENTAL REVIEW
The California Environmental Quality Act (CEQA) does not apply to the recommended action in this report, because the projects recommended for funding do not constitute a “Project” under CEQA Guidelines Sec. 15378, as they will not result in either a direct physical change in the environment or a reasonably foreseeable indirect physical change in the environment.

FISCAL IMPACT
Budgeted: Yes Budget Year: 2025-26
Funding Identified: Yes
Fiscal Analysis:

Funding
Sources
Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
General Fund $150,000 $150,000 $ $
State
Federal
Fees
Other:

Total $150,000 $150,000 $ $
DEI High Impact Grants were budgeted at $150,000 in FY 2025-26 and the recommendation ensures that this money will be spent as intended.

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Item 6d

ALTERNATIVES

1. The Council could decide to revise and adopt different funding recommendations. If Council decides to revise and adopt different funding recommendations, Council will need to pull the item from consent, deliberate, and vote on new final funding recommendations during the Council meeting.

2. The Council could decide to request that the HRC reconsider and recommend different funding allocations. If Council decides not to approve the recommendations and to request that the HRC consider different recommendations, the HRC would need to hold a special meeting to reconvene and modify their original recommendations. Council should also provide direction on the modifications desired if they decide to go with this option. This may delay prospective grant recipients’ implementation of projects recommended for funding in the 2025-26 grant cycle.

ATTACHMENTS
A - 2025-26 DEI High Impact Grant Final HRC Funding Recommendations B - October 1, 2025, Human Relations Commission Meeting Minutes C - November 5, 2025, Human Relations Commission Meeting Minutes

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Organization Project/
Program Description of Project/Program Req. Amount
Rec.

Amount Comments
1 Asian American
& Pacific
Islanders of SLO
(AAPI SLO)
AAPI SLO: Our
Voices, Our
Stories
Project would build organizational and
programmatic capacity while honoring the
community's resilience. Funding would support
the 5th annual festival, which is a one-day AAPI
cultural celebration with food, music, and art.

Leading up to the event, there will be storytelling
events throughout the year. Funds will support
staff training, supplies, rent, and professional
support.
$15,000 $0 Did not recommend for
funding this grant cycle.
2 Court Appointed
Special
Advocates
(CASA) of SLO
County

SLO CASA DEI
Project
Project would support and build cultural
competency and expertise of CASA staff and
volunteers by expanding outreach and
recruitment efforts to diversify pool of volunteers
for underrepresented demographics. Funds
would support a portion of the CASA Training
Manager's salary, a portion of one of the CASA
Advocate Supervisors who leads programs
serving LGBTQ and other teens within the CASA
program, and training for staff in best practices.
$10,000 $10,000 Recommended fully
funding this grant cycle.
3 Diversity
Coalition of SLO
County
SLO Equity
Podcast
Program would be an episodic podcast (at least
12 per year) dedicated to amplifying
underrepresented voices in SLO County. Podcast
will highlight the experiences of BIPOC, women
of color, immigrants, LGBTQ+ individuals, lowincome and housing insecure individuals, and others. It will also feature the efforts of local
leaders in the equity space. Each topic will align
with funding priorities for this grant. Funds would
support production, marketing, admin, and other
expenses.
$20,000 $14,000
Recommended partially
funding this grant cycle.

Funds cannot be used for
stipends.
4 GALA Pride and
Diversity Center
Queer
Leadership and
Civic
Engagement
Initiative
Program would empower individuals in San Luis
Obispo County to become effective community
leaders, advocates, and changemakers. The
cohort will include 8-10 emerging leaders (with an
emphasis on recruiting youth and young adults
ages 18-35) who will participate in monthly
workshops, mentorship, and projects. Funds
would support staffing, training, events, reporting,
admin, and other.
$20,000 $15,000
Recommended partially
funding this grant cycle.

Grantee to scale services
based on amount funded.

Additionally, HRC would
like to stipulate that at least
75% of the cohort must be
from City of SLO or have a
strong tie to the City. Funds
cannot be used for
stipends.

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5 Hospice of SLO
County
Volunteer
Training &
Community
Outreach
Program would include comprehensive DEI
training for new volunteers and outreach
initiatives to spread awareness about services to
hard-to-reach populations. Funding would support
staff salaries, volunteer onboarding, training
materials, technology, and marketing.
$20,000 $0 Did not recommend for
funding this grant cycle.
6 Literacy for Life Literacy
Program
Program teaches non- or low-literate adults to
read, write, and speak English. Program
assesses each learner's literacy level and guides
them to meet their individual literacy learning
goals. Tutors work one-on-one with the learners.

Funds would support all aspects of the program.
$15,000 $14,925
Recommended partially
funding this grant cycle.

Grantee to scale services
based on amount funded.
7 Mixteco
Indigena
Community
Organizing
Project (MICOP)
Housing/
Wellness
Navigator
Program
Program provides direct housing support, eviction
prevention, and rental assistance to families
facing housing insecurity. Funds will also assist
families in accessing wraparound services such
as Medi-Cal, SSDI, etc. Funds would support an
Admin Assistant salary.
$20,000 $0 Grant applicant has
withdrawn their application.
8 One Cool Earth
Salud y
Conocimiento en
el Jardín - One
Cool Earth
School Garden
Program at
Pacheco
Elementary
School
Program provides culturally-sensitive gardenbased education to students at Pacheco Elementary School during the 2026-27 school
year. Includes a campus garden and a trained
garden educator who delivers a minimum of 6
lessons in both English and Spanish. Funds
would support the cost of the bilingual garden
educator and gardening supplies.
$10,000 $10,000
Recommended fully
funding this grant cycle.
9 RACE Matters
SLO County
Advancing
Community
Belonging and
Cultural
Representation
Through
Signature
Events
Project would support two annual events: 1)
Stories Matter (a live storytelling showcase that
features community members’ stories in addition
to local musicians) and 2) Day with Santa (a
family event with a Black Santa). Funds would
support rentals, admin, decor, labor, and
refreshments.
$6,600 $6,600 Recommended fully
funding this grant cycle.
10 SLO Disabled
American
Veterans
Memorial
Chapter 45
2026 Ability Fair
and Expo
Project would be a two-day event gathering
federal, state, and local benefit agencies,
assistive technology vendors, health providers,
and peer-support organizations in a one-stop
hub. Funds would support food and beverage,
set-up, transportation, printing, and postage.
$17,703 $0
Applicant is ineligible to
receive funds as a
standalone entity.

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11 SLO for Home &
Church World
Services*
SLO for Home
Program would support resettlement for refugees
of war-torn countries, provided through direct
referrals from Church World Services, including
housing, culturally appropriate food, healthcare
referrals, legal services, transportation,
education, and technology support. Financial
support is provided in the first year, which is
gradually reduced as the family gains financial
independence. Funds may support rent and
transportation.
$20,000 $19,475
Recommended partially
funding this grant cycle.

Grantee to scale services
based on amount funded.

HRC would like to stipulate
that funds must be used
only for resettlements in
the City of SLO.
12 SLO Hillel
Central Coast
Jewish Heritage
Festival
Project would support Central Coast Jewish
Heritage Festival, which includes the Jews of
Color free speaking event. Funds would support
advertising, security, and
photography/videography costs.
$20,000 $0 Did not recommend for
funding this grant cycle.
13 SLO Museum of
Art
Peter Krashes
Exhibition and
Public
Programming
Project would present a Spring 2026 exhibition by
artist and community activist Peter Krashes as
well as free public programs to engage
historically marginalized communities. Funds
would support exhibition production, public
programming, marketing, and staff time.
$10,000 $0 Did not recommend for
funding this grant cycle.
14 SLO Noor
Foundation
Accessible
Healthcare for
All - City of SLO
Project
Program would provide underserved residents
with free medical, dental, vision, and mental
health services through brick and mortar and
telehealth access. Program would also provide
translation services and community resources as
well as medical training opportunities for
students. Funds would support staffing costs and
supplies.
$20,000 $20,000 Recommended fully
funding this grant cycle.
15 SLO People's
Kitchen
SLO People's
Kitchen
Program provides a hot meal at noon for anyone
that needs it in San Luis Obispo, with increasing
numbers. Funding would support paper goods
and food. There are no screenings or
preconditions for meals.
$10,000 $0 Did not recommend for
funding this grant cycle.
16 SLO United
Methodist
Church
Beacon Art
Show
Project would be a venue for local artists to show
their talent, vision, and interpretation of the
show's theme - which this year is "DEI - Diversity,
Equity, & Inclusion."
$1,500 $0 Did not recommend for
funding this grant cycle.

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17 SLO Wind
Orchestra
Movement to
Music: An
Equitable
Concert Series
for Seniors
Project would expand the Movement to Music
concert series, which is designed to provide
accessible cultural experiences that promote
physical and mental well-being for seniors.

Funding would increase the number of concerts
and provide a licensed PT to guide light, seated
movement. Funds would support outreach, venue
costs, and marketing.
$10,000 $0 Did not recommend for
funding this grant cycle.
18 Smart Share
Housing
Solutions
Creating
Inclusive,
Welcoming,
Accessible
Community:

Connecting the
Past, Present, &
Future
Project would be done in two phases: 1) gather
input and inform community members on
inclusivity and 2) design and incorporate
interpretive signs into residents' social networks
in below market rate housing. Funds would
support the production of the workshop series
and the interpretive signs.
$20,000 $0 Did not recommend for
funding this grant cycle.
19 Transitions
Mental Health
Association
Fear-Less: A
SpanishLanguage
Course on
Managing
Anxiety
Program would support parents of children ages
6-14 who experience anxiety and help them learn
new cognitive behavioral strategies for anxiety
management. Bilingual instructors will work with
Pacheco Elementary to provide free Spanishlanguage versions of the course. Funding would support personnel costs and some operating
costs.
$15,526.50 $0 Did not recommend for
funding this grant cycle.
20 UndocuSupport
& Corazon
Latino, San Luis
Coastal Unified
School District,
Womenade SLO
Connected
Resources:

Schools and
Nonprofits in
Partnership for
Families
Program would support families in the City of
SLO who have concerns related to emotional
well-being, mental health, and basic survival
needs. Services include Emotional Support
Groups and one-time financial support for basic
needs. Connections to families will be made
through the school district. Funds would support
staff salary, supplies, direct aid, and admin costs.
$40,000 $40,000 Recommended fully
funding this grant cycle.

TOTAL $321,330 $150,000

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1 Human Relations Commission Minutes
October 1, 2025, 5:00 p.m.

Council Hearing Room, 990 Palm Street, San Luis Obispo
Human Relations
Commissioners

Present:

Commissioner Stephanie Carlotti, Commissioner Esmeralda Parker, Commissioner Jenn Fields, Vice Chair Catuih Campos, Chair Angie Kasprzak
Human Relations
Commissioners Absent:

Commissioner Vincent DeTurris
City Staff Present: Diversity, Equity, and Inclusion Manager Matt Pennon and Diversity, Equity, and Inclusion Admin Specialist Samantha Vethavanam
_____________________________________________________________________

1. CALL TO ORDER
A Regular Meeting of the San Luis Obispo Human Relations Commission was called to order on October 1, 2025 at 5:00 p.m. in the Council Hearing Room at City Hall, 990 Palm Street, San Luis Obispo, by Chair Kasprzak.

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

None.
--End of Public Comment--

3. CONSENT

3.a CONSIDERATION OF MINUTES - SEPTEMBER 3, 2025 HUMAN

RELATIONS COMMISSION MINUTES
Motion By Commissioner Parker
Second By Commissioner Carlotti
To approve the Human Relations Commission Minutes of September 3, 2025.

Ayes (5): Commissioner Carlotti, Commissioner Parker, Commissioner Fields, Vice Chair Campos, and Chair Kasprzak

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2 Absent (1): Commissioner DeTurris
CARRIED (5 to 0)

4. BUSINESS ITEMS

4.a REVIEW OF THE 2024-25 DEI HIGH IMACT GRANT MID-YEAR

REPORTS
Diversity, Equity, & Inclusion Manager Matt Pennon presented the staff report and responded to Commissioner inquiries.

Chair Kasprzak opened Public Comment
Public Comment:

None.
--End of Public Comment—
Chair Kasprzak closed Public Comment
Action: The Commission Liaisons for the 2024-25 DEI High Impact Grant reviewed their mid-year reports and provided feedback for staff to relay to grantees. The mid-year reports were received and filed. No formal action taken on this item.

5. PUBLIC HEARINGS

5.a REVIEW 2025-26 DEI HIGH IMPACT GRANT SUBCOMMITTEE

RECOMMENDATIONS AND PROVIDE A RECOMMENDATION TO

COUNCIL FOR APPROVAL
Diversity, Equity, and Inclusion Manager Matt Pennon presented the staff report and responded to Commission inquiries.

Chair Kasprzak opened Public Comment
Public Comment:

Rita Cassaverde
Bob Williams
Katrina Cathcart
Chelsea Ruiz
Bernadette Bernardi
Courtney Haile
Leroy Kemp
Velanche Stewart
Patricia Segoviano de Pier
Leila Daniel
Tara Clapham
Linnea Valdivia
--End of Public Comment--
Chair Kasprzak closed Public Comment

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2 Motion By Commissioner Fields
Second By Vice Chair Campos
Action: To provide the following funding recommendations to City Council for the 2025-26 DEI High Impact Grants:

1. Court Appointed Special Advocates (CASA) of SLO County - SLO CASA DEI Project: $10,000

2. Diversity Coalition - SLO Equity Podcast: $10,000

3. GALA Pride & Diversity Center - Queer Leadership and Civic Engagement Initiative: $15,000

4. Literacy for Life - Literacy Program: $7,925

5. Mixteco Indigena Community Organizing Project (MICOP) - Housing/Wellness Navigator Program: $20,000

6. One Cool Earth - Salud y Conocimiento en el Jardin/One Cool Earth School Garden Program at Pacheco Elementary School: $10,000

7. RACE Matters SLO County - Advancing Community Belonging and Cultural Representation Through Signature Events: $6,600

8. SLO Disabled American Veterans Memorial Chapter 45 - 2026 Ability Fair and Expo: $4,475

9. SLO Hillel - Central Coast Jewish Heritage Festival: $6,000

10.SLO Noor Foundation - Accessible Healthcare for All - City of SLO Project: $20,000

11.UndocuSupport, Corazon Latino, San Luis Coastal Unified School District, & Womenade SLO - Connected Resources: Schools and Nonprofits in Partnership for Families: $40,000
Ayes (4): Commissioner Carlotti, Commissioner Fields, Vice Chair Campos, and Chair Kasprzak
Absent (2): Commissioner DeTurris, and Commissioner Parker CARRIED (4 to 0)

6. COMMENT AND DISCUSSION

6.a STAFF & COMMISSIONER UPDATES AND AGENDA FORECAST
Diversity, Equity, and Inclusion Manager, Matt Pennon and Diversity, Equity, and Inclusion Admin Specialist Sam Vethavanam provided the following updates:
• Upcoming Agenda Items: Council Liaison visit, an overview of the Responding to Hate and Bias Toolkit, and tentatively the public

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3 hearing for the Community Development Block Grant funding recommendations.
• Candidate Education Offering on November 13th.
• Diversity Coalition Government Commissions and Mixer event on November 13th.
• Staff went on the Cal Poly Indigenous Walking Tour.

Commissioner Fields provided the following updates:
• Upcoming GALA events:
o Pride Prom on October 4th
o National Coming Out Day event on October 11th
o Fall Harvest Festival on October 24th
Chair Kasprzak provided the following updates:
• NAMI Walks event on October 4th
• SLOMA new exhibit unveiling on October 11th
• CAPSLO Fundraiser on October 11th
• RACE Matters Stories Matter event on October 18th
• Trunk or Treat on October 31st
• Dia de los Muertos on November 1st
Vice Chair Campos provided the following updates:
• Support local businesses at the Farmer’s Market

7. ADJOURNMENT
The meeting was adjourned at 6:54 p.m. The next Regular Meeting of the Human Relations Commission is scheduled for November 5, 2025 at 5:00 p.m. in the Council Hearing Room at City Hall, 990 Palm Street, San Luis Obispo. _________________________
APPROVED BY HUMAN RELATIONS COMMISSION: XX/XX/2025

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1 Human Relations Commission Minutes
November 5, 2025, 5:00 p.m.

Council Hearing Room, 990 Palm Street, San Luis Obispo
Human Relations
Commissioners Present
Commissioner Stephanie Carlotti, Commissioner Esmeralda Parker, Commissioner Jenn Fields, Vice Chair Catuih Campos, Chair Angie Kasprzak
Human Relations
Commissioners Absent:

Commissioner Vincent DeTurris
City Staff Present: Diversity, Equity, and Inclusion Manager Matt Pennon, Diversity, Equity, and Inclusion Admin Specialist Samantha Vethavanam, Assistant Planner Ethan Estrada
____________________________________________________________________

1. CALL TO ORDER
A Regular Meeting of the San Luis Obispo Human Relations Commission was called to order on November 5, 2025 at 5:00 p.m. in the Council Hearing Room at City Hall, 990 Palm Street, San Luis Obispo, by Chair Kasprzak.

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

None.
--End of Public Comment--

3. CONSENT

3.a CONSIDERATION OF MINUTES - OCTOBER 1, 2025 HUMAN

RELATIONS COMMISSION MINUTES
To approve the Human Relations Commission Minutes of October 1, 2025.

Motion By Vice Chair Campos
Second By Commissioner Carlotti
Ayes (4): Commissioner Carlotti, Commissioner Parker, Commissioner Fields, and Chair Kasprzak
Absent (1): Commissioner DeTurris

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2 CARRIED (4 to 0)

4. BUSINESS ITEMS

4.a OVERVIEW OF THE RESPONDING TO HATE AND BIAS COMMUNITY

TOOLKIT
Diversity, Equity, and Inclusion Manager Matt Pennon presented the report and responded to staff inquiries.

Action: The Commissioners provided feedback to staff on the Responding to Hate and Bias Community Toolkit. No formal action taken on this item.

5. PUBLIC HEARINGS

5.a CONSIDERATION OF THE 2026-27 COMMUNITY DEVELOPMENT

BLOCK GRANT FUNDING RECOMMENDATIONS
Assistant Planner Ethan Estrada presented the report and responded to Commissioner inquiries.

Public Comment:

Michelle Pedigo
Nathan Rubinoff
--End of Public Comment--
Motion By Commissioner Parker
Second By Commissioner Fields
Action: To provide the following funding to City Council for the 2026-27 Community Development Block Grant Program:
• Community Action Partnership of San Luis Obispo (CAPSLO) – Prado Homeless Services Center: $67,172
• People’s Self-Help Housing – Supportive Housing Services: $11,853 • San Luis Obispo Nonprofit Housing Corporation – Monterey Family Apartments: $173,943
• Access Support Network – Adriance Court Rooting: $70,000 • CAPSLO Energy Services – Minor Home Repair: $98,500
• City of SLO – CDBG Administration: $18,349.50
• City of SLO – Capacity Building: $18,349.50
Ayes (3): Commissioner Parker, Commissioner Fields, and Vice Chair Campos
Noes (2): Commissioner Carlotti, and Chair Kasprzak

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3 Absent (1): Commissioner DeTurris
CARRIED (3 to 2)

5.b REVISION OF THE 2025-26 DEI HIGH IMPACT GRANT

RECOMMENDATIONS AND PROVIDE A NEW RECOMMENDATION TO

COUNCIL FOR APPROVAL
Diversity, Equity, and Inclusion Manager Matt Pennon presented the report and responded to staff inquiries.

Public Comment:

Greg Ellis
Katie Lichtig
Vance Rodgers
Mary Parker
--End of Public Comment--
Motion By Vice Chair Campos
Second By Commissioner Parker
Action: The Commissioners reviewed their initial funding recommendations and redistributed the $4,475 originally allocated to SLO Disabled American Veterans Memorial Chapter 45 to SLO for Home & Church World Services for their SLO for Home program. The following funding recommendations for the 2025-26 DEI High Impact Grants will be provided to City Council:
• Court Appointed Special Advocates (CASA) of SLO County – SLO CASA DEI Project: $10,000
• Diversity Coalition - SLO Equity Podcast: $10,000
• GALA Pride & Diversity Center - Queer Leadership and Civic Engagement Initiative: $15,000
• Literacy for Life - Literacy Program: $7,925
• Mixteco Indigena Community Organizing Project (MICOP) – Housing/Wellness Navigator Program: $20,000
• One Cool Earth - Salud y Conocimiento en el Jardin/One Cool Earth School Garden Program at Pacheco Elementary School: $10,000 • RACE Matters SLO County - Advancing Community Belonging and Cultural Representation Through Signature Events: $6,600 • SLO for Home & Church World Services – SLO for Home: $4,475 • SLO Hillel - Central Coast Jewish Heritage Festival: $6,000 • SLO Noor Foundation - Accessible Healthcare for All - City of SLO Project: $20,000
• UndocuSupport, Corazon Latino, San Luis Coastal Unified School District, & Womenade SLO - Connected Resources:

Schools and Nonprofits in Partnership for Families: $40,000

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4 Ayes (5): Commissioner Carlotti, Commissioner Parker, Commissioner Fields, Vice Chair Campos, and Chair Kasprzak
Absent (1): Commissioner DeTurris
CARRIED (5 to 0)

6. COMMENT AND DISCUSSION

6.a STAFF & COMMISSIONER UPDATES AND AGENDA FORECAST
Diversity, Equity, & Inclusion Manager, Matt Pennon and Diversity, Equity, & Inclusion Admin Specialist Sam Vethavanam provided the following updates:
• Staff tabled at the Dia de los Muertos event on November 1st • Two separate events on November 13th: Candidate Education Forum and Understanding Government Commissions/Civic and Nonprofit Leadership Mixer
• Staff will be on Central Coast Voice on November 20th • Update on how to provide public comment as an Advisory Body member
Commissioner Fields provided the following updates:
• SLO Tenants Union Letter Writing on November 9th
• Trans Day of Remembrance on November 20th
• Chosen Family Potluck on November 22nd
• Social justice/climate letter writing on November 23rd • SLO Grassroots Thanksgiving Dinner November 26th (volunteers needed from November 24th to 26th)
Vice Mayor Shoresman provided an update regarding interviews for a new Human Relations Commissioner.

7. ADJOURNMENT
The meeting was adjourned at 7:13 p.m. The next Regular Meeting of the Human Relations Commission is scheduled for December 3, 2025 at 5:00 p.m. in the Council Hearing Room at City Hall, 990 Palm Street, San Luis Obispo. _________________________
APPROVED BY HUMAN RELATIONS COMMISSION: XX/XX/2025

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Item 6e
Department: Information Technology
Cost Center: 1101
For Agenda of: 3/17/2026
Placement: Consent
Estimated Time: N/A
FROM: Greg Hermann, Deputy City Manager
Prepared By: Rebecca Cox, Business Analyst
SUBJECT: AUTHORIZATION TO EXTEND SUBLEASE AGREEMENT FOR SOUTH

HILLS RADIO SITE

RECOMMENDATION
Approve and authorize the City Manager to execute an amendment to sublease agreement for South Hills Radio Site, between the City of San Luis Obispo and Higuera Hill, LLC (Katherine L Foster, Trustee of the Katherine L Foster Family Trust dated October 21, 2024, and Heather A Spangler, Trustee of the Michael R Spangler revocable trust dated May 27, 2016).

POLICY CONTEXT
The City of San Luis Obispo’s Municipal Code 3.24.080, Purchase Authorization, requires Council approval for contracts in excess of $200,000. The cumulative value of the initial five-year lease extension is forecasted at $222,178.28.

DISCUSSION
Background
The South Hills radio site is a long-standing primary location within the City’s communication network, connecting radio sites at the 919 Palm Parking Structure, Fire Station 3, and KVEC Hill. The City has leased this space over the past 30 years, and most recently in 2019, completed capital improvements to the site, including replacing the shelter, generator, antenna poles, and constructing a new 100’ radio tower. The South Hills radio site is important to the City’s radio network because of its central location and the broad viewshed it provides. From South Hills, the City can meet most of its radio communication needs for Police, Fire, Public Works, Utilities, and Transit operations.

Police and Fire rely on the network for dependable communications during daily operations and disaster scenarios. Utilities use the network for both voice communication and telemetry, making it a critical link for water and wastewater services. Transit depends on the network for communication between bus drivers and central dispatch. Without the South Hills site, the City would need to invest significant capital to build additional radio sites to achieve comparable coverage.

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Item 6e
On August 3, 1993, the City Council approved and authorized the Mayor to execute a 10- year lease agreement for the site, with the predecessors-in-interest to Higuera Hill, LLC.

The lease agreement included three renewal options, each for an additional ten-year term. A new sublease agreement for the same site was executed on October 23, 2003, for five (5) years, commencing on July 1, 2003, to end June 30, 2008, with the ability to extend the sublease additional terms through October 22, 2025. The 2003 sublease included a 4% annual rent escalator beginning July 1, 2004. In 2020 (two years into the third renewal term), City staff negotiated a rent freeze for the period from July 1, 2020, to June 30, 2021, as part of the City’s efforts to stabilize costs during the COVID-19 pandemic. An amendment to this effect was executed on July 1, 2020, but did not extend the sublease or otherwise modify any of its terms. The sublease ended on October 22, 2025, per the 2003 sublease. Lease payments are made in six-month increments; July 2025-December 2025 was paid in July 2025, and January 2026-June 2026 will be paid upon approval and execution of this amendment.

Both the City and the sublessors, Higuera Hill, LLC, wish to extend the 2003 sublease under the same substantive terms. The sublease grants the City the right to operate, maintain, repair, and replace the ground radial system and related support structures, and includes an access easement for site operations and maintenance. The agreement establishes the City’s ownership of the tower and appurtenances, with the right to remove these improvements upon termination. The four additional, five-year renewal terms maintain an annual 4% increase and the option of nonrenewal with a 90-day notice requirement. As neither party seeks to change the terms of the lease beyond the lease period, an amendment was drafted to extend the lease period and maintain the remaining terms. The sublessors have signed the amendment (Attachment A.) Previous Council or Advisory Body Action
On August 3, 1993, the City Council approved and authorized the Mayor to execute a 10- year lease agreement for the site, with the predecessors-in-interest to Higuera Hill, LLC:
https://opengov.slocity.org/WebLink/DocView.aspx?id=22522&dbid=0&repo=CityClerk.

The 2003 authorization to renew the lease was approved via City Manager Report.

Documentation supporting the 2003 authorization to renew the lease is not on file. Per the Records Retention Policy and Schedule, City Manager Reports are retained for the current year plus 5 (CY+5); records of the 2003 authorization were likely destroyed in 2008 in compliance with the Records Retention Policy and Schedule. In future practice, supporting authorization should be retained for the life of the lease, plus the retention period required by the records retention schedule: Lease Agreements of Real Property (long-term) closed/completed +5 years (GC34090/CCP337).

Public Engagement
This item will be before Council during the public session on March 17, 2026. The public can provide comments at or before the meeting.

ENVIRONMENTAL REVIEW

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Item 6e
The California Environmental Quality Act does not apply to the recommended action in this report, because the action does not constitute a “Project” under CEQA Guidelines Sec. 15378.

FISCAL IMPACT
Budgeted: Yes Budget Year: 2025-26
Funding Identified: Yes
Fiscal Analysis:

Funding
Sources
Total Budget
Available
Current
Funding
Request
Remaining
Balance
Annual
Ongoing
Cost
General Fund $41,020.32 $41,020.32 $0 $41,020.32
State
Federal
Fees
Other:

Total $ $ $ $41,020.32*
*Contractual 4% annual increase
Fiscal Year Annual Rent (4% Annual Increase)
FY 2025-26 $41,020.32
FY 2026-27 $42,661.13
FY 2027-28 $44,367.58
FY 2028-29 $46,142.28
FY 2029-30 $47,987.97
$222,179.28
Staff negotiated a five-year lease extension with a 4% annual increase consistent with the previous terms of agreement. Costs are forecasted and budgeted for in the Network Services budget and approved through the 2025-27 Financial Plan. Future fiscal year impacts will be managed through the annual budget process.

ALTERNATIVES
Council could decide not to approve the lease agreement and direct staff to negotiate different terms.

ATTACHMENTS
A - Amendment to Agreement for South Hills Radio Site
B - Agreement for South Hills Radio Site

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6a Item 7a
Department: Public Works
Cost Center: 9501
For Agenda of: 3/17/2026
Placement: Public Hearing
Estimated Time: 30 Minutes
FROM: Aaron Floyd, Public Works & Utilities Director
Prepared By: Jennifer Rice, Deputy Director of Public Works for Mobility Services SUBJECT: LOCAL ROADS FIRST PROPOSED BALLOT MEASURE – CONSIDER

RESOLUTION OF SUPPORT

RECOMMENDATION
Consider adoption of a Draft Resolution entitled, “A Resolution of the City Council of the City of San Luis Obispo, California, supporting the San Luis Obispo County Transportation Expenditure Plan and in support of the proposed countywide 0.5% transportation sales tax measure being placed on the November 3, 2026 ballot”(Attachment A)

POLICY CONTEXT
The City’s current Legislative Action Platform, adopted by City Council Resolution No. 11554 (2025 Series), includes policies supporting the pursuit of additional, locally controlled transportation funding sources to address deferred maintenance, roadway safety, congestion relief, active transportation, transit services, and climate action goals.

Advancing the Local Roads First transportation sales tax measure to the November 2026 ballot would enable the voters to determine whether to enact a new 0.5% sales tax dedicated to countywide transportation needs that would also supply funding to the City for roadway maintenance, safety, congestion relief, active transportation, and transit services.

DISCUSSION
Background
On January 20, 2026, the City Council received a presentation from representatives of the San Luis Obispo Council of Governments (SLOCOG) regarding a proposed countywide 0.5% transportation sales tax measure being considered for the November 2026 ballot. The proposed measure responds to a projected $3 billion funding shortfall in SLOCOG’s Regional Transportation Plan and is intended to allow San Luis Obispo County to become a self-help county1, improving the region’s competitiveness for state

1 A self-help county refers to a local California jurisdiction that has voted to pass a local sales tax measure to fund its own transportation projects, such as highway improvements, public transit, and road repairs.

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and federal transportation funding and capturing an estimated $1 billion over 30 years in funding opportunities that would otherwise be unavailable.

Following direction from the SLOCOG Board at its December 10, 2025 meeting, SLOCOG staff conducted outreach to cities, the County, and regional partners to review and refine the Draft Transportation Expenditure Plan. An updated final draft plan, draft ordinance and a summary of agency feedback were presented to the SLOCOG Board on February 4, 2026.
2 The Board voted in support of the San Luis Obispo County Local Transportation Investment Ordinance and advanced the Transportation Expenditure Plan for consideration by the cities and the County in advance of final SLOCOG Board action recommending the County Board of Supervisors place the measure on the ballot.

During the February 4, 2026 SLOCOG Board meeting, one modification was made to the draft Plan, Section VII.E “Taxpayer Safeguards” to retain the commitment of a performance assessment but that it be conducted every 5 years rather than every 3 years.

The Final Transportation Expenditure Plan included in this Council staff report as Attachment B represents the final version.

City of SLO Council Feedback on Draft Transportation Expenditure Plan At its January 20, 2026 meeting, the San Luis Obispo City Council generally expressed support for advancing a sales tax measure, noting the increased ability to leverage funding compared to what is possible without self-help county status. Council members also provided feedback to SLOCOG staff on the Draft Transportation Expenditure Plan.

A summary of that feedback and how it was conveyed to the SLOCOG Board3 and their response, is provided below.

Distribution By Population
Council members raised concerns regarding the use of resident population as the sole metric for allocating local subregional funds, noting that the City of San Luis Obispo experiences disproportionate transportation impacts due to its higher daytime population, employment base, visitor activity, and regional serving facilities. Council members asked whether alternative or supplemental metrics such as vehicle miles traveled, roadway miles, point of sale activity, or sales tax generation were considered.

2 SLOCOG had originally planned to conduct a second round of polling in January 2026, with results scheduled for presentation to the Board in February. However, given the limited time available, the small sample size, and budget constraints, it was determined that additional polling would offer minimal value.

As a result, the second polling effort was not completed. 3 A video recording of the SLOCOG Board February 4, 2026, meeting can be viewed here: https://slospan.org/meeting/slocog_20260204/. Agenda Item G-1 Supplemental Funding begins at approximately 1:54.

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SLOCOG Staff Response:

SLOCOG staff evaluated alternative distribution methodologies and noted that while other metrics were considered, the decision was to retain population as the allocation metric due to its simplicity, transparency, and perceived fairness, as well as its importance in achieving the two thirds voter approval required for passage. The City of San Luis Obispo’s comments were formally shared with the SLOCOG Board at its February 4, 2026 meeting (reference Slide 15 of the staff presentation). The final Draft Transportation Expenditure Plan continues to allocate local funds based on population.

Cal Poly Population
Council members asked why Cal Poly’s on campus population is included within the unincorporated area allocation rather than the City of San Luis Obispo allocation for the local funds, noting that the campus relies heavily on City streets, transit services, utilities, and transportation infrastructure.

SLOCOG Staff Response:

The City of San Luis Obispo’s concerns regarding the treatment of the Cal Poly population were shared with the SLOCOG Board on February 4, 2026 for its consideration (reference Slide 15 of the staff presentation). No additional action was taken to amend this distribution.

Subregion Mapping
Council members commented on the delineation of subregions, noting that the boundaries do not align with other commonly used regional divisions such as supervisorial districts or school districts. In particular, Council members questioned why Los Osos or Morro Bay was not grouped within the same subregion as the City of San Luis Obispo, citing strong functional and transportation connections between these communities.

SLOCOG Staff Response:

SLOCOG staff noted that the subregional map included in the Draft Transportation Expenditure Plan reflects a framework that has been used by SLOCOG for more than thirty years. The City’s feedback was shared with the SLOCOG Board at its February 4, 2026 meeting (reference Slide 15 of the staff presentation). No changes were made to the subregional boundaries in the final draft.

List of Potential Projects
Council members noted that providing examples of eligible types of projects would be helpful in communicating the measures benefits to the public.

SLOCOG Staff Response:

SLOCOG staff shared this feedback with the SLOCOG Board on February 4, 2026 and are working to expand public facing materials, including the Local Roads First website, to clearly describe eligible project types consistent with the adopted Expenditure Plan.

Because the majority of funds are allocated for local control, publishing a collective list of projects could be misleading, as delivery ultimately depends on each jurisdiction’s

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discretion. For this reason, SLOCOG is considering providing a list of eligible project types rather than a specific project list.

Primary Revisions in the Final Transportation Expenditure Plan Since the City Council’s January 20, 2026 review, SLOCOG has made several refinements to the Draft Transportation Expenditure Plan in response to comments received from the various cities and County. Attachment B includes the final draft, with revisions highlighted. Key changes include the following.

Clarification of Maintenance of Effort (MOE)
The final draft clarifies that revenues from general or special tax measures are excluded from the General Fund baseline used to calculate Maintenance of Effort (MOE). This clarification confirms that the City of SLO’s Local Revenue Measure expenditures are excluded from the MOE baseline calculation. In addition, the number of years used to calculate average transportation expenditures was expanded from three to five, covering Fiscal Years 2022 through 2026. Expanding the calculation period to five years helps smooth out anomalies, ensuring that jurisdictions are not disproportionately impacted by a single year of unusually high transportation spending following multiple years of savings, or lower average expenditures.

Amendment of Three-Year to Five-Year Performance Assessment Section VII.E of the Final Plan was updated to require a performance assessment every five-years, rather than every three. While deletion of this section was considered, since annual reporting requirements are described in Section VII.F, there was consensus that a broader assessment of program effectiveness is valuable, and a longer interval between evaluations is more appropriate.

Assurances of Spending in Unincorporated Areas
The distribution of local funding for unincorporated areas was revised from a single countywide allocation to equal distributions by Supervisorial District. It should be noted that distribution by unincorporated population within the Supervisorial Districts was also considered, but ultimately, when the County Board of Supervisors reviewed the draft Transportation Expenditure Plan during its January 26, 2026 meeting, the Board moved that it be split equally.

New Implementation Guidelines Section
The Final Plan includes a new Implementation Guidelines section, which outlines structured steps and key components for adopting and administering a local self-help transportation sales tax measure. As with many Self-Help County measures, the guidelines are not fully developed at the time of the vote but are identified in the Measure materials as “to be developed” following voter approval. These guidelines are intended to operationalize the Measure and do not modify the uses or commitments approved by voters.

Flexibility for Timing of Regional Funds
Additionally, the Final Plan includes language to align funding with the proposed

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distribution over the life of the measure, as monitored and reported by the Oversight Committee. This change provides flexibility to adjust the timing of funding, including allowing funds to be directed to projects that are ready to proceed when other agencies are not prepared to expend funds.

Next Steps
During February and March 2026, all Cities within the region as well as the County Boad of Supervisors will consider approval of the Final Expenditure Plan. To move forward, the ordinance must be approved by a majority of the cities, and those approving cities must collectively represent a majority of the region’s population. If this majority approval is reached, the SLOCOG Board will receive the final poll results at its April 1, 2026 meeting and may take final action to submit the measure to the County Board of Supervisors for placement on a future ballot, the earliest option being November 2026. If voters approve the tax, it would be applied countywide, regardless of whether an individual city supported the measure.

It should be noted that a separate citizen‑ led initiative is also gathering signatures to place its own transportation‑ funding measure on the ballot. This initiative seeks to secure revenue for safe roads, reliable travel options, and transportation systems that support daily life, emergency access, and the local economy for people of all ages and abilities.

A key distinction between a citizen‑ led initiative and a government‑ proposed special tax is the voter threshold required for approval. A government‑ imposed special tax must receive a two‑ thirds supermajority. In contrast, a citizen‑ initiated special tax requires only a simple majority. Courts have ruled that the supermajority requirement applies only when a tax is placed on the ballot by a local government, in this case, as recommended by the area jurisdictions, the SLOCOG Board and ultimately approved by the County Board of Supervisors. When voters themselves place a special tax on the ballot through the initiative process, the simple‑ majority standard applies.

Ultimately, only one measure addressing the same purpose would appear on the ballot.

If the citizen initiative qualifies by collecting the required number of signatures, the government‑ proposed measure would likely be withdrawn.

Previous Council or Advisory Body Action
On January 20, 2026, the City Council received a presentation from SLOCOG on the Draft Transportation Expenditure Plan. The Council generally supported advancing the sales tax measure and provided additional input for SLOCOG’s consideration.

Public Engagement
This item is scheduled for the City Council meeting on March 3, 2026. Staff will complete all required postings and notifications. The public will have the opportunity to provide comments at and/or before the meeting.

Additionally, SLOCOG staff have been presenting at public and community meetings across the region since the summer of 2025. A more detailed list of events is included in

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the January 20, 2026 staff report.

Public input remains encouraged through the Local Roads First website and survey at www.localroadsfirst.com.

CONCURRENCE
This staff report was reviewed and approved by the City Public Works and Utilities Department, Finance Department, City Attorney and City Administration.

ENVIRONMENTAL REVIEW
The recommended action in this report involves the review and consideration of the Draft Transportation Expenditure Plan and does not directly authorize or implement any physical project and therefore, is not a project pursuant to California Environmental Quality Act (CEQA) Guidelines Section 15378. Any future projects funded through a local transportation sales tax will be subject to all applicable environmental review requirements, including compliance with CEQA.

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 $ N/A $0 $0 $0
State
Federal
Fees
Other:

Total $N/A $0 $0 $0
There are no immediate fiscal impacts to the City from supporting the Draft Transportation Expenditure Plan. Additionally, there would be no direct costs to the City associated with placing this measure on the November ballot, as all ballot costs would be funded by SLOCOG.

The measure is projected to generate approximately $35 million per year countywide, or roughly $1 billion over 30 years, assuming no cost escalation. Revenues would be allocated between local and regional projects. The City of San Luis Obispo is estimated to receive approximately $3.2 million per year directly, totaling about $96 million over the 30-year life of the measure. These funds would support eligible local projects, including

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road maintenance, congestion relief, active transportation, and safety improvements. In addition, the City would benefit indirectly from Central County regional investments in road safety, public transportation, and active transportation improvements.

If the measure is approved by voters, the City would be required to maintain, at a minimum, the same level of local General Fund revenues for transportation purposes as the average expended in Fiscal Years 2022 through 2026, per the Draft Transportation Expenditure Plan’s Maintenance of Effort provisions. (This baseline includes General Fund revenues only and excludes other funding sources such as grants, gas tax, or the City’s Local Revenue Measure.) While internal staff will work closely with SLOCOG staff to calculate this number if the measure is successful, a high-level review of recent transportation General Fund expenses averages around $1M each year.

ALTERNATIVES
The Council may choose not to approve the Resolution. In order for the ballot measure to move forward, the ordinance must be approved by a majority of the cities, and those approving cities must collectively represent a majority of the region’s population. If this majority approval is not reached, or if the SLOCOG Board or Board of Supervisors chooses not to support the proposed sales tax measure, the measure would not move forward for placement on a future ballot. Initial financial estimates of the 2027 Regional Transportation Plan anticipate transportation funding shortfalls topping $3 billion. Without a new, locally controlled funding source, many planned local and regional transportation maintenance and improvement projects may not be achievable.

ATTACHMENTS
A - Draft Resolution in Support of the San Luis Obispo County Transportation Expenditure Plan
B - Final Transportation Expenditure Plan

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R ______
RESOLUTION NO. _____ (2026 SERIES)

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

OBISPO, CALIFORNIA, SUPPORTING THE SAN LUIS OBISPO

COUNTY TRANSPORTATION EXPENDITURE PLAN AND IN SUPPORT
OF THE PROPOSED COUNTYWIDE 0.5% TRANSPORTATION SALES
TAX MEASURE BEING PLACED ON THE NOVEMBER 3, 2026 BALLOT WHEREAS, the streets, roads, highways, transit systems, bicycle and pedestrian facilities within the incorporated and unincorporated areas of San Luis Obispo County are of regional concern and are essential to the safety, mobility, economic vitality, environmental sustainability, and quality of life of residents, businesses, visitors, seniors, veterans, and persons with mobility challenges; and
WHEREAS, existing federal, state, and local transportation revenues are insufficient to adequately maintain, operate, and improve the County’s and Cities’ transportation system and keeping roads and highways in good condition and enhancing mobility helps protect public safety; and
WHEREAS, the San Luis Obispo Council of Governments has developed a proposal for a 0.5% sales tax measure to support transportation infrastructure and services, enabling the County of San Luis Obispo to become a self‑ help county, increase access to federal and state transportation funding, and strengthen local and regional investment in critical transportation needs.

WHEREAS, the San Luis Obispo Council of Governments Board has developed the San Luis Obispo County Transportation Expenditure Plan pursuant to the authority of Public Utilities Code Section 180206; and
WHEREAS, the Transportation Expenditure Plan guides the investment of revenues generated, provides for locally controlled funding for transportation repairs and improvements, and requires strict fiscal accountability protections, including a Citizen's Oversight Committee, annual independent audits, and public disclosure of all spending; and
WHEREAS, the San Luis Obispo County Transportation Expenditure Plan and Ordinance was introduced by the governing body of the San Luis Obispo Council of Governments on February 4, 2026; and
WHEREAS, the interests of San Luis Obispo County and its residents and businesses will benefit by the implementation of a San Luis Obispo County Transportation Expenditure Plan through a proposed new half -cent sales tax for transportation in San Luis Obispo County.

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Resolution No. _____ (2026 Series) Page 2
R ______
NOW, THEREFORE, BE IT RESOLVED by the Council of the City of San Luis Obispo as follows:

SECTION 1. Action. The Council of the City of San Luis Obispo hereby approves the San Luis Obispo County Transportation Expenditure Plan introduced by the San Luis Obispo Council of Governments on February 4, 2026.

SECTION 2. Action. The City Council of the City of San Luis Obispo recommends that the San Luis Obispo County Board of Supervisors place the San Luis Obispo County Transportation Expenditure Plan on the November 3, 2026 ballot together with a transportation sales tax measure.

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 _______________ 202X. ___________________________
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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February 5, 2026 SLO County Transportation Expenditure Plan 1 San Luis Obispo County Transportation
Expenditure Plan
I. Introduction
San Luis Obispo County’s transportation system is essential to the safety, mobility, and economic vitality of its residents, businesses, and visitors. Yet existing state and federal revenues are inadequate to maintain local streets and roads, operate reliable transit, and deliver major regional improvements.

This Transportation Expenditure Plan establishes a dedicated local funding source — a voter-approved ½-cent transactions and use tax — projected to generate approximately $35 million per year. All revenues will remain in San Luis Obispo County and may only be used for transportation purposes.

The Plan emphasizes geographic equitable distribution of funds, fairness, transparency, and strong taxpayer safeguards while ensuring flexibility to leverage state and federal funds.

II. Revenue Distribution
Revenues shall be allocated as follows:

A. 55% Local Road Repairs and
Improvements distributed by population
to each city and the County. (Reviewed
every ten years based on census data1
).

B. 40% Regional Corridor
Improvements distributed by subregion
population within the areas defined as
shown.

C. 4% Mobility Services for Seniors,
Veterans and Mobility Challenged
D. 1% Administration
1 Should a new city become incorporated, the percentages would be adjusted to reflect the updated population distribution.

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February 5, 2026 SLO County Transportation Expenditure Plan 2 III. Eligible Uses of Funds
Local Road Repairs and Improvements (55%)
Funds are distributed by population to the cities and the County. County funds shall be distributed equally by Supervisorial District over the life of the measure as monitored and reported by the Citizens Oversight Committee. Funds may be used for:

A. Local road maintenance, rehabilitation, and repair.

B. Safe Routes to School and Safe Routes to College programs.

C. Local intersections, operational and traffic safety improvements.

D. Bridge safety and seismic retrofits.

E. Bicycle and pedestrian improvements (sidewalks, crosswalks, multi-use paths).

F. Community enhancements tied to transportation
(streetscape, lighting, landscaping, wayfinding).

G. Traffic signal improvements and synchronization.

H. Piers, walkways and other pedestrian or bike paths in and around waterfront and river areas.

I. Transit services including local trolley services may be funded if desired by a City.

Regional Corridor Improvements (40%)
Regional project funds shall be distributed by population among subregions over the life of the measure as monitored and reported by the Citizens Oversight Committee and used for:

A. Highway and major corridor congestion relief such as van or carpool lanes or other congestion relief measures.

B. Safety and interchange improvements.

C. Regional bicycle and pedestrian connectors between communities like the Bob Jones Trail.

D. Interagency Transit Access.

E. Mitigation impacts for proposed improvements.

F. Other projects consistent with the adopted Regional Transportation Plan (RTP).

Mobility Services for Seniors, Veterans and Mobility Challenged (4%) Funds shall support improvements to mobility programs that prioritize services for seniors, veterans, and mobility challenged.

Administration (1%)
No more than 1% of annual revenues shall be allocated by the Authority for administration, reporting, auditing, and program oversight.

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February 5, 2026 SLO County Transportation Expenditure Plan 3 IV. Governing Board and Organizational Structure
The San Luis Obispo Council of Governments (SLOCOG) serves as the designated Local Transportation Authority for San Luis Obispo County and is responsible for administering the Transportation Measure in compliance with Public Utilities Code (PUC) 180000 et seq. Upon voter approval of the Transportation Measure, the Board of Directors of SLOCOG will serve as the Authority Board, hereafter the Authority, and will oversee its implementation in accordance with the plans and programs detailed in this and future updates of the Expenditure Plan.

This Expenditure Plan provides for the creation of a Citizens’ Oversight Committee to ensure transparency and accountability. Details regarding the Committee are contained in this plan (Section XIV). The Biennial Implementation Plan will be prepared and updated by SLOCOG staff and approved by the Authority Board as per the Ordinance Section 14.

Per PUC 180000, the Authority’s governing board will include representation as follows:
• Five (5) members of the San Luis Obispo County Board of Supervisors • One (1) member representing each incorporated city within San Luis Obispo County—Arroyo Grande, Atascadero, Grover Beach, Morro Bay, Paso Robles, Pismo Beach, and San Luis Obispo—appointed by their respective city councils.

Alternates to the regular members may participate in accordance with SLOCOG bylaws.

Should another city become incorporated, it will have one seat on the Authority Board.

V. Maintenance of Effort (MOE)
The enabling legislation in Public Utilities Code PUC 180001(e) states:

It is the intent of the Legislature that funds generated pursuant to this division be used to supplement and not replace existing local revenues used for transportation purposes.

Each Agency receiving revenues for “Local Projects” shall annually maintain, at a minimum, the same level of local fully discretionary general fund revenues that were expended on average for fiscal years 2021/22, 2022/23, 2023/24, 2024/25 and 2025/26, for transportation purposes. Dedicated funds for transportation such as gas tax revenues are not counted as general fund revenues. Transfers into the general fund will not be counted as general fund revenues. Grant awards and general fund revenues used as matching funds for grant awards will not be counted as general fund revenues. Revenue from general or special tax measures over and above the agency’s baseline tax of 1 ½% will not be counted as part of general fund revenues for the purposes of MOE.

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February 5, 2026 SLO County Transportation Expenditure Plan 4 Unusual one-time general fund allocations that have been expended for transportation purposes may be exempted prior to determining the Agency’s average expenditure for the five fiscal years noted above at the discretion of the Authority.

An agency petitioning for an exception under this provision must supply evidence of the need for special consideration, and the petition must be approved by a majority vote of the Authority Board.

The Authority shall not allocate any Net Revenues to any jurisdiction for any fiscal year until that jurisdiction has certified to the Authority that it has included in its budget for that fiscal year an amount of local discretionary funds for streets and roads purposes at least equal to the level of its maintenance of effort requirement. An annual independent audit will be conducted by the Authority to verify that the maintenance of effort requirements are being met by the jurisdiction. Any Net Revenues not allocated pursuant to the maintenance of effort requirement shall jurisdictions be allocated to the remaining eligible jurisdictions according to the formula described in the Section III.

Exceptions
Subject to Authority approval, if any local jurisdiction had extraordinary local discretionary fund expenditures during any fiscal year it may determine that year’s minimum expenditure base level of local discretionary funds by:
(a) subtracting those extraordinary expenses funding, assessment district contributions, development impact funds, redevelopment agency contributions, or other non-recurring contributions) from its total expenditures; or (b) petitioning the Authority for special consideration. It is possible that a local jurisdiction may need to revise its minimum expenditure base beyond the subtraction of extraordinary expenses. In this instance, the Authority may allow the establishment of a new base for that jurisdiction's Maintenance of Effort requirement.

A local jurisdiction petitioning the Authority under this provision must supply evidence of the need for special consideration and the petition must be approved by a majority vote of the Authority.

VI. Requirements for Eligible Jurisdictions
To be eligible to receive Net Revenues, a jurisdiction shall satisfy and continue to satisfy the following requirements.

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February 5, 2026 SLO County Transportation Expenditure Plan 5 A. Mitigation Fee Program. Assess traffic impacts of new development and require new development to pay a fair share of necessary transportation improvements attributable to the new development.

B. Circulation Element. Adopt and comply with its Circulation Element as part of the jurisdiction’s General Plan,
C. Capital Improvement Program. Adopt and update a minimum Five-Year Capital Improvement Program (CIP). The CIP shall include all capital transportation projects, including projects funded by Net Revenues, and shall include transportation projects required to demonstrate compliance with pavement management requirements.

D. Pavement Management Plan. Adopt and update a Pavement Management Plan and provide regular reporting on the status of road pavement conditions and implementation of the Pavement Management Plan.

E. Expenditure Report. Adopt an Expenditure Report to account for Net Revenues, developer/traffic impact fees, and funds expended by the Eligible Jurisdiction which satisfy the Maintenance of Effort requirements. The Expenditure Report shall be submitted by the end of six (6) months following the end of the jurisdiction’s fiscal year and include the following:

1. All Net Revenue fund balances and interest earned.

2. Expenditures identified by type (i.e., capital, operations, administration, etc.), and program or project.

F. Project Final Report. Provide Authority with a Project Final Report for regional projects within six months following completion of a project funded with Net Revenues.

G. Time Limits for Use of Net Revenues for Regional Projects.

1. Agree that Net Revenues for Regional Projects shall be expended or encumbered no later than the end of the fiscal year for which the Net Revenues are programmed. A request for extension of the encumbrance deadline for no more than thirty-six months may be submitted to the Authority no less than ninety days prior to the deadline. The Authority may approve one or more requests for extension of the encumbrance deadline.

2. In the event the time limits for use of Net Revenues for Regional Projects are not satisfied then any retained Net Revenues that were allocated to an Eligible Jurisdiction and interest earned thereon shall be returned to the

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February 5, 2026 SLO County Transportation Expenditure Plan 6 Authority and these Net Revenues and interest earned thereon shall be available for allocation to any project within the same source program.

H. No Supplanting of Funds. Agree that Net Revenues shall not be used to supplant developer funding which has been or will likely be committed for any transportation project.

I. Public Notice of Use of Measure Funds. Member agencies will provide the public with planned use of measure funding as part of its annual or biennial budget process. This includes each City and Community Advisory Council will receive at a minimum, twice per programming year presentations from jurisdictional staff to review proposed investments prior to annual allocations.

Determination of Non-Eligibility
A determination of non-eligibility of a jurisdiction shall be made only after a hearing has been conducted and a determination has been made by the Authority that the jurisdiction is not an Eligible Jurisdiction as provided hereinabove.

VII. Taxpayer Safeguards
A. A transportation special revenue fund (the “Local Transportation Authority Special Revenue Fund”) shall be established to maintain all Revenues.

B. Accounting Receipt, maintenance and expenditure of Net Revenues shall be distinguishable in each jurisdiction’s accounting records from other funding sources, and expenditures of Net Revenues shall be distinguishable by program or project. Interest earned on Net Revenues allocated pursuant to the Ordinance shall be expended only for those purposes for which the Net Revenues were allocated.

C. No Net Revenues shall be used by a jurisdiction for other than transportation purposes authorized by the Ordinance. Any jurisdiction which violates this provision must fully reimburse the Authority for the Net Revenues misspent and shall be deemed ineligible to receive Net Revenues for a period of five (5) years.

D. A Citizens Oversight Committee (“Committee”) shall be established to provide an enhanced level of accountability for expenditure of Revenues under the Ordinance.

The Committee will help to ensure that all voter mandates are carried out as required. The roles and responsibilities of the Committee, the selection process for Committee members and related administrative procedures shall be carried out as described in the Section XIII below and Ordinance Section 15.

E. A performance assessment shall be conducted at least once every five years to evaluate the efficiency, effectiveness, economy and program results of the Authority in satisfying the provisions and requirements of the Investment Summary

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February 5, 2026 SLO County Transportation Expenditure Plan 7 of the Plan, the Plan and the Ordinance. A copy of the performance assessment shall be provided to the Committee.

F. Annual status reports regarding the regional corridor projects and improvements shall be brought before the Authority by local agencies and Authority staff at least annually in public meetings.

G. Annual Report Annually the Authority shall publish a report on how all Revenues have been spent and on progress in implementing projects in the Plan and shall publicly report on the findings and posted on the agency website.

VIII. Ten-Year Comprehensive Program Review
At least every ten years the Authority shall conduct a comprehensive review of all projects and programs implemented under the Plan to evaluate the performance of the overall program and may revise the Plan to improve its performance. The review shall include consideration of changes to local, state and federal transportation plans and policies; changes in land use, travel and growth projections; changes in project cost estimates and revenue projections; right-of-way constraints and other project constraints; level of public support for the Plan; and the progress of the Authority and jurisdictions in implementing the Plan. The Authority may amend the Plan based on its comprehensive review, subject to the requirements of Section IX: Reporting, Implementation and Amendments.

IX. Reporting, Implementation and Amendments
Administration
In compliance with state and federal requirements, SLOCOG regularly prepares a Regional Transportation Plan (RTP) that identifies priority projects across all transportation modes, including highways, local roads, public transit, bikeways, and aviation.

All updates to the Expenditure Plan will undergo public review and hearings. Candidate projects and priorities may evolve, but the county’s extensive transportation needs will ensure robust use of all available funding, including sales tax revenues. During each update, the Authority will review investments across multiple transportation modes to ensure efficiency and equity in addressing mobility needs throughout San Luis Obispo County.

Annual Report
Each year, the Citizens’ Oversight Committee (Section XIV) reviews expenditures and communicates results to the public through an Annual Report.

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February 5, 2026 SLO County Transportation Expenditure Plan 8 Amendment Process
As specified in PUC Section 180207:
(a) Once per calendar year, the Authority may review and propose amendments to the county’s transportation expenditure plan to incorporate additional revenues, account for unanticipated funds, or respond to unforeseen circumstances.

Amendments adopted late in the year will not preclude additional amendments in the following year.
(b) The Authority must notify the County Board of Supervisors and each city council, providing copies of proposed amendments for their review. (c) Amendments become effective 45 days after notification.

Voter approval (2/3 majority) is required for changes to funding categories or overall allocation formulas as per Ordinance Section 10.

Biennial Implementation Plan
At least once every two years, the Authority will prepare and adopt a Measure TBD Implementation Plan. This plan will include a financial component consistent with both the SLOCOG Regional Transportation Improvement Program (RTIP) and the STIP.

Process steps include:

A. SLOCOG staff, working with member agencies and stakeholders, will draft and update the Implementation Plan biennially.

B. The Authority Board will review the Draft Implementation Plan, hold public hearings, and incorporate feedback.

C. Following review, the Authority formally adopts the Implementation Plan.

Implementation Guidelines
Following voter approval of this Measure, the Authority shall adopt Implementation Guidelines to administer and implement the Expenditure Plan in a manner consistent with the voter-approved purposes of this Measure. The Implementation Guidelines shall establish procedures for project programming and delivery, eligibility requirements, fund distribution, accountability and reporting, audits, amendments, and other administrative matters necessary to ensure effective and transparent use of Measure revenues. The Implementation Guidelines shall not expand or alter the uses of funds authorized by this Measure and shall be adopted by the governing board at a public meeting following a noticed public process.

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February 5, 2026 SLO County Transportation Expenditure Plan 9 X. Bonding Authority
To reduce overall costs by advancing construction timelines, the Authority shall have the option to sell or issue, at any time, and from time to time, including on or before the collection of the taxes authorized by the Ordinance Section 16, bonds, notes or other evidences of indebtedness, including capital appreciation bonds, payable from and secured by the proceeds from the sales taxes authorized by this Ordinance and from the proceeds of the existing Measure TBD sales taxes, in order to finance and refinance the transportation projects identified in the Transportation Expenditure Plan. Bonding indebtedness shall be limited to 35% of net sales measured at the end of the 30-year program. An additional bonds test (ABT) no lower than 1.5x Maximum Annual Debt Service will be measured against projected revenues for any consecutive 12-month period in the prior 18 months.

Should the tax be ended by voter action, the obligation to repay the bond debt remains with the agency, in this case the Authority and its member agencies.

XI. Independent Financial Audits
If the Transportation Measure is approved by the voters, the Authority will conduct independent financial audits of all revenues and expenditures associated with the measure in accordance with Public Utilities Code 180000 et seq. These audits will ensure full transparency and accountability in the use of voter-approved sales tax revenues.

The results of the audits will be presented annually to the Authority Board and made available to the public, reinforcing confidence in the administration of the Transportation Measure. Findings will also be shared with the Citizens’ Oversight Committee to support their independent review of expenditures and compliance with the Expenditure Plan.

XII. Administration Program – 1% of Measure Revenues
To effectively manage and implement the Transportation Measure, the Authority will cap administration costs at no more than 1% of annual sales tax revenues to administrative activities. This allocation supports the necessary planning, oversight, and program development functions required for successful execution of the measure.

Key administrative responsibilities of the Authority include:

A. Annual Work Program and Budget
Prepare and adopt an annual work program and budget outlining planned expenditures, oversight activities, and administrative costs.

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February 5, 2026 SLO County Transportation Expenditure Plan 10 B. Allocation Program Requirements and Focused Studies
Develop requirements for each funding program established by the Regional Programs allowed in the Expenditure Plan and undertake specialized studies needed to implement those programs effectively.

C. Biennial Implementation Plan
Prepare and update the Transportation Measure Implementation Plan every two years, aligning it with the Regional Transportation Improvement Program (RTIP) and State Transportation Improvement Program (STIP).

D. Regional Project Prioritization
Establish and update priority lists for regional projects and rehabilitation projects, in coordination with member jurisdictions and consistent with Expenditure Plan goals.

E. Independent Annual Audit
Conduct an independent audit of all Transportation Measure funds to ensure compliance, fiscal integrity, and accountability to the public.

F. Public Outreach and Communication
Carry out ongoing outreach and public education efforts to keep residents informed about project progress, financial performance, and planned updates.

G. Bond Issuance for Accelerated Delivery
Issue bonds when appropriate to expedite project delivery, reducing overall project costs by leveraging future revenues for near-term improvements.

H. Revenue Allocation to Local Jurisdictions
Distribute Transportation Measure proceeds to incorporated cities and the county in accordance with the formulas and criteria established in the Expenditure Plan.

I. Support for Oversight Committees and Related Technical Assistance Provide staff support to advisory committees and furnish technical assistance to member jurisdictions to ensure consistent, equitable, and effective program implementation.

XIII. Citizens’ Oversight Committee
Committee Purpose
A. To provide fiscal oversight on the implementation of the Transportation Expenditure Plan ensuring that funds are spent in accordance with the approved Plan.

B. To inform the public and confirm that revenues and expenditures from the Transportation Measure are spent as promised to San Luis Obispo County voters.

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February 5, 2026 SLO County Transportation Expenditure Plan 11 Committee Formation
A. The Committee will be formed within six (6) months following voter approval of the Transportation Measure in San Luis Obispo County.

B. The Committee shall be a permanent component of the Expenditure Plan and cannot be eliminated by amendment.

C. Meetings will begin when Transportation Measure revenues are recommended for expenditure, including Implementation Plan updates.

Selection and Duties of Committee Chair and Vice Chair
A. The Committee will select a Chair and Vice Chair from among its members, each serving a one-year term.

B. Chair Duties: Call meetings, set agendas, and preside over meetings.

C. Vice Chair Duties: Perform the Chair’s duties in the Chair’s absence.

Committee Meetings
A. The Committee will hold at least two formal meetings annually, with additional meetings scheduled as needed.

B. All meetings will comply with the Brown Act (open meeting requirements).

C. Meetings will be conducted in accordance with Robert’s Rules of Order.

Subcommittee Requirements
A. The Committee may form subcommittees to address specific tasks or focus areas.

B. All subcommittees will consist of an odd number of members to ensure clear decision-making.

The Committee will reflect the geographic and demographic diversity of San Luis Obispo County and consist of 12 members. Each represented organization will nominate its representative, with final appointments approved by the Authority Board.

Membership Composition:

A. One resident representative appointed by each incorporated city (Arroyo Grande, Atascadero, Grover Beach, Morro Bay, Paso Robles, Pismo Beach, San Luis Obispo) and one member from each of San Luis Obispo County’s Supervisorial District’s within the unincorporated areas.

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February 5, 2026 SLO County Transportation Expenditure Plan 12 B. The Authority Board will review and appoint these members. If any jurisdiction is unable to appoint a representative, THE AUTHORITY may fill the position through an open application process. Should a new City become incorporated, a representative from that jurisdiction shall be appointed by the City.

Quorum
A. A quorum will consist of no fewer than seven (7) members.

B. Actions may be approved by a simple majority of members present, provided the quorum is met.

Term of Membership
A. Members serve two-year terms, with a maximum of eight consecutive years of service.

B. To establish staggered terms, the initial appointments will be divided so that half serve one-year terms and half serve two-year terms, determined by random selection.

C. Proxy voting is not permitted.

Eligibility
A. Must be a U.S. citizen, 18 years or older, and a resident of San Luis Obispo County.

B. Cannot be an elected official of San Luis Obispo County or its cities.

C. Cannot be an employee of state, county, or city government agencies within San Luis Obispo County (except employees of educational institutions).

Staffing
A. SLOCOG staff will provide technical and administrative support, including preparation of agendas, meeting materials, and public communications.

B. Administrative costs for staffing will be funded through the Transportation Measure’s administrative allocation.

C. Expert staff and consultants may be invited to present information or analyses as needed.

Responsibilities
A. Reviewing and commenting on independent financial and performance audits of Measure funds.

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February 5, 2026 SLO County Transportation Expenditure Plan 13 B. Reviewing periodic reports, studies, and plans related to Measure revenues and expenditures.

C. Ensuring that expenditures are consistent with the Expenditure Plan.

D. Conducting an annual review of sales tax revenue use and publicly reporting findings.

E. Presenting recommendations and findings in a formal annual report to the public and Authority Board.

F. Accessing information from the Authority’s independent auditor and requesting additional information as necessary to fulfill oversight responsibilities.

G. Remaining informed of advancements in transportation planning and finance to ensure oversight remains relevant and effective through the duration of the Measure.

XIV. Measure Duration
This Transportation Expenditure Plan shall remain in effect for 30 years as approved by San Luis Obispo County voters.

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Item 7b
Department: Community Development
Cost Center: 4008
For Agenda of: 3/17/2026
Placement: Presentation
Estimated Time: 45 minutes
FROM: Timmi Tway, Community Development Director
Prepared By: Daisy Wiberg, Homelessness Response Manager SUBJECT: UPDATES ON CAPSLO HOMELESS SERVICES DIVISION 2025-2028

STRATEGIC ALIGNMENT PLAN AND CAPSLO GOOD NEIGHBOR

POLICY UPDATE FOR HOMELESS SERVICES

RECOMMENDATION
Receive and file:

1. CAPSLO’s Homeless Services Division 2025-2028 Strategic Alignment Plan (Attachment A)

2. CAPSLO’s draft 2025 Good Neighbor Policy Update for Homeless Services (Attachments C and D)

REPORT-IN-BRIEF
This item is being brought before Council as an informational update on the Community Action Partnership of San Luis Obispo County (CAPSLO) Homeless Services Division 2025-2028 Strategic Alignment Plan. The Strategic Alignment Plan is the result of a strategic planning process and outlines five key priority areas, which align with the City’s Major City Goal for Homelessness Response, the City’s Homelessness Response Strategic Plan, and the Countywide Plan to Address Homelessness. City staff, leadership, and Council members participated in CAPSLO’s strategic planning process and the City provided funding for the initiative. The update is informational, and Council approval is not required.

This report also includes an update on CAPSLO’s draft 2025 Good Neighbor Policy for Homeless Services, which is being brought forward for Council’s review. CAPSLO’s original Good Neighbor Policy was implemented in 2018, in alignment with the opening of 40 Prado Homeless Services Center (40 Prado HSC). The policy was created by CAPSLO staff to address community and stakeholder concerns with the opening of 40 Prado HSC, however, the policy was not reviewed or approved by Council. The Conditional Use Permit application for 40 Prado HSC, which was approved by the Planning Commission of the City of San Luis Obispo on December 10, 2014, and amended on January 24, 2024, included a separate Neighborhood Relations Plan as a condition for approval. CAPSLO’s Good Neighbor Policy and Neighborhood Relations Plan outline similar operational procedures, however the Good Neighbor Policy serves as

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a comprehensive framework for CAPSLO’s homeless services at 40 Prado HSC while the Neighborhood Relations Plan focuses on mitigating potential neighborhood impacts related to programs or activities at 40 Prado HSC.

In response to stakeholder and participant concerns, CAPSLO staff initiated a stakeholder engagement process in March 2025 to revise the 2018 Good Neighbor Policy. The overarching objectives of the revision process were to ensure that the policy was being implemented in alignment with best practices and stakeholder priorities, and that client and CAPSLO responsibilities were clearly outlined and upheld in order to maintain a safe community on and adjacent to the 40 Prado HSC campus. CAPSLO engaged community partners, key stakeholders, staff, and clients to provide input on the policy updates, which are intended to address concerns in the vicinity of 40 Prado HSC, inconsistencies, and outdated information. CAPSLO’s Good Neighbor Policy update was included as a workplan item in the City’s Major City Goal for Homelessness Response, which directed City staff to, ‘Meet monthly with CAPSLO to support effectiveness of the 40 Prado Homeless Services Center, including updates to Good Neighbor Policy which will be presented to Council in Q2 of FY2025-26.’ CAPSLO’s Good Neighbor Policy update is informational, and Council approval is not required.

POLICY CONTEXT
The City’s 2025-27 Financial Plan Major City Goal for Homelessness Response includes the following workplan item, which directly aligns with CAPSLO’s efforts to develop a Strategic Alignment Plan and update their Good Neighbor Policy for 40 Prado HSC:

Item 1C
Homeless Services – Meet monthly with CAPSLO to support effectiveness of the 40 Prado Homeless Services Center, including updates to Good Neighbor Policy which will be presented to Council in Q2 of FY2025-26.

The City’s Major City Goal for Homelessness Response also includes the following overarching objectives, which align with CAPSLO’s Strategic Alignment Plan and Good Neighbor Policy updates:
 Collaborate with partners to prevent and reduce homelessness.  Refine approaches to reduce the impacts of homelessness to balance safety, health, and community well-being.

The City’s 2024-26 Homelessness Response Strategic Plan directs staff to collaborate with local non-profit partners, non-governmental agencies, and the county to implement comprehensive and effective strategies to prevent and reduce homelessness.

The City’s 6th Cycle General Plan Housing Element includes several policies and programs related to the reduction of homelessness with specific goals related to CAPSLO’s homeless services activities listed below:

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 Goal 1: Safety – Provide safe, decent shelter for all residents.  Goal 3: Housing Conservation – Conserve existing housing and prevent the loss of safe housing and the displacement of current occupants.  Goal 8: Special Housing Needs – Encourage the creation and maintenance of housing for those with special housing needs.

DISCUSSION
Background
CAPSLO’s 2025-2028 Strategic Alignment Plan
In FY 2024-25, the City of San Luis Obispo allocated $30,000 from the General Fund for CAPSLO to develop a Strategic Alignment Plan for homeless services and 40 Prado HSC. In the Fall of 2024, CAPSLO conducted a Request for Proposals (RFP) process and engaged Koble Collaborative to administer the strategic planning efforts.

During the strategic planning process, City staff participated in an organizational assessment interview with Koble Collaborative and completed a survey to provide feedback on CAPSLO’s Homeless Services Division and 40 Prado HSC. The focus areas for the interview included Strategic Alignment Plan priorities, operational and communication expectations, and opportunities for CAPSLO to increase their impact and streamline operations. City staff and Council Members also participated in two strategic planning and visioning sessions with Koble Collaborative and CAPSLO leadership, which informed the development of the Strategic Alignment Plan.

CAPSLO’s Strategic Alignment Plan was completed and presented to the CAPSLO Board of Directors on August 21, 20251 and can be found in Attachment A.

As the only operator of an access center and low barrier shelter, warming center, and safe parking program within City limits, CAPSLO’s impacts on the homeless community in the City of San Luis Obispo are far reaching. The dedicated Strategic Alignment Plan was intended to support these ongoing programs by assessing the organization’s current operations, identifying future opportunities and challenges, and developing goals and priorities to guide future planning and decision making. The effort also prioritized alignment with both the Countywide Plan to Address Homelessness and the City’s Homelessness Response Strategic Plan to ensure consistency with shared regional priorities.

Within the City’s Homelessness Response Strategic Plan, under the key component of Regional Collaboration and Engagement, Objective 2 of the supporting actions is to strengthen relationships with key partners to enhance alignment, accountability, and opportunities for resource sharing. CAPSLO’s Strategic Alignment Plan is intended to advance these objectives and support a more coordinated and effective regional response to homelessness.

1 CAPSLO Board of Directors Meeting Agenda – August 21, 2025

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CAPSLO organized their 2025-2028 Strategic Alignment Plan into five priority areas, highlighting strategies to help the organization achieve each objective:

1. Promote Solutions that End Homelessness – Enhance shelter and supportive services and advocate for creating additional affordable housing units.

2. Strengthen Community Engagement – Build trust, foster partnerships, and educate stakeholders to reduce the stigma against homeless individuals and families and improve support for the mission of CAPSLO.

3. Develop Sustainable Funding Models – Advocate for, diversify, leverage, and maintain a braided set of revenue streams, including social enterprises and earned revenue, to support long-term stability.

4. Promote Regional Collaboration – Improve system accountability and coordination to streamline services, reduce duplication and expand access throughout SLO County.

5. Enhance Organizational Capacity – Invest in staff development, infrastructure improvements, and leadership structures to continue delivery of exceptional services.

Through the visioning and strategy sessions, CAPSLO identified key outcomes and actionable items to achieve the intended outcomes, as outlined in Appendix F of the Strategic Alignment Plan.

CAPSLO Good Neighbor Policy
In alignment with the second priority outlined in CAPSLO’s Strategic Alignment Plan, ‘Strengthen Community Engagement’, and in response to stakeholder and participant concerns, CAPSLO staff initiated a stakeholder engagement process in March 2025 to revise the 2018 CAPSLO Good Neighbor Policy for 40 Prado HSC. The objective of the Good Neighbor Policy update was to ensure that the policy is in alignment with current operations at 40 Prado HSC and to create clarity for participants, staff, and key stakeholders on expectations and protocols.

CAPSLO’s Good Neighbor Policy was implemented in 2018, in conjunction with the opening of 40 Prado Homeless Services Center (40 Prado HSC) at 40 Prado Road in San Luis Obispo (Attachment B). The policy was created by CAPSLO staff to address community and stakeholder concerns with the opening of the homeless services center; however, the policy was not reviewed or approved by Council. The Conditional Use Permit application for 40 Prado HSC, which was approved by the Planning Commission of the City of San Luis Obispo on December 10, 2014, and amended on January 24, 2024, included a separate Neighborhood Relations Plan as a condition for approval.

The 2018 CAPSLO Good Neighbor Policy was created in alignment with the City’s overarching Good Neighbor Policy for Homeless Services, which was adopted by Council on May 20, 2014. The City’s Good Neighbor Policy established a framework for how Homeless Service Providers should operate within the community. This policy outlines

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the City’s expectations for Homeless Service Providers to maintain safe, clean, and respectful neighborhoods while supporting high-quality homeless services. It also set requirements for communication, accountability, property maintenance, and collaboration between providers, neighbors, and City departments. The City’s Good Neighbor Policy is not changing at this time as the policy continues to serve as an effective and relevant framework for Homeless Service Providers operating within the community.

CAPSLO’s 2018 Good Neighbor Policy outlined shared commitments between 40 Prado HSC and the surrounding community to maintain a safe, clean, and respectful neighborhood. The CAPSLO Good Neighbor Policy defined the immediate neighborhood of 40 Prado Road as residences and businesses roughly within a half mile radius surrounding 40 Prado HSC.

As service models, client needs, and community conditions have changed since the opening of 40 Prado HSC in 2018, and CAPSLO’s client volume has grown year over year, an update to the policy was needed in order to keep in line with current operations at 40 Prado HSC. The policy revisions were also intended to clarify roles and responsibilities for CAPSLO staff, partner agencies, and clients, and ensure continued accountability and transparency. When the CAPSLO Good Neighbor Policy was created in 2018, 40 Prado HSC was operating as a high-barrier shelter. In the seven years that 40 Prado HSC has been open, day-to-day operations have evolved and CAPSLO has made an intentional shift to a low-barrier shelter model to provide more access to services and fewer requirements that can prevent unhoused community members from seeking help.

Beginning in March 2025, CAPSLO engaged key stakeholders, on-site partners, and neighboring businesses to incorporate their feedback and recommendations into the updated 2025 CAPSLO Good Neighbor Policy (Attachment C). CAPSLO convened two partner meetings with agencies who operate programming or services at 40 Prado HSC, conducted phone and email outreach to key stakeholders, including neighboring businesses, and held an informational town hall meeting for 40 Prado participants to address any questions, concerns or recommendations for the policy update. A complete list of the stakeholders is provided in the Public Engagement section of this report.

The key concerns raised by stakeholders were centered on individuals loitering on Prado Rd., and areas adjacent to 40 Prado HSC, on-site parking capacity for staff, clients and partner agencies, community meal protocol, protocol for participant suspensions, and the process for participants to submit a panel request to reengage with CAPSLO services following a suspension. The stakeholder engagement opportunities allowed CAPSLO to inform stakeholders on their operational procedures and protocols, receive constructive feedback, and engage in dialogue about areas for improvement. The 2025 CAPSLO Good Neighborhood Policy reflects the input that CAPSLO received through the stakeholder engagement process.

The revisions to the CAPSLO Good Neighbor Policy span several areas of focus, including:

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1. Updated identity and purpose of 40 Prado HSC to clarify that it is a low-barrier and comprehensive services center.

2. Clarified neighborhood conduct expectations for 40 Prado HSC clients to address loitering, camping, and disruptive conduct in the immediate neighborhood surrounding 40 Prado HSC in response to key stakeholder concerns.

3. Strengthened the safety framework, based on input from the City’s Police and Fire Departments, to make a clear distinction between emergency and non-emergency reporting and response protocols.

4. Modernized communication pathways to create clear, accountable communication channels with defined response timelines and ongoing commitments to community engagement.

5. Updated property standards to clarify expectations for maintaining safe, clean, and visible grounds and a commitment to promptly address neighborhood impacts.

6. Refined enforcement expectations to ensure consistent, transparent, and practical enforcement of confirmed violations in alignment with CAPSLO’s participant rights and responsibilities.

7. Established CAPSLO’s “Rights and Responsibilities” policy as the Code of Conduct governing participant behavior on-site and in the surrounding neighborhood.

8. Removed outdated and program-specific language to create clarity and consistency, while also shifting the focus to behavioral expectations and reducing neighborhood impacts.

9. Incorporated business and community feedback to address priority concerns such as loitering, safety visibility, communication responsiveness, and cleanup needs.

10.Removed ambiguous or outdated terms and ensured that consistent language is used throughout the policy to communicate clear expectations for participants, neighbors, and staff.

A detailed summary of substantive changes to the policy can be found in Attachment D2.

CAPSLO’s Good Neighbor Policy will be reviewed annually by CAPSLO staff and further modifications to the policy will be presented to funding partners, including the City of San Luis Obispo, as well as key stakeholders, clients, and on-site partner agencies for review and feedback. CAPSLO’s Good Neighbor Policy does not require City Council approval or adoption, however it is being brought forth for transparency.

Previous Council or Advisory Body Action
On February 5, 2014, the Human Relations Commission conducted a public hearing and recommended approval of a City of San Luis Obispo Good Neighbor Policy for Homeless Services without modification.

2 Due to extensive formatting changes on the CAPSLO Good Neighbor Policy and multiple versions of revisions from various stakeholder groups, it was not feasible to produce a legislative copy of the document showing tracked changes. Attachment D summarizes the substantive changes to the policy.

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On April 9, 2014, the Planning Commission of the City of San Luis Obispo conducted a public hearing and recommended approval of the City's Good Neighbor Policy for Homeless Services without modifications.

On May 20, 2014, City Council approved the City of San Luis Obispo’s Good Neighbor Policy for Homeless Services. The City of San Luis Obispo’s Good Neighbor Policy for Homeless Services has been in effect since Council’s adoption and served as the framework for the 2018 CAPSLO Good Neighbor Policy for the 40 Prado Homeless Services Center.

On December 10, 2014, the Planning Commission of San Luis Obispo conducted a public hearing and approved a Conditional Use Permit for 40 Prado Homeless Services Center.

The Conditional Use Permit application included a Neighborhood Relations Plan, outlining CAPSLO’s compliance with the City’s Good Neighbor Policy for Homeless Services.

On January 21, 2015, the Architectural Review Commission of San Luis Obispo conducted a public hearing and recommended approval of the 40 Prado Homeless Services Center project without modifications.

On January 24, 2024, the Planning Commission of the City of San Luis Obispo conducted a public hearing and recommended approval of an amended Conditional Use Permit for 40 Prado Homeless Services Center to expand the 40 Prado Safe Parking Program from 7 vehicle spaces to 12 vehicle spaces and to update the program hours. The amended Conditional Use Permit included an updated Neighborhood Relations Plan.

Public Engagement
CAPSLO engaged a consultant, Koble Collaborative, to facilitate their strategic planning process. That process included a survey to key stakeholders, in-depth interviews with partner agencies and 40 Prado HSC participants and staff, and two in-person strategic planning sessions with CAPSLO leadership, staff, and key stakeholders. Each of those stakeholder engagement efforts informed the creation of the Homeless Services Division 2025-2028 Strategic Alignment Plan.

CAPSLO staff also met with key stakeholders to discuss amendments to the CAPSLO Good Neighbor Policy, including coordination with on-site partners, parking constraints, meal distribution, and other priority concerns. Through that stakeholder engagement process, the proposed changes to the 2025 CAPSLO Good Neighbor Policy were outlined and refined.

In July 2025, CAPSLO staff met with the City of San Luis Obispo’s Police Department and Fire Department to review the draft 2025 CAPSLO Good Neighbor Policy and discuss public safety considerations.

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In addition to those key stakeholder discussions, CAPSLO staff shared the draft 2025 CAPSLO Good Neighbor Policy with neighboring businesses to 40 Prado HSC for their review and input.

The following stakeholders were included in CAPSLO’s outreach and engagement process:

1. Community Health Centers of the Central Coast (CHC)

2. Elks Lodge

3. JB Dewar

4. Regional Transit Authority (RTA)

5. Restorative Partners

6. Sunset Drive-In

7. Sun Street Centers

8. The People’s Kitchen

9. Transitions-Mental Health Association (TMHA)

10.Tribe Auto

11.Westside Auto

12.City of San Luis Obispo Police and Fire Departments

13.City of San Luis Obispo Homelessness Response Team

14.CAPSLO Recuperative Care Program and Meal Services Staff Finally, leadership and staff from CAPSLO and the City of SLO meet monthly to discuss priority issues, program updates, and policy changes. The Strategic Alignment Plan and Good Neighbor Policy updates were both included as discussion items in those recurring meetings.

CONCURRENCE
Members of the City of San Luis Obispo’s Homelessness Response Steering Committee participated in CAPSLO’s stakeholder engagement processes for both the Strategic Alignment Plan and Good Neighbor Policy. The Homelessness Response Steering Committee is comprised of leadership from City Administration, City Attorney’s Office, Community Development Department, Police Department, Fire Department, Public Works, and Parks and Recreation.

ENVIRONMENTAL REVIEW
The California Environmental Quality Act (CEQA) does not apply because CAPSLO’s Strategic Alignment Plan and Good Neighbor Policy updates do not constitute a “Project” under CEQA Guidelines Section 15378.

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

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Fiscal Analysis:

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

Total $0 $0 $0 $0
There are no fiscal impacts directly associated with the CAPSLO Homeless Services Division 2025-2028 Strategic Alignment Plan update or the amended 2025 CAPSLO Good Neighbor Policy for Homeless Services.

In FY 2024-25, the City allocated $30,000 from the General Fund for CAPSLO to develop a Strategic Alignment Plan. The 2025-2028 Strategic Alignment Plan is the culmination of that funding allocation. There are no additional fiscal impacts related to this item.

ALTERNATIVES

1. Council may request changes to CAPSLO’s 2025 Good Neighbor Policy. If Council recommends any modifications to the draft policy, direction should be provided to CAPSLO staff on specific changes to the policy provisions or additional community engagement opportunities for consideration.

ATTACHMENTS
A - CAPSLO Homeless Services Division 2025-2028 Strategic Alignment Plan B - 2018 CAPSLO Good Neighbor Policy
C - 2025 Draft CAPSLO Good Neighbor Policy Update
D - 2025 CAPSLO Good Neighbor Policy Summary of Stakeholder Engagement and Revisions

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CAPSLO Homeless Services Division
2025 - 2028 Strategic Alignment Plan
Report
Created for:

Community Action Partnership of San Luis Obispo
Created by:

Koble Collaborative, Inc.

July 2025

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Table of Contents
SECTION 1. 2025-2028 Strategic Alignment Plan 3
SECTION 2. Project Introduction 5
SECTION 3. Task and Process Overview 6
SECTION 4. Alignment with City and County Plans 10
SECTION 5. Conclusion 13
Appendices: Key Outcomes & Session Notes 15
Appendix A 2025-28 Strategic Alignment Plan 16
Appendix B Survey Overview 18
Appendix C Summary of Interview Themes 23
Appendix D SWOT Outcomes 27
Appendix E CAPSLO Visioning Session Outcomes 29
Appendix F CAPSLO Strategies Session Outcomes 34
Appendix G Outline of the City & Countywide Homelessness Response Plans 48 A note on how to read this report.

This report provides the official 2025-2028 Strategic Alignment Plan for CAPSLO Homeless Services Division in Section 1. Section 2 provides an introduction to the organization and division, along with initial drivers for strategic planning efforts conducted through this project. Section 3 describes the purpose, approach, details, timeframes, and participants for each task within the project, as well as specific appendices reflecting session outcomes. Section 4 describes connections to and alignment with the City of San Luis Obispo and the San Luis Obispo Countywide respective plans to address homelessness in the region. Finally, Section 5 concludes the report with consultant recommendations.

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SECTION 1. 2025-2028 Strategic Alignment Plan
This section reflects Community Action Partnership of San Luis Obispo (CAPSLO) Homeless Service Division’s final three-year Strategic Alignment Plan. Figure 1 on page four provides a graphic of final plan language including Vision, Values, Mission, Strategic Priorities and related Strategies. Full-sized PDF of the plan can be found in Appendix A.

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Figure 1. 2025-2028 Strategic Alignment Plan

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SECTION 2. Project Introduction
Community Action Partnership of San Luis Obispo County, Inc. (CAPSLO) is a nonprofit agency that focuses on helping people and changing lives through assisting over 26,000 persons across Central and Southern California, the majority of whom live in San Luis Obispo County. CAPSLO is committed to eliminating poverty by empowering individuals and families to achieve economic self-sufficiency through a comprehensive array of community-based programs.

The CAPSLO Homeless Services Division provides critical comprehensive services to unhoused individuals and families in San Luis Obispo County, including, but not limited to, operating 40 Prado, Safe Parking, SLO HUB, Recuperative Care Program, warming and cooling centers, and the development of the planned 46 Prado family shelter. In October 2024 CAPSLO Homeless Services Division, supported and funded by the City of San Luis Obispo, hired Koble Collaborative, Inc. (KCI) to engage CAPSLO leadership and community partners in a facilitated strategic planning process.

Strategic planning allows CAPSLO Homeless Services Division to assess its current state, identify future opportunities/challenges, and develop goals and priorities to guide decision making and future planning. Further, the process is intended to help CAPSLO Homeless Services Division to strategically align with CAPSLO’s organizational strategic plan as well as the Countywide Plan to Address Homelessness and the City of San Luis Obispo’s Homelessness Response Plan. This plan supports a strategic shift of CAPSLO’s role in providing regional homeless services and creates a platform for advocacy and potential local resources.

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SECTION 3. Task and Process Overview
This section summarizes the 2025-2028 CAPSLO Homeless Services Strategic Alignment Plan process and key outcomes. Further details of each phase of the project’s outcomes can be found below and in the respective appendices. This report outlines the division’s strategic vision and creates priority actions to move towards that.

The project was multi-phased and included several tasks. See Table A below.

Table A. Project Tasks Overview
Task Timeline
Task 0. Kickoff & Coordination Meetings October 2024 - June 2025 Task 1. Pre-Session Meetings, Survey, &
Interviews
October 2024 - March 2025
Task 2. Strategic Planning Sessions
Session 1. SWOT Session
Session 2. Visioning Session
Session 3. Strategies Session
March - April 2025
Task 3. Develop Strategic Alignment Plan May - June 2025 CAPSLO Homeless Services Division began the first two major tasks of the strategic planning process (Task 0. Kickoff and Coordination Meetings and Task 1. Pre-Session Meetings, Survey, and Interviews) in October 2024. These tasks focused on gathering honest insights into the current realities of CAPSLO Homeless Services Division both by the internal leadership team and community partners. These perspectives established a base from which to dig deeper and filter future direction. These collaborative conversations strengthened internal dynamics and provided clarity on the financial standing, strengths and weaknesses, and various roles that the CAPSLO’s Homeless Services Division plays in the community.

The Task 1 survey was developed collaboratively with CAPSLO leadership and distributed to 50 individuals, internal and external to CAPSLO, to assess the perception and reality of CAPSLO Homeless Service Division’s impact in the

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community. The survey window was from November 20, 2024 - December 11, 2025 and of the 50 recipients, 35 participated. Key outcomes can be found in Appendix B.

The Task 1 interviews were conducted by KCI between December 2024 and February 2025. Eight group interviews were conducted with key stakeholders, and groupings were determined based on their relationship to CAPSLO Homeless Services Division. The groupings included Coordinated Entry Partners, Funders, Shelter Partners, the Board Planning Committee, the City of SLO, the County of SLO, People’s Kitchen, and 40 Prado Clients and Staff, totaling 28 individual participants. Each interview had its own unique set of questions in order to glean meaningful feedback from each partnership type. The purpose of the interviews was to gain detailed insights into:
● Expectations held by regional stakeholders
● Perceived effectiveness in the region
● Externally identified strengths and weaknesses
● Inform the longer-term strategic priorities to be set by CAPSLO Homeless Services Division in this Strategic Alignment Plan
Key outcomes can be found in Appendix C.

The Task 2 strategic planning sessions were facilitated by KCI and designed to invite participants into envisioning the best future outcomes and how to achieve them. Sessions included a one-hour SWOT Analysis Session, one half-day Visioning Session, and one half-day Strategic Priorities Session. See below for respective details.

The Task 2 SWOT Analysis Session was facilitated on February 24, 2025, with eight (8) participants from the CAPSLO Executive Leadership Team and Homeless Services Division management team. Ideas were grouped and themed and consensus was gleaned using a dot voting exercise. Each participant was given 5 votes per category (Strengths, Weaknesses, Opportunities, Threats). Key outcomes can be found in Appendix D.

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The Task 2 half-day Visioning Session was held on March 18, 2025, and included members of CAPSLO Executive Leadership, Homeless Services Division management, the Board Planning Committee, and City of SLO representatives.

Participants totaled 16, all attending in-person. Following a CAPSLO presentation of an internal and environmental scan, KCI facilitated a group discussion to synthesize a Vision of Greatness for the agency over the next 5 years, obstacles that might hinder efforts in achieving that vision, and strategic priorities needed in order to achieve that vision (which may lean on agency strengths and combat weaknesses/obstacles). In discussing these three topics, the team built upon outcomes from the CAPSLO Homeless Services External Partner Survey results, key takeaways from the eight partner interviews, the SWOT Session summary, and key takeaways from the internal scan executed by the Homeless Services leadership team. Finally, participants developed basic language for a total five (5) strategic priorities. Following the session, CAPSLO leadership refined this language into Strategic Priority statements. Section 1 details the final vision statement, and key outcomes and ideas from this session can be found in Appendix E.

On April 7, 2025, KCI facilitated the Task 2 half-day Strategies Session with CAPSLO Executive Leadership, Homeless Services Division management, the CAPSLO Board Planning Committee, and City of SLO representatives. Participants totaled 14, all attending in-person. Following a KCI presentation of refined Visioning Session outcomes, participants developed strategies and action items to support each Strategic Priority and the Vision in both small groups and whole group format.

Small groups utilized a matrix to assess mission impact and anticipated resource investment required for action items or strategies. Out of this facilitated process emerged a set of strategies for each strategic priority. Detailed key outcomes and notes can be found in Appendix F.

Following completion of the sessions, the CAPSLO Executive Leadership Team and Homeless Services Division management further refined language to produce key guiding statements for CAPSLO Homeless Services for 2025-2030, including a mission statement, vision statement, values, strategic priorities and related strategies. These statements set the foundation for where and how the CAPSLO Homeless Services Division will focus its energy between 2025-2028. Section 1

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details final Strategic Alignment Plan outcomes based on the process described in this section.

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SECTION 4. Alignment with City and County Plans
The CAPSLO Homeless Services Division works among service providers and local agencies throughout the entire region of San Luis Obispo County. Its efforts depend not only on the efficacy and capacity within the organization, but also on the good work being done by other organizations, the support from local agencies, the generosity of community and private support to fund core programs, and the united belief that together, the community can achieve the vision of functional zero.

This section focuses on briefly outlining the considerable overlap the CAPSLO Homeless Services Strategic Alignment Plan has with two key planning documents:

The City of San Luis Obispo’s Homelessness Response Strategic Plan (2024-2026) and The San Luis Obispo Countywide Plan to Address Homelessness (2022-2027). These local plans guide action, funding, resources and collaboration in the communities in which CAPSLO works. It is critical to understand how CAPSLO Homeless Services Division’s plan relates to, intersects with, and most importantly, helps to accomplish aspects of these community plans.

In brief, the City of San Luis Obispo’s Homelessness Response Strategic Plan (2024-2026)
1 is comprised of the following Key Components:
● Key Component (KC) #1 Regional Collaboration & Engagement: Collaborate with the County to engage regional partners in efforts to improve the effective use of resources and promote proven best practices. ● Key Component (KC) #2 Communications: Enable equitable access to resources and increase transparency so that all community members are aware of efforts to address gaps in service and know where/how/when to reach out for assistance to address concerns related to homelessness. ● Key Component (KC) #3 Data: Streamline internal and external data collection processes to enable timely and effective coordination of homelessness response efforts and provide analysis to inform best practices.
1 https://www.slocity.org/home/showpublisheddocument/35905/638610332560230000

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● Key Component (KC) #4 Pilot Programs: Collaborate with the County to develop scalable and replicable programs to connect those experiencing homelessness to a variety of shelter and housing options through timely outreach, and advocate for County implementation of successful programs. ● Key Component (KC) #5 Funding Opportunities: Proactively seek funding opportunities to meet localized needs as aligned with regional goals to prevent and address homelessness.

In brief, the San Luis Obispo Countywide Plan to Address Homelessness (2022-2027) 2 is
comprised of the following Lines of Effort:
● Line of Effort 1: Create affordable and appropriately designed housing opportunities and shelter options for underserved populations. ● Line of Effort 2: Focus efforts to reduce or eliminate the barriers to housing stability for those experiencing homelessness or at risk of homelessness, including prevention, diversion, supportive services, and housing navigation efforts.
● Line of Effort 3: Improve and expand data management efforts through Homeless Management Information System (HMIS) and Coordinated Entry System to strengthen data-driven operational guidance and strategic oversight.
● Line of Effort 4: Create, identify, and streamline funding and resources. ● Line of Effort 5: Strengthen regional collaboration.
● Line of Effort 6: Build public engagement through information-sharing and partnership.

Figure 2 below outlines specific areas of alignment with CAPSLO Strategic Priorities and Strategies to both plans. As evident in Figure 2, the CAPSLO Homeless Services 2025-2028 Strategic Alignment Plan has considerable overlap with both the City and the Countywide plans across nearly all actions. CAPSLO’s Strategic Priorities and supporting strategies are especially aligned around the areas of strengthening regional collaboration, building public engagement and communications, and enhancing funding opportunities and pursuits in the region. 2https://www.slocounty.ca.gov/departments/social-services/homeless-services-division/homeless-se rvices-oversight-council/forms-documents/slocountywideplantoaddresshomelessness

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Figure 2. Strategic Alignment Plan Connections to City and Countywide Plans For reference, Appendix G includes Figure 2 as well as an outline of both the City of San Luis Obispo’s Homelessness Response Strategic Plan (2024-2026) and the San Luis Obispo Countywide Plan to Address Homelessness (2022-2027), which includes detailed language for both plans’ key components/lines of efforts as well as underlying actions.

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SECTION 5. Conclusion
Immense work was put into this strategic process by CAPSLO Homeless Services Division management, CAPSLO’s Executive Leadership Team, and key partners with the aim of understanding the current reality of the organization as well as its desired future focus. Throughout the process, it was clear that the work being done by the CAPSLO Homeless Services Division is critical to the region’s overall success in addressing homelessness. Their combined expertise and passion for empowering people and creating strong communities underpins every decision and approach to problem solving within this context.

CAPSLO continues to support the most vulnerable community members by preventing homelessness and providing shelter and safety to those who are unhoused. In order to maintain positive momentum and achieve their vision, KCI has the following recommendations for CAPSLO:

1. Operational planning: In order to make sure the strategic Vision as well as the underlying Strategic Priorities and Strategies come to fruition, CAPSLO conducts a series of meetings within 2025 Q3 and Q4 to develop operational plans for each Strategic Priority. Operationalizing ought to include defining metrics for success, leads, resources needed, and specific timelines for each strategy and related action. To support tracking progress over time and thoughtful planning, we recommend using a visual project management tool to schedule actions and identify timelines.

2. Communications: In order to reach CAPSLO’s vision of clear and consistent communications, KCI recommends enhancing and maintaining a culture of open and honest communication between the CAPSLO Executive Leadership Team and Homeless Services Division management team, as well as community partners.

3. Implementation: In order to achieve the Strategic Alignment Plan, KCI recommends:

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a. Although we recommend that the Strategic Plan will be led by the Community Services Program Director and the Homeless Services Director, it is vital to recognize that the 2025-2028 Strategic Alignment Plan includes Strategic Priorities and Strategies that deeply involve the larger organization of CAPSLO. It is critical to ensure there is a deep sense of collaboration and buy-in across all leaders and staff across all of the involved divisions of the organization. These Strategies cannot succeed by the CAPSLO Homeless Services Division alone. Strategically assign either leadership or support roles beyond the CAPSLO Homeless Services Division management team, to include the CAPSLO Executive Leadership Team as well.
b. CAPSLO Executive Leadership Team check in on the Strategic Alignment Plan implementation and progress on their assigned priority actions on a consistent cadence. We recommend a Quarterly Strategy Review and Monthly Operational Review.
c. CAPSLO develops a singular shared template for monthly Work Group progress updates and communications. This ensures consistent communications, streamlines monthly inter-Work Group meetings, and eases burden on each Work Group.

4. Strategic Planning: KCI recommends that in early 2028 (or when the timing best fits CAPSLO’s needs), CAPSLO Homeless Services Division assess progress on this strategic alignment plan and, as needed, update its long term strategic priorities and plan to achieve their vision.

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Appendices: Key Outcomes & Session Notes
KCI provided detailed deliverables after each milestone. Key documents are included as appendices here in order to allow CAPSLO to easily reference information that led to the major outcomes detailed in the report above.

The following are key appendices for reference:

A. 2025-28 Strategic Alignment Plan
B. Survey Overview
C. Summary of Interview Themes
D. SWOT Outcomes
E. CAPSLO Visioning Session Outcomes
F. CAPSLO Strategies Session Outcomes
G. Alignment to the City & Countywide Homelessness Response Plans

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Appendix A 2025-28 Strategic Alignment Plan

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person-centered,uniquely tailored
agile withaccountability
compassionate
low barrier,housingfirst,harmreduction
OUR VALUES...

HOMELESS

SERVICES

STRATEGIC ALIGNMENT PLAN
2025 - 2028
OUR MISSION...

Throughcollaborative leadership, CAPSLO Homeless Services sets the standardfor comprehensivehomeless services toensure all communitymembershave the resources necessary toachieve stability and well-being.

OUR VISION...
a community where homelessness is no longer a crisis—
every person has access to housing, support, and a path to self-sufficiency, and our systems prevent and quickly resolve homelessness with compassion and care.

1. Promote Solutions that
End Homelessness
Enhance shelter
andsupportive services
andadvocate for
creatingadditional
affordablehousing
units.

2. Strengthen Community
Engagement
Buildtrust,foster
partnerships, andeducate
stakeholders toreduce the
stigma againsthomeless
individuals andfamilies
andimprove support for
themissionof CAPSLO.

3. Develop Sustainable
Funding Models
Advocate for,diversify,
leverage, andmaintaina
braidedsetof revenue
streams, includingsocial
enterprises andearned
revenue, tosupport
long-termstability.

4. Promote Regional
Collaboration
Improve coordination with
externalpartners to
streamline services,
reduceduplication, and
expandaccess throughout
SLO County.

5. Enhance Organizational Capacity
Invest instaffdevelopment,
infrastructure
improvements, and
leadershipstructures to
continuedeliveryof
exceptional services.

OUR PRIORITIES...

OUR STRATEGIES...

1.A Utilizedata analysis
to identify servicegaps
andreduceduplication
across shelter and
supportprograms.

1.B Designandpilot
innovative,data-driven
shelter andsupportive
servicesmodels that
respondto emerging
needs andbestpractices.

1.C Launcha targeted
landlordengagement
campaigntoprevent
evictions andsupport
stable tenancies.

3.A Expandrevenueby
pursuingnew and
diversifiedfunding
streams, including
regionalgrants and
donations.

3.B Cultivateprivate,
faith-based, and
corporatepartnerships
to create long-term
fundingpipelines.

3.C Strengtheninternal
financialpractices
throughoperating
structure andbudget
refinement.

4.D Explore andpilot
jobreadinessprograms
andsocial enterprise
opportunities to further
client empowerment
andaddadditional
revenue and
partnerships.

4.A Foster strategic
partnerships withaligned
providers topromote
coordinatedmessaging
andefforts.

2.A Launcha countywide
public educationand
storytellingcampaignto
reduce stigma and
humanizehomelessness.

2.B Developand
implement stakeholder
educationinitiatives to
buildsupport for
CAPSLO’smission.

2.C Promote inclusive
andrespectfulnarratives
that shiftpublic
perceptionandincrease
community investment.

4.B Leadthedevelopment
andimplementationof a
countywide Coordinated
Entry systemwith
comprehensivepartner
participation.

4.C Collaborate with
partners todevelopa
sharedfundingmodel
andadvocate for reforms
inregionalgovernance
(e.g., HSOC).

4.D Establish
community-based
service leads and
advocate for equitable
distributionof resources
across all regions.

5.A Clarify and
communicate the scope
of services CAPSLO
provides to focus efforts
andreduce inefficiencies.

5.B Realignorganizational
roles andresponsibilities
to increase efficiency and
strengthenmission
alignment.

5.C Implement
continuous staff
developmentprograms
to ensurehigh-quality,
trauma-informedservice
delivery.

5.D Maintainexisting
facilities andfinalize and
implement infrastructure
improvementplans,
includingthe completion
of the familyhousing
project at46 Prado.

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Appendix B Survey Overview

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2024 CAPSLO Homeless Services Division
Strategic Alignment Survey Overview
Findings Overview
Sample Population (35)
● 18% (6) Service Provider/Partner Agency
● 6% (2) Coordinated Entry Participating Agency
● 38% (13) Government Representative
● 12% (4) CAPSLO Staff
● 24% (8) CAPSLO Board Member
● 3% (1) Other: Friends of 40 Prado Board Member
External Survey Results

1. How frequently do you work or interact with CAPSLO Homeless Services specifically? a. 12% Daily
b. 38% Weekly
c. 35% Monthly
d. 6% Annually
e. 9% Rarely

2. How would you rate your overall perception of the organization’s reputation in the community? a. 0% (0) Very Poor
b. 3% (1) Poor
c. 21% (7) Neutral (7)
d. 62% (21) Good
e. 15% (5) Excellent

3. Homeless Services provided nearly 80,000 meals in 2023, over 41,000 beds, and over 40,000 center visits where individuals and families gained access to a plethora of other services and supports. Before taking this survey, how aware were you of these metrics? a. 3% (1) Completely unaware
b. 0% (0) Mostly unaware
c. 9% (3) Slightly aware
d. 59% (20) Mostly aware
e. 29% (10) Completely aware

4. Please rank the programs and/or services based on their respective impact in meeting the immediate needs of unhoused individuals:
a. Top 3:
i. Shelter (i.e. 40 Prado Homeless Services Center)
ii. Access Center (e.g. meals, showers, lockers, etc.)
iii. Outreach and engagement

5. CAPSLO Homeless Services’ programs and services positively impact clients’ lives in alignment with its priorities.

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a. 3% (1) Strongly disagree
b. 0% (0) Disagree
c. 6% (2) Neither agree nor disagree
d. 50% (17) Agree
e. 41% (14) Strongly agree

6. CAPSLO Homeless Services adheres to the principle of Housing First. a. 0% (0) Strongly disagree
b. 0% (0) Disagree
c. 18% (6) Neither agree nor disagree
d. 38% (13) Agree
e. 44% (15) Strongly agree

7. CAPSLO Homeless Services meets people where they are at (low barrier). a. 0% (0) Strongly disagree
b. 0% (0) Disagree
c. 12% (4) Neither agree nor disagree
d. 47% (16) Agree
e. 41% (14) Strongly agree

8. CAPSLO Homeless Services ensures its services are accessible and inclusive, in alignment with its goal to serve all potential unhoused individuals.
a. 0% (0) Strongly disagree
b. 6% (2) Disagree
c. 9% (3) Neither agree nor disagree
d. 41% (14) Agree
e. 44% (15) Strongly agree

9. CAPSLO Homeless Services is the designated Coordinated Entry Lead for San Luis Obispo County. How effective is CAPSLO’s management of the CE system? a. 12% (4) Not enough experience to answer.
b. 0% (0) Highly ineffective
c. 6% (2) Ineffective
d. 15% (5) Neither ineffective nor effective
e. 50% (17) Effective
f. 18% (6) Highly effective

10. CAPSLO envisions providing pathways to housing stability, resiliency, and belonging for people experiencing homelessness and housing instability. Which program or service creates the biggest long-term impact to achieving this goal?
a. Top 4:
i. 35% (12) Shelter (i.e. 40 Prado Homeless Services Center) ii. 29% (10) Housing Navigation
iii. 15% (5) Management of Coordinated Entry
iv. 15% (5) Outreach and engagement

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11. CAPSLO Homeless Services maintains service quality over time in line with its goals and priorities, even as community demands evolve.
a. 0% (0) Strongly disagree
b. 18% (6) Disagree
c. 9% (3) Neither agree nor disagree
d. 65% (22) Agree
e. 9% (3) Strongly agree

12. CAPSLO Homeless Services maintains focus on its mission during challenging times or crises. a. 0% (0) Strongly disagree
b. 3% (1) Disagree
c. 12% (4) Neither agree nor disagree
d. 53% (18) Agree
e. 32% (11) Strongly agree

13. CAPSLO Homeless Services is agile in adjusting its strategies and operations to pursue new opportunities, while staying true to its goals.
a. 0% (0) Strongly disagree
b. 18% (6) Disagree
c. 18% (6) Neither agree nor disagree
d. 44% (15) Agree
e. 21% (7) Strongly agree

14. CAPSLO Homeless Services’ leadership is effective in driving positive change and growth. a. 3% (1) Strongly disagree
b. 9% (3) Disagree
c. 6% (2) Neither agree nor disagree
d. 62% (21) Agree
e. 21% (7) Strongly agree

15. CAPSLO Homeless Services effectively works with its partners to solve problems and overcome obstacles during collaborations.
a. 0% (0) Strongly disagree
b. 9% (3) Disagree
c. 12% (4) Neither agree nor disagree
d. 53% (15) Agree
e. 26% (9) Strongly agree

16. CAPSLO Homeless Services effectively collaborates with its partners (internal or external) to achieve common goals.
a. 3% (1) Strongly disagree
b. 0% (0) Disagree
c. 15% (5) Neither agree nor disagree
d. 62% (21) Agree
e. 21% (7) Strongly agree

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17. CAPSLO Homeless Services responds in a timely and productive manner to feedback or requests from its partners during collaborative projects. a. 3% (1) Strongly disagree
b. 18% (6) Disagree
c. 15% (5) Neither agree nor disagree
d. 56% (19) Agree
e. 9% (3) Strongly agree

18. CAPSLO Homeless Services is transparent in its collaborative processes–sharing information and progress with its partners.
a. 6% (2) Strongly disagree
b. 9% (3) Disagree
c. 6% (2) Neither agree nor disagree
d. 65% (22) Agree
e. 15% (5) Strongly agree

19. CAPSLO Homeless Services holds itself and its partners accountable during collaborative initiatives.
a. 0% (0) Strongly disagree
b. 12% (4) Disagree
c. 24% (8) Neither agree nor disagree
d. 47% (16) Agree
e. 18% (6) Strongly agree

20. CAPSLO Homeless Services effectively communicates progress toward achieving its mission to internal and external audiences.
a. 0% (0) Strongly disagree
b. 15% (5) Disagree
c. 18% (6) Neither agree nor disagree
d. 59% (20) Agree
e. 9% (3) Strongly agree

21. Top priorities for progress updates:
a. 65% (22) Shelter Services (i.e. shelter beds, overflow, warming center, etc.) b. 65% (22) Housing Navigation/Individuals and Families Housed c. 29% (10) Prevention and Diversion
d. 24% (8) Access Center Services and Supports (e.g. meals, showers, lockers, etc.)

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Appendix C Summary of Interview Themes

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Recurring Ideas from CAPSLO Partner Interviews
The eight interviews with key stakeholders revealed several recurring themes and ideas concerning CAPSLO's role in addressing homelessness in San Luis Obispo County. The recurring themes revolve around the need for better communication; effective coordination and collaboration; sustainable funding and diversity of sources; improved staffing, training and retention; and long-term strategic planning to ensure CAPSLO uses its particular strengths to support the region’s efforts to address homelessness effectively.

Below are the most prominent themes, although each interview’s detailed notes provide rich insights into expectations, perceptions and ideas that each stakeholder group offered.

1. Communication and Coordination:
○ There's a significant focus on improving communication both internally within CAPSLO and externally with other service providers, the community, and the public. A particular need for clearer messaging to show the complex and deep level of trusted relationships/actions by CAPSLO as well as the impact of CAPSLO's services and better collaboration with agencies like ECHO, TMHA, and others is emphasized.
○ The interviews suggest that better communication around CAPSLO’s capacity, role, and contributions is essential to improve public perception, maintain and build trust with partners, and secure more funding. ○ Several interviews noted the need for CAPSLO to support the Homeless Services Division leadership in communication and advocacy through specialized staffing and/or CAPSLO resource/leadership support.

2. Public Relations and Community Perception:
○ There is a clear call to improve CAPSLO’s public image and manage community expectations. Misleading portrayals in the media and unmet promises have led to frustration. Effective storytelling and humanizing the experiences of clients are suggested strategies to improve CAPSLO's reputation.
○ Engaging with community leaders and ensuring they understand CAPSLO’s operations through site visits and better outreach is another critical area. ○ Clear is kind. Be clear about CAPSLO’s specific roles, resources, policies and offerings to clients, partners, government and elected officials, and public.

3. Staffing and Capacity:
○ High staff turnover, lack of adequate training, and overwhelmed staff are key concerns, especially with a high client-to-staff ratio. There is an ongoing need for better leadership support, training, and a more structured approach to managing workloads.

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○ A recurring call for increasing compensation and improving staff retention—especially for critical roles like Housing Navigators—is noted.

4. Funding and Sustainability:
○ The importance of diversifying funding sources is highlighted. There’s a call for exploring federal and philanthropic funding, while balancing public and private funds. Unrestricted donations are seen as vital for growth, especially in supporting staff and operational costs. Consider likely and unlikely funders (e.g. housing developers).
○ Investment organizations noted the importance of clear messaging about impact, connection to work, need of CAPSLO, and transparency of costs/revenues each year. As well as bringing in those who may be interested in donating and building relationships with them, ongoing. ○ Regional and equitable funding models are discussed, with recommendations to strengthen the coordination of grants and explore innovative approaches used by other regions.

5. Homeless Services and Client Needs:
○ A strong emphasis is placed on improving access to housing and case management, particularly for vulnerable populations like the elderly, medically fragile, women and undocumented populations.
○ Expanding transitional housing options and reducing barriers to entry for homeless services are key priorities.
○ The need for emergency services, including shelters/warming centers, is recognized, with some respondents calling for a focus on CAPSLO’s strengths in this area rather than housing development.

6. Collaboration and Partnerships:
○ Strengthening partnerships with other service providers and leveraging shared resources is emphasized, as well as not duplicating efforts. ○ There's also a need for greater collaboration with faith-based organizations, local businesses, and community leaders to build support. ○ The role of CAPSLO in collaborating within the Coordinated Entry system and other regional efforts to manage homelessness is recognized as vital, although there’s a push for better coordination and streamlined processes.

Need this resource to be honed and effective as soon as possible, and keep adapting as needed.

7. Systemic and Structural Improvements:
○ Suggestions to improve case management, reduce bureaucracy, and enhance the overall system for housing placements and services are frequent. There’s an emphasis on reducing the complexity of the processes for clients and ensuring continuity of care.

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○ Further refining policies and practices to ensure consistency, especially in the areas of drug use, staff training, and client engagement, is mentioned as crucial for long-term success.

8. Long-term Vision and Strategic Planning:
○ Future planning and clear leadership for large projects like the 46 Prado initiative are essential for CAPSLO’s sustainability and effectiveness. Creating a dedicated advisory board to focus on these efforts is recommended. ○ The evolving regional needs, such as addressing homelessness among specific groups and preparing for increasing demand, are key considerations for CAPSLO’s future role.
*Note: The recurring ideas were included, rather than detailed, individual interview notes to both preserve anonymity of participants as well as to make the use of rich, recurring insights more readily accessible. However, detailed interview notes were reviewed and considered by the Executive Leadership Team in development of the SWOT analysis and Visioning Session.

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Appendix D SWOT Outcomes

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2025 SWOT Outcomes
*as identified and ranked by Executive Leadership Team and CAPSLO Homeless Services Division management team; grouped ideas reflect team input, numbers reflect votes given out of 160 total (5 votes per participant, per category) though only 156 votes were used.

Strengths Weaknesses
motivated and dedicated staff; passion; advocacy; experienced staff (8) consistent policies; staff training; lack of onboarding for staff (10) Coordinated Entry (in house); Lead Agency and visible; Coordinated Entry Leadership (8) leadership is spread too thin; defined leadership role to organization; focus vision/priorities | taking on too much at once (7)
diverse services; integrated diverse teams (CAPSLO, partnerships); innovative/flexible philosophy (7) late reports to funders; lack of responsiveness to requests data/info; communication between external and internal (6)
40/46 Prado - space/location; Building and location (6) lack of staff support/burn out, turnover (3) volunteers; community meals- kitchen/donors (3) lack of space at 40 Prado (3) diverse funding sources (3) Responding to all needs in SLO Co.; All or nothing (need a middle) (2) opps for career growth; flexible work schedules (2) reactive funding (political environment); Funding (underfunded; how present need) (2) access to resources; infrastructure of organization; CAPSLO support (IT, finance); grant-writing and fundraising (2) lack of success stories; buildsuccesses to improve what commnunity thinks (2) compelling stories (0) communication between teams (1)
incorporating client feedback (0) Staff performance management (1) street to housing support services (0) pay - line staff and supervisor; staff compensation (1) longterm history and trust in community (0) some success are hard to quantify (1) CAPSLO infrastructure (0)
unclear staff roles; staff take on more than their role (0) Internal barriers to local resources/grants (0)
data log - program/fiscal (0)
data as a program priority for frontline staff, oversight (0) Opportunities Threats
CenCal; Expansion of CalAIM; CenCal funding (8)
Cencal/Federal Audit; New administration/loss of funding; Loss of funding (new administration); State and County loss of funding (9)
Coast services, warming center; Safe Parking consultation; Safe Parking RFA; WC funding for City of SLO (5) lawsuits; client lawsuit; homeless Union/Commission; Community activists (6) Friends of 40 (funding oppt. change in relationship) (5) Negative media; Media/S.M. mis-information; Lack of public knowledge (4) 46 Prado; 46 Prado: State and Fed funds if poss.; HS focus to support families; Integrate HS funding for 46 Prado (5) Political/local support for programs (4)
Homelessness is #1 priority in County, City, and State; Housing Crisis prioritized (4) Loss of key volunteers; possible loss of volunteers for food program (3) Formalize roles with partners ; Take on less and lean on partners more (3) opioid crisis (3) Take advantage of 3rd party vendor to improve data (3) consistently late reports jeorpardize future funding for entire agency (3) Faith community involvement (meals); Partners fair/outreach to others (2) Competing agency priorities; Static funding for partners--not enough money and competition (3) Partner with bigger social platforms; Media feature on 40P programs (2) out of county needs coming to SLO (1) new leadership (Co./City) (1) Disconnected image of homeless and CAPSLO (1) unified messaging with other shelters; CEP best practices (1) Pressure of grant outputs leads to unsteady results (1) Model HMIS transparency (0) NIMBY (1)
HSOC improving outcomes (0) we own the problem--"your" homeless/not offered solutions (0) 100+ CE units in 2025; Welcome Home Village (Co.) (0) HMIS data transparency (0) Boise lawsuit : LE practices (0) staff poaching (0)
Federal budget cuts --> public perception-->money; "Better" economic forecast; Local response to new administration; California support for programs (Fed's could cut) (0) surrounding programs collapse (supportive services) (0) Budget crisis at County (0)

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Appendix E CAPSLO Visioning Session Outcomes
CAPSLO Visioning Session Outcomes
March 18, 2025
VISION
Responses to the following question: “It’s 2035. CAPSLO Homeless Services was awarded the Biggest Community Impact in California award. Describe the state of homelessness in the region and the part CAPSLO Homeless Services played in achieving that.” Themes Related Ideas
● Quality CAPSLO Supportive Services
(16 votes)
● 40 Prado Access Center expands reach as
hub of services; housing navigation;
street outreach; more services for seniors
& individuals with disabilities; social
enterprise generating job opportunities
and revenue for participants and CAPSLO
● Target Metric of Functional Zero
(14 votes)
● Functional zero for all populations;
functional zero; functional zero
● Emergency Shelter Facilities
(10 votes)
● Shelter; CAPSLO leads in providing
emergency services; transitional housing
at 46 Prado; CAPSLO opened 46 Prado
Family Shelter; robust safe parking
program countywide
● Skilled and supported staff (10 votes) (no individual notes) ● One Stop Shop to facilitate
connection to resources (9 votes)
● CAPSLO leads in transparency and
evaluation of success; CAPSLO leads
unified access to resources; one stop
shop for all social services (including e.g.
behavioral health, social services, etc.);
stronger coordinated entry system &
more access points
● Community Leadership (6 votes) ● CAPSLO elevates & unites community response; more community involvement;
community provides consistent financial
commitment; convener - connector -
facilitator

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● Prevention (6 votes) ● Shift to upstream (housing, income, community); CAPSLO leads in prevention
and education
● Supporting Regional Housing
Solutions (4 votes)
● 50% increase in housing units; CAPSLO
has advocated & partnered to increase
housing stock dedicated to homelessness

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OBSTACLES TO VISION
Responses to the following question: “What is currently blocking or could block the organization from attaining this vision?”
Themes Notes
● Community perception + external
relations (within CAPSLO control)
● Negative perspective
(community/political/social); agency
reputation; NIMBY & community
assumptions about homelessness; trust
- fund, donor
● Political whims + wills ● Competing external priorities (government);
local/County/State/Federal funding and
political impacts; is there funding for
CAPSLO priorities?
● Internal + staffing capacity (within
CAPSLO control)
● Staff retention compensation +
capacity; staff turnover and undefined
roles and changing vision; staff training
and turnover; workforce -
aging/uninterested, staff retention;
infrastructure needs (vehicles, satellite
offices)
● We need housing/ Housing First
(within CAPSLO control)
● Affordable housing pipeline; housing
affordability and inventory; lack of
affordable housing (staff, clients);
NIMBY
● Systemic inefficiency (some CAPSLO
control)
● Outside agency collaboration -
competing and changing priorities; lack
of buy-in from other organizations;
inconsistent processes (internal and
external); to many goals/paths creates
a lack of focus; need organizational
structure that accommodates
goals-vision; navigating bureaucracy
(client navigating different
organizations, differing workloads, etc.)

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STRATEGIC DIRECTION
Responses to the following question: “What innovative or substantial actions, programs, developments or improvements can be made to overcome obstacles and achieve vision of success?”
Themes Notes
● Organizational structure and support
(16 votes)
● Match organizational structure to
vision; support staff by definition
roles/clear vision; amplify lived
experience - work experience,
participation; training institute for
CAPSLO; divide CAPSLO Homeless
Services roles (leadership, operations,
partnerships, 40 Prado operations, etc.)
● Community education, image +
communications (13 votes)
● Public relations campaign; create
advocacy strategy to touch/educate
electeds regularly; offer tours - open
doors to community, donors, volunteer,
public officials; communication with
partners - trust
● Build support + donor/volunteer
relations (12 votes)
● Recruit multi-generational board to
fundraise for homeless services -
Friends of 40 and CAPSLO; community
events that shed light on issue (improve
rep. And increase donors); volunteer
recruitment and partnership
opportunities (Cal Poly); comprehensive
fundraising strategy + _______ with
Friends of 40
● Expansion of campus/facilities
(CAPSLO Homeless Services) (10
votes)
● 46 Prado Family Service Center (Service
Hub for families); open 46 Prado ASAP;
infrastructure/facility improvements to
40 Prado
● Leverage/Maximize billable services
without losing soul (8 votes)
● CalAIM expansion; expansion of
Cal-AIM; Extension of Cal-AIM (policy
advocacy)
● Where do we fit in + How do we
collaborate (external) / What services
does CAPSLO Provide (internal) (7
● Grow targeted programs for
sub-populations (e.g SLO Hub, RCP);
social enterprise opportunities; define

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votes) CAPSLO lane
● Coordination + Equal Accountability
of services as a whole region
(external) (6 votes)
● Expanding CES to community queue
across all functions/C.o.C.; Leverage
C.o.C. service provides; support from
County + HSOC; Value of centralized
data repository; elevate 211/hotline/call
center/dispatch
● Agility/Adaptable with Accountability
/ Adapt the Methods within Vision (2
votes)
● Vision/say no to protect vision and
goals

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Appendix F CAPSLO Strategies Session Outcomes

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4/7/2025 Strategies to Support Each Strategic Priority
Primary Strategies to Support Achievement of Vision/Strategic Priorities Strategic Priority #1: Promote Innovative Solutions that End Homelessness: Enhance shelter and supportive services and advocate for creating additional affordable housing units.
● Most Impact/Least Investment:
○ (2) Analyze data to identify service gaps / duplication; Enhance data sharing capacity
○ (3) Connect, expand, enhance case management and increase access to behavioral health, substance use services
● Most Impact/Most Investment:
○ (1) Develop and implement data-driven, innovative shelter models ○ (4) Homeless Prevention/pursue a landlord campaign (educate on benefit of being landlord; reach out sooner to help landlord with tenant avoid eviction; help them know tenant has support; e.g. SSVF in other parts of CAPSLO incentive program)
● Least impact/Most Investment:
○ none
● Least impact/Least Investment:
○ none
Strategic Priority #2: Strengthen Community Engagement: Build trust, foster partnerships, and educate stakeholders to reduce the stigma against homeless individuals and families and improve support for the mission of CAPSLO. [identify stakeholders, whole public?]
● Most Impact/Least Investment:
○ (4) Educate stakeholders
○ (3) Identify and foster partnerships with providers to create alignment ● Most Impact/Most Investment:
○ (1) Launch a comprehensive public education and storytelling campaign / Investment and outcome focused public engagement
○ (5) Stigma reduction and humanizing narrative/language ● Least impact/Most Investment:
○ None
● Least impact/Least Investment:
○ (2) Data information and sharing (relates to (1) Strategy)

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Strategic Priority #3: Develop Sustainable Funding Models: Establish and maintain a variety of revenue streams, including social enterprises, to support long-term stability.
● Most Impact/Least Investment:
○ (3) Collaborate with regional partners on grant funding opportunities ○ (6) Expand current funding (revenue)
○ (4) Re-Examine and refine operating structure and budget ● Most Impact/Most Investment:
○ (1) Leverage community funding opportunities (private, faith, CP, etc.) ○ (7) Create opportunities for meaningful community involvement ○ (5) Expand internal resources/programs for job readiness ● Least impact/Most Investment:
○ Develop employment partnerships to employ former participants ● Least impact/Least Investment:
○ None
Strategic Priority #4: Promote Regional Collaboration: Improve coordination with external partners to streamline services, reduce duplication, and expand access throughout SLO County.
● Most Impact/Least Investment:
○ (TBD) CE Lead for the County + create tools (Co. = lead, though and they advocate and decide/C.O.C.) / Advocate for CoC changes + must have all participants be a part of
■ Tie to data strategies
■ Show + provide data and tools, organizations participating (or not) ■ Report card-ish as CE, then what?!
○ (2) Establish community leads for services types
○ (5) Advocate for expansion of CoC services countywide (e.g. safe parking) ● Most Impact/Most Investment:
○ (1) We have a comprehensive functional Coordinated Entry ○ (4) Create framework to facilitate regional collaboration ○ (3) Community wide funding agreement (includes County) ○ (TBD) Develop a coalition among organizations to ask for HSOC Reform ● Least impact/Most Investment:
○ none
● Least impact/Least Investment:
○ none

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Strategic Priority #5: Enhance Organizational Capacity: Invest in staff development, infrastructure improvements, and leadership structures to continue delivery of exceptional services.
● Most Impact/Least Investment:
○ (2) Staff development
○ (4) Align the organization of homeless services with mission ○ (6) Clearly defines the services CAPSLO does–provide v. does not provide to increase efficiency and effectiveness
● Most Impact/Most Investment:
○ (1) Develop a sustainable plan for infrastructure improvement ○ (5) Complete family housing project at 46 Prado
● Least impact/Most Investment:
○ None
● Least impact/Least Investment:
○ (3) Develop criteria and benchmarks for “Exceptional Services”

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Strategic Priority #5: Enhance Organizational Capacity: Invest in staff development, infrastructure improvements, and leadership structures to continue delivery of exceptional services.
● Most Impact/Least Investment:
○ (2) Staff development
○ (4) Align the organization of homeless services with mission ○ (6) Clearly defines the services CAPSLO does–provide v. does not provide to increase efficiency and effectiveness
● Most Impact/Most Investment:
○ (1) Develop a sustainable plan for infrastructure improvement ○ (5) Complete family housing project at 46 Prado
● Least impact/Most Investment:
○ None
● Least impact/Least Investment:
○ (3) Develop criteria and benchmarks for “Exceptional Services”

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Full Notes on Brainstormed Strategies & Actions
Strategic Priority #1: Promote Innovative Solutions that End Homelessness: Enhance shelter and supportive services and advocate for creating additional affordable housing units.
● (2) Analyze data to identify service gaps / duplication; Enhance data sharing capacity ○ Coordinated entry
○ HMIS
○ Other communities
○ Participant feedback
○ Community engagement
● (3) Connect, expand, enhance case management and increase access to behavioral health, substance use services
○ Identify stakeholders (TMHA, PSHH, etc.) and create and communicate with partners (CoC)
○ Advocacy at leader level and connect to wrap around
○ Leverage partners’ strengths
○ Impediment to solving homelessness and how to fit in
○ MDT
○ Criminal justice diversion, CARE Court
○ Coordinate with County and providers to identify available services and gaps ○ Advocate for resources
○ Enhancement of 3, 211, or other hotline service
○ Develop policies and procedures for shelter services
○ Warm hand off to downstream case managers
○ Expand case management for housed individuals
● (1) Develop and implement data-driven, innovative shelter models ○ 46 Prado Family Shelter
○ Safe Parking
○ Pallets
○ RCP beds
○ Individual shelter
○ Expansion of housing options, focus on types of housing ○ Shelter diversification
○ New program model and staff/time
● (4) Homeless Prevention/pursue a landlord campaign
○ Educate on benefit of being landlord
○ reach out sooner to help landlord with tenant avoid eviction ○ help them know tenant has support
○ e.g. SSVF in other parts of CAPSLO incentive program) ○ Eviction support resources
○ Landlord education on housing vouchers

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○ Expand prevention and stabilization
○ Incentives for landlord to house clients
○ Address housing policies that hurt the rental and owner occupied market ○ Early intervention
○ State and Federal advocacy
○ diversion/prevention, family reunification
○ Increase prevention services and information/education Strategic Priority #2: Strengthen Community Engagement: Build trust, foster partnerships, and educate stakeholders to reduce the stigma against homeless individuals and families and improve support for the mission of CAPSLO. [whole public?]
● (4) Educate stakeholders
○ Share about programs that reduce homelessness impacts ○ Define key stakeholders
● (3) Identify and foster partnerships with providers to create alignment ○ Service provider roundtable
○ Clarify and communicate mission, vision, values
○ Bring public safety into the partnerships
● (1) Launch a comprehensive public education and storytelling campaign / Investment and outcome focused public engagement
○ Reality check rumors, response with facts
○ Storytelling platforms (e.g. clients, staff, journeys, etc.) ○ Vignette following a client through services
○ Stigma reduction and humanizing narratives
○ Community wide storytelling advocacy (5CHC & ECHO with CAPSLO) ○ Siloed information between function and agencies and hard to communicate without alignment/breaking silos
○ Public education campaign
○ Communicate outcomes
○ Using social media to show positive outcomes
○ Seek holistic community support and advocacy
○ Speaker series at partners (e.g. CSU, neighborhoods, local businesses) ○ Organized speakers bureau of successful clients
○ Dinner with donors cooked by kitchen staff, donation to join ○ Come and share a meal monthly
○ Explaining homeless services in an accessible way
○ Monthly open house client art show
○ Integrates with Data strategy
● (5) Stigma reduction and humanizing narrative/language ○ Intentional use of language, particularly in naming divisions (sub programs–i.e.

Don’t use word “homeless”

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■ What’s the message; not association to a certain word ○ Change the name of the departments to CAPSLO Community Services ● (2) Data information and sharing (relates to (1) Strategy) ○ Understand what data the community values
○ Understand alternative costs of homelessness response ○ Define data needs
○ Common data metrics
○ Transparent community facing data
○ Increase quantity of service providers
Strategic Priority #3: Develop Sustainable Funding Models: Establish and maintain a variety of revenue streams, including social enterprises, to support long-term stability.
● (3) Collaborate with regional partners on grant funding opportunities ○ Housing Services Providers (PSHH, HASLO), TMHA, RP, Lumina ○ State funding opportunities
○ City/County funding partnerships (public/private)
○ Fed and State Advocacy
○ Regional MOU formalized contracts
● (6) Expand current funding (revenue)
○ CenCal Funding (Big!)
○ Maximize existing funding streams
● (4) Re-Examine and refine operating structure and budget ○ Expense management
○ Existing streams to tap? Offset money like CalAIM or let go to another organization if decrease in funding or increase of capacity ○ Eliminate duplicative services
○ Prioritizing essential services
○ Examine staffing structure
○ Hedging funding loss
○ Cost reduction (energy, other…)
● (1) Leverage community funding opportunities (private, faith, CP, etc.) ○ Community building and maintain
○ Leverage Friends of 40
○ Engage with young professionals
● (7) Create opportunities for meaningful community involvement ○ Annual Run/Walk with other NPO’s (CAPSLO, ECHO, 5CHC) ○ Faith community partnerships
○ Create a campaign to engage–IKD
○ Tap into Greek system–get “adopted”
● (5) Expand internal resources/programs for job readiness ○ Shelter–part of case management to help BE more access ■ Management of shelter is a big lift already

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○ Aligned with work already done
○ Investment of resources=ALL, not just money
○ CalAIM dehab already aligning; Billing: have to provide/net positive ○ Peer support jobs
○ 40 Prado participants in community as volunteers
○ Same day work program
○ Rehabilitationto work
○ Employable Board
● (2) Develop employment partnerships to employ former participants ○ Partner with organizations like WFDB
○ Cuesta college culinary; Cal Poly
○ Sponsor programs like culinary program
Strategic Priority #4: Promote Regional Collaboration: Improve coordination with external partners to streamline services, reduce duplication, and expand access throughout SLO County.
● (2) Establish community leads for services types
○ HSD set standard and have system to evaluate and get other organizations to buy in
○ County umbrella organization (regional) to let CAPSLO advocate and do ○ Who is doing what and where? Why other organizations not doing this? ○ What can CAPSLO do? What should other organizations do? ● (5) Advocate for expansion of CoC services countywide (e.g. safe parking) ○ CE Lead for the County + create tools (Co. = lead, though and they advocate and decide/C.O.C.)
○ Advocate for CoC changes + must have all participants be a part of ○ (relates also to 1, 4) Tie to data strategies
○ (relates also to 1, 4) Show + provide data and tools, organizations participating (or not)
○ (relates also to 1, 4) Report card-ish as CE, then what?! ○ Group Home option
○ Advocate but unsure where impact will land
○ County and Cities help move forward
○ City wants to help carry water for CAPSLO HSD
○ Develop a coalition among organizations to ask for HSOC Reform ○ (relates to 2) Leading charge without formal authority to do ○ Functional Coordinated Entry requires functional decision making (more aligned) ○ Consistency of how we do ___ as a C.o.C.
● (1) Develop comprehensive functional Coordinated Entry ○ Service providers are bought into Coordinated Entry
○ All providers align and agree up using system in a way that benefits clients (sign agreement?)
○ Work from HMIS master/by name list

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● (4) Create framework to facilitate regional collaboration ○ Service analysis (internal and external)
○ Common data reporting
○ Identify who key partners are
○ Establish clear lines of communication
○ Service duplication analysis (internal and external)
○ Improve MDT process for complex cases
○ Develop stakeholder relationships
● (3) Develop and execute community wide funding agreement (includes County) ○ Each municipality pays their fair share
○ Service providers are partners first, not funding competitors ○ Identify for everybody with roles and money, know all players on field together Strategic Priority #5: Enhance Organizational Capacity: Invest in staff development, infrastructure improvements, and leadership structures to continue delivery of exceptional services.
● (2) Staff development
○ Ensure clear job descriptions
○ Define relationships of roles
○ Prioritize education and promotion of staff: Housing First and harm reduction ○ Build training and onboarding materials
○ Homeless Services University
○ Communicate organizational chart to staff
○ Periodic update of organizational chart
○ Competitive compensation and benefits to attract and retain staff ○ Sliding scale–level of investment correlated to impact ○ Internal training, development, succession planning means fewer dollars elsewhere
● (4) Align the organization of homeless services with mission ○ Clearly define org chart
○ Build capacity for leadership to prioritize big picture needs ○ Match!
■ Org chart + Vision, Mission, and Values
■ What are roles for clarity on CAPSLO roles and where? ○ Communications channels that make sense
○ Solid lines for roles/supervisors (but also dotted lines for connections) ● (6) Clearly defines the services CAPSLO does–provide v. does not provide to increase efficiency and effectiveness
● (1) Develop a sustainable plan for infrastructure improvement ○ Expand volunteer involvement to reduce strain on staff, including partnerships with colleges
○ Enhance security measures
○ Expand SP, reduce strain on shelter resources

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○ Space for staff: break room, desk space
○ Do contractors that do work at 40 Prado give?
○ Establish capital improvement plan and CIP Fund
● (5) Complete family housing project at 46 Prado
○ Suzanne is lead (Jack and others, too)
○ External factors
○ Will have to change
○ Will 46 Prado enhance organizational capacity or stretch it? Yes ● (3) Develop criteria and benchmarks for “Exceptional Services”

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Strategic Priority #5: Enhance Organizational Capacity: Invest in staff development, infrastructure improvements, and leadership structures to continue delivery of exceptional services.
● (2) Staff development
○ Ensure clear job descriptions
○ Define relationships of roles
○ Prioritize education and promotion of staff: Housing First and harm reduction ○ Build training and onboarding materials
○ Homeless Services University
○ Communicate organizational chart to staff
○ Periodic update of organizational chart
○ Competitive compensation and benefits to attract and retain staff ○ Sliding scale–level of investment correlated to impact ○ Internal training, development, succession planning means fewer dollars elsewhere
● (4) Align the organization of homeless services with mission ○ Clearly define org chart
○ Build capacity for leadership to prioritize big picture needs ○ Match!
■ Org chart + Vision, Mission, and Values
■ What are roles for clarity on CAPSLO roles and where? ○ Communications channels that make sense
○ Solid lines for roles/supervisors (but also dotted lines for connections) ● (6) Clearly defines the services CAPSLO does–provide v. does not provide to increase efficiency and effectiveness
● (1) Develop a sustainable plan for infrastructure improvement ○ Expand volunteer involvement to reduce strain on staff, including partnerships with colleges
○ Enhance security measures
○ Expand SP, reduce strain on shelter resources
○ Space for staff: break room, desk space
○ Do contractors that do work at 40 Prado give?
○ Establish capital improvement plan and CIP Fund
● (5) Complete family housing project at 46 Prado
○ Suzanne is lead (Jack and others, too)
○ External factors
○ Will have to change
○ Will 46 Prado enhance organizational capacity or stretch it? Yes (3) Develop criteria and benchmarks for “Exceptional Services”

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Appendix G Outline of the City & Countywide
Homelessness Response Plans

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Alignment to City of SLO
Homelessness Response Strategic Plan
2024 - 2026
(Key Components & Supporting Actions )
Alignment to The San Luis Obispo
Countywide Plan to Address
Homelessness
2022-2027
(Lines of Effort (LOE) & Actions)
Enhance shelter and supportive services and advocate for creating additional affordable housing units. KC#1, KC#2, KC#3, KC#4 LOE#1, LOE#2, LOE#3, LOE#5 1A 2.1, 2.2, 3.1, 3.2 2C, 3B, 5A
1B 4.2 1A, 1E, 2A, 2B, 2E
1C 1.2, 2.1, 2.2 1D
Build trust, foster partnerships, and educate stakeholders to reduce the stigma against homeless individuals and families and improve support for the mission of CAPSLO. KC#1, KC#2, KC#5 LOE#4, LOE#5, LOE#6 2A 2.1, 2.2 5A, 5B, 6A, 6B
2B 1.2, 2.2 6A
2C 1.2, 2.1, 2.2, 5.1 4C, 5A, 5B, 6A, 6B
Advocate for, diversify, leverage, and maintain a braided set of revenue streams, including social enterprises and earned revenue, to support long-term stability. KC#1, KC#5 LOE#4, LOE#5, LOE#6 3A 5.1, 5.2, 5.3 4A, 4B, 4C, 4D
3B 1.2, 5.1, 5.2, 5.3 4A, 4C, 6A, 6B
3C
3D 5.1 5B
Improve coordination with external partners to streamline services, reduce duplication, and expand access throughout SLO County. KC#1, KC#2, KC#3, KC#5 LOE#2, LOE#3, LOE#4, LOE#5, LOE#6 4A 2.1, 2.2 3A, 3B, 5A, 6A, 6B
4B 1.1, 1.2, 2.1, 3.1, 3.2, 3.3, 5.3 3A, 3B, 5A
4C 1.1, 1.2, 5.1, 5.2, 5.3 4A, 4B, 4C, 4D, 5A, 6A
4D 1.1, 1.2, 1.3, 5.3 2B, 2C, 4A, 4D, 5A
Invest in staff development, infrastructure improvements, and leadership structures to continue delivery of exceptional services. KC#1, KC#2, KC#5 LOE#1, LOE#2, LOE#5, LOE#6 5A 2.1, 2.2 5A, 6A, 6B
5B 5.3
5C 1.2, 5.3 2B, 2E, 2F
5D 1.1, 5.1, 5.2, 5.3 1A, 1E
Launch a countywide public education and storytelling campaign to reduce stigma and humanize homelessness.

Develop and implement stakeholder education initiatives to build support for CAPSLO’s mission.

Promote inclusive and respectful narratives that shift public perception and increase community investment.

Strategic Priority #3: Develop Sustainable
Funding Models
CAPSLO Homeless Services Strategies
Strategic Priority #1 : Promote Solutions that
End Homelessness
Utilize data analysis to identify service gaps and reduce duplication across shelter and support programs.

Design and pilot innovative, data-driven shelter and supportive services models that respond to emerging needs and best practices.

Launch a targeted landlord engagement campaign to prevent evictions and support stable tenancies.

Clarify and communicate the scope of services CAPSLO provides to focus efforts and reduce inefficiencies.

Realign organizational roles and responsibilities to increase efficiency and strengthen mission alignment.

Implement continuous staff development programs to ensure high-quality, trauma-informed service delivery.

Maintain existing facilities and finalize and implement infrastructure improvement plans, including the completion of the family housing project at 46 Prado.

Alignment to City & Countywide Plans
Foster strategic partnerships with aligned providers to promote coordinated messaging and efforts.

Lead the development and implementation of a countywide Coordinated Entry system with comprehensive partner participation.

Collaborate with partners to develop a shared funding model and advocate for reforms in regional governance (e.g., HSOC).

Establish community-based service leads and advocate for equitable distribution of resources across all regions.

Strategic Priority #5: Enhance Organizational
Capacity
Expand revenue by pursuing new and diversified funding streams, including regional grants and donations.

Cultivate private, faith-based, and corporate partnerships to create long-term funding pipelines.

Strengthen internal financial practices through operating structure and budget refinement.

Explore and pilot job readiness programs and social enterprise opportunities to further client empowerment and add additional revenue and partnerships.

Strategic Priority #4: Promote Regional
Collaboration
Strategic Priority #2: Strengthen Community
Engagement

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GOOD NEIGHBOR POLICY
Between
Homeless Services Center
And
The Community of San Luis Obispo
Community Action Partnership of San Luis Obispo County, Inc. (CAPSLO), which operates the Homeless Services Center (HSC) located at 40 Prado Street, San Luis Obispo, is a non-profit organization that provides comprehensive housing and supportive services for homeless and formerly homeless people in the county of San Luis Obispo. The goal of CAPSLO’s HSC is to provide a place that is safe and engaging while at the same time is not enabling of longterm homelessness.

1. Definitions
Community of San Luis Obispo- sometimes referred to herein just as “community”, consists of residents, businesses and other community members who live, work, or visit the area.

Immediate neighborhood- residences and businesses roughly within a half mile radius surrounding the HSC.

Community Collaboration Partnership- the intentional, regular and ongoing communication between the community, City of San Luis Obispo, including, but not limited to, its Police and Fire Departments, the County of San Luis Obispo, including, but not limited to, its Health and Human Services Department and Sherriff’s Department, and HSC staff. The synergistic dialogue between the listed agencies, departments and community will significantly increase HSC’s ability to appropriately respond to clients who breach the HSC’s Code of Conduct, set forth below, or are engaged in illegal activity within the immediate neighborhood and/or community.

2. Mutual Goals
All parties in this agreement share common goals, which include:
 Maintaining a peaceful, safe, and clean neighborhood and community.  Sharing open and honest communication.
 Helping each other address concerns and solve problems.  Offering public service for the benefit of the neighborhood and community.  Respecting others and their property.
 Being a partner that actively works to help sustain the overall surroundings and economic environment of the immediate neighborhood.

In order to accomplish these goals, all parties are united in support of the commitments

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described below.

3. Safety
Safety and security are essential for residents to live peacefully and free from harm, and for neighborhoods to remain desirable and attractive. In order to promote safety and security for all residents of the immediate neighborhood and community:

HSC Staff will:
 Ensure an HSC contact is available twenty-four (24) hours a day and seven (7) days a week to address community issues as they occur. This will provide connectivity between immediate neighborhood and community members and HSC staff. All calls and the method used to resolve issues will be documented. The 24/7 hotline number will be publicized.
 Promptly investigate all concerns regarding client behavior expressed by neighbors or community members.
 Establish a block watch program in conjunction with the neighbors, the City Police Department and other neighboring business and residents.  Prohibit clients from engaging in loitering, alcohol or drug use and pan handling within the immediate neighborhood and community.
 Strictly enforce the Code of Conduct/Behavior with all clients.  Contact the San Luis Obispo Police or Fire Department immediately in all emergencies.

4. Property

In order to respect the immediate neighborhood and maintain the property at the highest possible values:

HSC staff will:
 Maintain the building and grounds in good condition at all time.  Keep the building, property, landscaping and adjacent public rights-of-way neat and free from trash and debris at all times.
 Maintain an unobtrusive well lit and secure facility and grounds as required by the City of San Luis Obispo Conditional Use Permit.

5. Code of Conduct
Conduct that is respectful of others contributes to the peaceful enjoyment of life in the community. Individuals have the freedom to act as they please, so long as those actions are lawful, and do not harm others or infringe upon their rights. The Code of

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Conduct (“Code”), set forth below, will be displayed and provided to the immediate neighborhood.

It is understood that enforcement of the Code will be a collaborative effort between the Community Collaboration Partnership and the HSC, especially when violations of the Code occur offsite, in the immediate neighborhood and/or community.

The HSC staff is responsible for informing all of its clients of the Code. Violations of the Code will result in consequences ranging from written warnings to suspension from program services.
 Clients shall enter into a contract (“client contract”) committing to adhere to this Code and transition into permanent housing.
 Clients will adhere to program rules that encourage respect for others and prescribe lawful behavior for program clients.
 Clients shall not engage in illegal behaviors in the immediate neighborhood or community. Engagement in illegal behaviors in the immediate neighborhood or community will result in consequences ranging from written warnings to suspension from program services.
 Clients shall not engage in loitering, aggressive pan handling or camping in the immediate neighborhood or community.
 Clients shall not illegally park vehicles of any type, including bicycles, in the immediate neighborhood or community.
 Clients shall not litter in and around the HSC. Meals provided at HSC may not be taken off the HSC property by clients.
 All clients suspended from services, dependent on the nature of their suspension, shall be referred to appropriate services (i.e. County Health and Human Services)
 Clients who violate the Code or client contract shall receive the appropriate consequences set forth in the client contract.

6. Communication
It is important to develop and maintain good communication and a positive relationship between HSC and the immediate neighborhood and community. In order to promote communication between the HSC, the immediate neighborhood and community, the HSC staff will:
 Meet with neighbors quarterly, on a regularly scheduled basis to review HSC the resolution process set forth below, programs, outcomes, policies, procedures, progress reports, and written responses regarding resolution of repeated issues, problems, or patterns of behavior that cause the immediate neighborhood or community. The regularly scheduled meeting time, day of the week and week of the month will be posted on the HSC’s website and the HSC

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will provide an email list serve that will send out meeting reminders to all interested neighbors.
 Respond promptly to all concerns expressed by neighbors and community members in the following manner:
 Provide neighbors with a contact person from HSC/CAPSLO for communication.
(1) upon notification of a concern, HSC staff will first determine if the concern is an emergency (defined as a grave or imminent threat to the health or safety of any person), in which case, law enforcement or rescue services will be contacted as appropriate, as well as the HSC supervisor on call;
(2) staff will then notify the concerned community member of the initial plan for response and a suggested time frame for follow-up; (3)if HSC staff determines the concern is not an emergency, HSC staff will contact an HSC supervisor within twenty-four (24) hours to discuss the concern;
(4)the HSC supervisor will review the issue, interview all persons involved, and gather additional information as needed to develop a plan to resolve the concern within five business days; and, (5)the HSC supervisor will then follow-up with the concerned community member and involved parties as necessary within five (5) business days (sooner if possible), and advise all parties of the resolution plan and/or status of the investigation to resolve the issue, within the boundaries of confidentiality.
 Meet regularly with Community Collaboration Partners to review reports, issues and policies.
 Document all complaints and concerns, including responses to problems and outcomes to responses, and provide a summary report to the neighbors, in aggregate data; and
 Notify the neighbors of major changes proposed to the program or facility, and seek advice with regard to implementation.

7. Changes to Agreement
This agreement may be changed or modified from time to time upon mutual agreement of CAPSLO and a public process with its neighbors.

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V2 – Revised 11.30.25

GOOD NEIGHBOR POLICY
Between
Prado Homeless Services Center
And
The Community of San Luis Obispo
Community Action Partnership of San Luis Obispo County, Inc. (CAPSLO) operates the Prado Homeless Services Center (Prado HSC), a low-barrier, housing-focused homeless services center located at 40 Prado Road. Prado HSC provides day services, meals, shelter, case management, outreach, and supportive programming to help individuals stabilize and move toward permanent housing. As a comprehensive services center and access point, Prado serves a diverse population with varied needs and pathways toward stability.

All participants agree to follow this Good Neighbor Policy, which outlines expectations for behavior both on site and throughout the Immediate Neighborhood. CAPSLO, participants, neighbors, and partners share responsibility for maintaining a respectful, safe, and healthy environment.

1. Definitions
 Community of San Luis Obispo: residents (unhoused and housed), businesses, and community members who live, work, or operate in the City of San Luis Obispo.
 Immediate neighborhood: The area approximately within a half-mile radius surrounding Prado HSC, including sidewalks, rights-of-way, bus stops, neighboring commercial properties, and shared public areas.  Community Collaboration Partnership: ongoing communication among the community, the City of San Luis Obispo (including Police and Fire Departments), the County of San Luis Obispo (including Homeless Services Division and Sheriff’s Department), co-located partners, and CAPSLO.

2. Mutual Goals
Prado HSC operates as a low-barrier homeless services center, offering day services, meals, shelter, outreach, and supportive programming in a manner that is responsive to community needs. The goals of this policy are to ensure clear expectations, promote neighborhood wellbeing, and support the successful engagement of participants.  Support neighborhood safety while operating a multi-service homeless program.  Maintain clear, respectful, and collaborative communication among CAPSLO, neighbors, and partners.
 Operate services in ways that minimize negative impacts on the Immediate Neighborhood.
 Provide accessible, housing-focused services that help participants stabilize and move toward permanent housing.
 Promote mutual respect among participants, staff, and neighbors.

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V2 – Revised 11.30.25

3. Safety
Prado HSC maintains 24/7 staffing, a public CAPSLO Hotline (805-549-6999), and a business-hours Prado line (805-544-4004) to support timely responses to community concerns. All participants must follow the Rights & Responsibilities (R&R), which apply both inside the facility and throughout the Immediate Neighborhood.

Safety Expectations
 Maintain a drug-free, alcohol-free, and weapon-free facility.  Prohibit loitering, aggressive panhandling, illegal activity, or camping in the Immediate Neighborhood.
 Respond immediately to any situation involving imminent danger, medical crisis, threats, or behavior posing an immediate risk to safety.  Treat non-emergency concerns as requiring timely review, confirmation, and corrective action by staff.
 Document all incidents and actions taken to support transparency and accountability.
 Maintain a visible staff presence in high-impact areas when feasible.

Emergency Concerns
Includes immediate threats to safety, medical emergencies, violent behavior, possession or display of dangerous weapons, or behavior presenting imminent risk. Staff will respond immediately and contact emergency services.

Non-Emergency Concerns
Includes behaviors that violate expectations but do not present immediate danger, such as loitering, disruptive behavior, neighborhood complaints, cleanliness issues, or repeated but non-urgent concerns. Staff review these within 24 hours and implement a corrective plan within five business days.

4. Property

Prado HSC will maintain its facilities, landscaping, and surrounding rights-of-way in a manner that supports the peaceful enjoyment of the neighborhood. Participants are expected to respect the surrounding area by keeping it free of debris and engaging in behavior that reflects positively on Prado and the community.  Maintain the facility and grounds in good condition
 Keep landscaping and walkways clean, safe, and free of debris.  Maintain an unobtrusive, well-lit, and secure facility as required by the City of San Luis Obispo Conditional Use Permit.
 Support neighborhood cleanliness through participant expectations consistent with program rules.

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V2 – Revised 11.30.25

5. Rights & Responsibilities (Code of Conduct)
The Participants’ Rights & Responsibilities (R&R) serve as Prado HSC’s official Code of Conduct, and all participants review and sign them as a condition of accessing services.

The R&R outline expectations for respectful, lawful, and safe behavior in shared spaces and throughout the immediate neighborhood. Participants are expected to uphold these standards in ways that support a healthy communal environment, contribute to neighborhood safety, and maintain a peaceful atmosphere for others.

Summary of the Rights & Responsibilities:

The Rights & Responsibilities ensure that all participants have the right to safety, dignity, privacy, and support while also carrying the responsibility to behave respectfully toward others and the community. Participants are expected to maintain safe, lawful, and considerate conduct, including communicating needs, resolving conflicts appropriately, and upholding cleanliness standards. The framework emphasizes shared responsibility for communal living and applies equally within the immediate neighborhood surrounding Prado HSC.
 Participants receive the Rights & Responsibilities during enrollment and must follow them at all times.
 The R&R outline behavioral expectations for onsite conduct and conduct in the immediate neighborhood.
 Violations may result in corrective action or suspension from services to protect safety and wellbeing.
 Participants must not engage in illegal activity, aggressive panhandling, loitering, or camping in the neighborhood or at Prado HSC.
 Clients shall not illegally park vehicles of any type, including bicycles, in the immediate neighborhood or community.
 Participants must not consume alcohol or drugs on Prado HSC property.  Participants must support neighborhood cleanliness by properly disposing of trash and respecting nearby properties.
 All clients suspended from services, dependent on the nature of their suspension, shall be referred to appropriate services (i.e. County Health and Human Services)

6. Communication
CAPSLO will provide clear communication channels—including the 24/7 hotline (805) 549-6999 and direct business-hours contact at (805) 544-4004—and will follow structured procedures for responding to neighborhood concerns. Community Collaboration Partners and neighbors will be engaged regularly to review trends, address issues, and ensure timely and transparent two-way communication.  Hold quarterly meetings with Community Collaboration Partners and neighbors to review trends, neighborhood concerns, program updates, and responsive actions taken by Prado HSC.

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V2 – Revised 11.30.25
 Post meeting schedules on the CAPSLO website and maintain a neighborhood email list that distributes reminders, agenda items, and follow-up materials.  Respond immediately to emergency concerns by contacting emergency responders and notifying Prado HSC leadership while ensuring the reporting neighbor receives timely confirmation of action taken.
 Review non-emergency concerns within 24 hours and gather necessary information from staff, participants, and partners to determine the appropriate response.  Develop a response plan within five business days that outlines steps taken, any needed interventions, and anticipated follow-up actions while respecting participant confidentiality.
 Document all concerns, actions taken, and outcomes within CAPSLO’s internal reporting system to ensure accountability and support trend analysis.  Provide periodic aggregated reports to neighbors and partners summarizing concerns received, themes identified, and corrective actions or program adjustments implemented.
 Notify neighbors of major program or facility changes early in the planning process and invite feedback on potential neighborhood impacts and mitigation strategies.

7. Changes to Agreement
This policy may be modified during contract renewal or through mutual agreement between CAPSLO, the City of San Luis Obispo, and Community Collaboration Partners.

Participants acknowledge that updates are binding and continue to apply both on site and in the immediate neighborhood.
 Update the policy through mutual agreement when operational or community needs change.
 Maintain transparency by communicating updates to neighbors, partners, and participants.

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2025 CAPSLO Good Neighbor Policy
CAPSLO Summary of Stakeholder Engagement and Revisions
Process Summary for the Revision of the Good Neighbor Policy in 2025 The revision of the Good Neighbor Policy for the Prado Homeless Services Center was carried out over several months, with each stage building on the input of partners, program participants, neighbors, and nearby businesses. The process was intentionally paced to allow for reflection, discussion, and refinement, ensuring that the final policy reflects both operational realities and neighborhood priorities. While feedback was collected throughout the year, the first fully integrated draft was not assembled until September, after enough perspectives had been gathered to meaningfully reshape the document.

The process began in March with a broad conversation among onsite and adjacent service partners (Sun Street Partners, People’s Kitchen, CHC, TMHA, & the Evaluator of the CAPSLO SAMHSA SLO-Hub project). This early dialogue surfaced shared priorities:
clearer participant expectations, strengthened safety language, and more structured avenues for communication with neighbors. Partners emphasized that the policy should reflect Prado’s identity as a low-barrier services center while remaining responsive to the needs and concerns of the surrounding community. These themes informed the direction of the work throughout the spring. April focused on internal review and refinement of the issues raised, but no formal policy draft was developed at this stage.

By early June, a working draft existed for discussion, though it remained conceptual and not yet integrated. A second partner meeting that month helped clarify neighborhood expectations and refine language around communication pathways. June also included the first participant listening session, in two Town Palls hosted during the day and at night at Prado HSC. Participants raised concerns about inconsistent communication of expectations, unclear neighborhood boundaries, and uncertainty around how rules were enforced. Their feedback led to clearer, more accessible language and an emphasis on making expectations understandable and implementable for those receiving services.

Through July, the focus shifted to safety. Feedback from public safety representatives (SLO PD & SLO FD) helped shape what ultimately became the Safety section of the policy. Discussions centered on distinguishing emergency versus non-emergency concerns, reinforcing expectations around drugs, alcohol, and weapons, and removing outdated concepts such as neighborhood watch structures that were not suited to a service-provider environment.

In August, frontline and supervisory staff of Prado HSC reviewed the evolving text. Their insights on communication consistency, confirming violations before applying consequences, and ensuring workable day-to-day implementation helped refine the enforcement and communication sections and provided practical grounding for the policy.

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By September, enough input had been gathered for CAPSLO to assemble the first fully integrated draft of the revised Good Neighbor Policy. Additional perspectives further shaped that draft. Transit partners (RTA) shared concerns related to loitering and spillover behavior at the nearby City of San Luis Obispo bus stop. SLO County Behavioral Health offered input on fairness, respectful engagement, and conflict resolution. A second participant listening session, at the next Prado Town Hall meeting, reinforced the importance of clear expectations outside the building as well as inside. These discussions collectively informed the policy’s neighborhood conduct language.

In November, CAPSLO began structured outreach to all neighboring businesses (Elks Lodge, JB Dewer, Westside Auto, Restorative Partners, Sunset Drive in, and Tribe Auto) . Businesses consistently raised concerns about loitering, visibility, safety, communication responsiveness, and the need for predictable follow-up. Their perspectives directly influenced refinements to the Safety, Property, and Communication sections.

To ensure that all voices are heard before implementation, CAPSLO will host drop-in feedback hours during the second week of December for neighboring businesses and community partners. These sessions will offer an opportunity to review the updated policy, ask questions, and provide final input before the policy is finalized. December also serves as the final period for policy adjustments based on accumulated feedback.

Ongoing Collaborative Communication
Throughout all phases of the revision process, CAPSLO maintained continuous communication with nearby businesses, service providers, transit partners, and community organizations. These everyday interactions — often informal but highly meaningful — helped identify patterns, emerging issues, and practical solutions that shaped policy language and operational commitments. This ongoing communication will remain central to the successful implementation of the Good Neighbor Policy.

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Summary of Changes to the Good Neighbor Policy (2025 Revision) The 2025 revision of the Good Neighbor Policy modernizes outdated elements, integrates extensive partner and participant feedback, and aligns the policy with the operational realities of a low-barrier, housing-focused services center. The changes fall into several thematic areas:

1. Updated Identity and Purpose of Prado HSC
 Clarifies that Prado is a low-barrier and comprehensive services center, not simply a shelter. A low-barrier shelter is an emergency shelter that minimizes requirements for entry, including sobriety and income requirements, and focuses on "Housing First" principles to assist people with immediate access to shelter as well as connection to services and permanent housing opportunities.  Removes references to programs no longer housed at Prado and avoids overdetailed program descriptions that may become outdated.  Establishes that expectations apply to all participants across all Prado services.

2. Clarified Neighborhood Conduct Expectations
 Expands expectations into the Immediate Neighborhood, including sidewalks, commercial properties, and City of San Luis Obispo bus stops.  Explicitly prohibits:
o Loitering or lingering at nearby businesses or bus stops. o Camping, disruptive behavior, or aggressive panhandling in the neighborhood.
o Presence on private property without permission.
 Adds plain-language expectations for behavior when entering or leaving the site.

3. Strengthened Safety Framework
 Clarifies that Prado is a drug-free, alcohol-free, and weapon-free facility.  Introduces clearer distinctions between:
o Emergency concerns (immediate threats, medical crises, violent behavior, weapons).
o Non-emergency concerns (loitering, cleanliness issues, disruptive conduct, recurring complaints).
 Establishes expected response timelines for both categories.  Removes outdated or inappropriate concepts such as a provider-run “neighborhood watch,” which public safety partners identified as unsuitable.

4. Modernized Communication Pathways
 Formalizes two communication lines:
o 24/7 CAPSLO Hotline (805-549-6999) for urgent concerns. o Prado business hours line (805-544-4004) for non-urgent matters.  Sets expectations for:
o Review of non-emergency concerns within 24 hours.
o Corrective follow-up within five business days.
 Requires all concerns to be logged to identify patterns and recurring issues.  Commits to quarterly meetings with community partners.

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 Adds commitment to notify neighbors, when feasible, of major operational changes.

5. Updated Property Standards
 Clarifies expectations regarding maintenance of Prado grounds, landscaping, lighting, and visibility.
 Adds commitment to promptly address impacts associated with foot traffic or neighborhood concerns.
 Reinforces shared responsibility between CAPSLO and neighbors for maintaining a safe, clean environment in surrounding public spaces.

6. Refined Enforcement Expectations
 Clarifies that:
o Violations must be confirmed before consequences are implemented. o Enforcement must be consistent, transparent, and aligned with Rights & Responsibilities (R&R).
 Integrates participant-led feedback calling for clearer rules and predictable responses.
 Ensures enforcement language is practical and workable for staff.

7. Integration of Rights & Responsibilities (R&R)
 The R&R now serves as the Code of Conduct for the Good Neighbor Policy.  A short summary of participant rights, responsibilities, and expectations is included directly in the GNP for accessibility.
 The policy emphasizes participants’ responsibilities both on-site and throughout the neighborhood.

8. Removal of Outdated or Program-Specific Language
 Eliminates references to programs that no longer operate at Prado or are located elsewhere.
 Streamlines program descriptions to avoid operational detail that changes annually.
 Shifts the focus to behavioral expectations and neighborhood impact, rather than internal program design.

9. Incorporation of Business and Community Feedback
 Adds expectations addressing concerns raised by nearby businesses, such as loitering, safety visibility, communication responsiveness, and cleanup needs.  Includes commitments to maintain consistent staff presence in high-impact areas when feasible.

10. Clarified and Consistent Language Throughout
 Removes ambiguous or outdated terms.
 Modernizes the tone and makes language clearer for participants, neighbors, and staff.
 Ensures alignment across all sections of the policy.

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Item 7c
Department: Community Development
Cost Center: 4008
For Agenda of: 3/17/2026
Placement: Public Hearing
Estimated Time: 60 minutes
FROM: Timmi Tway, Community Development Director
Prepared By: Daisy Wiberg, Homelessness Response Manager SUBJECT: SLO COUNTY REGIONAL HOMELESSNESS AND AFFORDABLE

HOUSING COMPACT AND REGIONAL HOMELESS SERVICES

INVENTORY

RECOMMENDATION

1. Adopt a Draft Resolution entitled, “Approving the San Luis Obispo County Regional Homelessness and Affordable Housing Compact,”; and

2. Receive and comment on a report and presentation from the County of San Luis Obispo’s Homeless Services Division on the Regional Compact and a Regional Homeless Services Inventory.

POLICY CONTEXT
The City’s 2025-27 Financial Plan Major City Goal for Homelessness Response includes the following workplan item, which directed staff to collaborate with the County on the Regional Compact and Homeless Services Inventory:

Item 1e
Regional Compact – Work with SLO County jurisdictions to develop and execute regional MOU to clearly outline jurisdictional responsibilities to prevent and address homelessness, create accountability measures, and ensure equitable resource allocations.

The City’s 2024-26 Homelessness Response Strategic Plan includes the following goal and corresponding objective for regional collaboration, which align with the Regional Compact and Homeless Services Inventory:
 Regional Collaboration and Engagement Goal: Collaborate with the County to engage regional partners in efforts to improve the effective use of resources and promote proven best practices.
o Objective 1: Work collaboratively with the County’s Homeless Services Division to establish and support regional priorities, equitable and transparent allocation of resources, and to implement strategies in alignment with shared regional goals.

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Item 7c
The City’s 6th Cycle General Plan Housing Element includes several policies and programs related to the reduction of homelessness with specific goals related to the Regional Compact and Homeless Services Inventory listed below:
 Goal 1: Safety – Provide safe, decent shelter for all residents. o Program 1.7 – “Continue to support local and regional solutions to homelessness by funding supportive programs, services and housing solutions.”
 Goal 8: Special Housing Needs – Encourage the creation and maintenance of housing for those with special housing needs.
o Policy 8.1 – “Encourage housing development that meets a variety of special needs, including large families, single parents, disabled persons, the elderly, students, veterans, farmworkers, the homeless, or those seeking congregate care, group housing, single-room occupancy, or cohousing accommodations, utilizing universal design.” o Policy 8.8 – “Continue to support regional efforts to address homelessness.” o Policy 8.10 – “Assist the homeless and those at risk of homelessness by supporting shelters, temporary housing, and transitional housing.” o Program 8.11 – “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 for displaced individuals and families.”
o Program 8.21 – “Continue to coordinate monthly with the County Department of Social Services, Homeless Services Oversight Council (HSOC), social service providers, and non-profit organizations to identify, evaluate, and implement strategies to reduce the impacts of homelessness on the City.”

DISCUSSION
Background
Regional Homelessness and Affordable Housing Compact
San Luis Obispo County (County) has a stated commitment to addressing homelessness, beginning with the Ten-Year Plan to End Homelessness in 2008 and continuing with the “San Luis Obispo Countywide Plan to Address Homelessness 2022-2027” (Five Year Plan), adopted in 2022. The Five-Year Plan emphasizes a collaborative, system-wide approach involving County departments, cities, and community partners to create a seamless, adequately resourced system that minimizes barriers for those seeking services. Achieving these goals requires coordinated efforts across sectors and sustained investment.

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Item 7c
The Five-Year Plan established six lines of effort as a roadmap for reducing homelessness.

1. Expand Housing Options: Create affordable housing and shelter opportunities for underserved populations.

2. Reduce Barriers to Stability: Strengthen prevention, diversion, supportive services, and housing navigation.

3. Improve Data Systems: Enhance the Homeless Management Information System (HMIS) and Coordinated Entry for data-driven decision-making.

4. Streamline Funding: Identify and align resources to maximize impact.

5. Strengthen Regional Collaboration: Foster partnerships across jurisdictions and sectors.

6. Build Public Engagement: Increase transparency and community involvement through outreach and information sharing
As part of Line of Effort #5, County Homeless Services Division staff, in collaboration with the County’s Executive Office, worked closely with a steering committee comprised of City Managers from Atascadero, San Luis Obispo, and Grover Beach to develop a Regional Homelessness and Affordable Housing Compact (Compact). The Compact recognizes the complexity of addressing homelessness in San Luis Obispo County and sets forth a voluntary, collaborative framework through which participating jurisdictions commit to shared principles to guide individual and collective actions. All seven incorporated cities are pursuing approval of this compact with their elected officials, with the goal of holding a signing ceremony once all jurisdictions have approved the document.

The Compact aligns with the City’s Major City Goal for Homelessness Response and the City’s Homelessness Response Strategic Plan, both of which emphasize regional collaboration as a key strategy. Adoption of the Compact represents a continuation and formalization of ongoing interjurisdictional efforts, providing a clear framework to guide coordinated action while preserving local authority and policy discretion.

The shared commitments outlined in the Compact include:

1. Treat all people with dignity

2. Strengthen regional collaboration

3. Expand housing and services

4. Share responsibility and resources

5. Promote transparency and accountability

6. Foster community well-being and safety
Regional Homeless Services Inventory
In addition to the Compact, County Homeless Services Division staff prepared a Regional Homeless Services Inventory (Attachment C), which is intended to convey the homeless services investments, commitments, and services being provided by each jurisdiction.

The inventory report was informed by a homeless services survey facilitated by the County Homeless Services Division staff. Each jurisdiction had the opportunity to provide

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San Luis Obispo City CouncilMarch 17, 2026

San Luis Obispo City Council
March 17, 2026