HomeMy WebLinkAbout02.16.2021 P&R Commission Packet-FINAL Agenda
CITY OF SOUTH SAN FRANCISCO
MEETING OF THE PARKS AND RECREATION COMMISSION
TELECONFERENCE MEETING NOTICE
Tuesday, February 16, 2021 7:00 p.m.
Welcome to the Regular Meeting of the Parks and Recreation Commission. If this is your first time, the following is a general outline of our procedures:
Please note that due to the COVID-19 outbreak, this meeting is teleconference only, and will be conducted pursuant to the provisions of the Governor’s Executive Order N29-20 issued on March 17, 2020 allowing for deviation of teleconference rules required by the Brown Act and pursuant to the Order of the Health Officer of San Mateo County dated March 31, 2020.
The public may view or comment during this meeting from a computer, laptop, tablet, or smartphone: Join Zoom Meeting https://ssf-net.zoom.us/j/89938560865?pwd=UTcxNitVWHB3NFdzL3N1NEN3V3hQdz09 Meeting ID: 899 3856 0865
Passcode: 477192
The purpose of conducting the meeting as described in this notice is to provide the safest environment for staff and the public while allowing for public participation.
Commissioners Aires, Battaglia, DeNardi, Firpo, and Lock, and Vice Chair Uy and Chair Camacho and essential City staff will participate via Teleconference. Members of the public may submit their comments on
any agenda item or public comment via email or Parks & Recreation main line. PURSUANT TO RALPH M. BROWN ACT, GOVERNMENT CODE SECTION 54953, ALL VOTES SHALL
BE BY ROLL CALL DUE TO COUNCIL MEMBERS PARTICIPATING BY TELECONFERENCE. In accordance with California Government Code Section 54957.5, any writing or document that is a public
record, relates to an open session agenda item, and is distributed less than 72 hours prior to a regular meeting will be made available for public inspection at the Parks and Recreation Department in the
Municipal Services Building. If, however, the document or writing is not distributed until the regular meeting to which it relates, then the document or writing will be made available to the public at the location of the meeting, as listed on this agenda.
Public Comment: Please note that dialing in will only allow you to listen in on the meeting. To make a public comment during
the GoToMeeting session, join the meeting from your computer or mobile device, enter your name, and
request to comment through the “Chat” function and a staff person will add you to the queue for comments and unmute your microphone during the comment period. In the alternative, you may also provide email comments received during the meeting will be read into the record. Please be sure to indicate the Agenda
item number you wish to address or the topic of your public comment. California law prevents the Commission from taking action on any item not on the Agenda (except in emergency circumstances). Your
question or problem may be referred to staff for investigation and/or action where appropriate or the matter
may be placed on a future Agenda for more comprehensive action or report.
COMMENTS ARE LIMITED TO THREE (3) MINUTES PER SPEAKER. Thank you for your cooperation.
Remote Public Comments:
Members of the public wishing to participate are encouraged to submit public comments in writing in advance of the meeting. The email and phone line below will be monitored during the meeting and public comments received will be read into the record. The City encourages the submission of comments by 6:00pm on Tuesday, February 16, 2021, to facilitate inclusion in the meeting record.
A maximum of 3 minutes per individual comment will be read into the record. Comments that are
not in compliance the Commission’s rules of decorum may be summarized for the record rather than read verbatim. Email: [email protected]
Electronic Comments received by email will be monitored during the meeting and read into the
record. We ask that you limit your electronic comments so that they comply with the 3 minute time limitation for public comment. Parks & Recreation Hotline: (650) 829-3837
Voice messages will be monitored during the meeting, and read into the record. Your voicemail
should be limited so that it complies with the 3 minute time limitation for public comment. If you have special questions, please contact the Director of Parks and Recreation. The Director will be pleased to answer your questions when the Commission is not in session.
ROBERT UY CHAIRPERSON WILLIAM LOCK STEPHEN FIRPO VICE CHAIR SECRETARY
MICHAEL AIRES BETTY BATTAGLIA COMMISSIONER COMMISSIONER KRISTY CAMACHO RUTH DeNARDI COMMISSIONER COMMISSIONER
SHARON RANALS
ASSISTANT CITY MANAGER/ DIRECTOR OF PARKS AND RECREATION
GREG MEDIATI DEPUTY DIRECTOR OF PARKS AND RECREATION
Agenda
CITY OF SOUTH SAN FRANCISCO
PARKS AND RECREATION COMMISSION MEETING Teleconference Meeting Tuesday, February 16, 2021
7:00 p.m.
A G E N D A I. Call to Order
II. Roll Call III. Pledge of Allegiance IV. Agenda Review V. Approval of Minutes of the January 19, 2021 Meeting VI. Citizen Participation (Citizen comment on items not agendized/informational only)
VII. Beautification Committee VIII. Old Business A. Presentation of CPRS District IV Award Recipients B. Caltrain Station Update C. COVID-19 Response and Modified Operations Update
D. Co-Sponsored Renewal Update IX. New Business A. Recognition of Recreation Division Employees who are Retiring from the South San Francisco Parks and Recreation Department X. Friends of Parks and Recreation
XI. Items from Commission XII. Items from Staff A. Calendar of Events B. Administrative Update XIII. Adjournment
Next Meeting: Regular Meeting: Tuesday, March 16, 2021
CITY OF SOUTH SAN FRANCISCO PARKS AND RECREATION COMMISSION MINUTES FROM TUESDAY, JANUARY 19, 2021
I. CALL TO ORDER: 7:00 p.m. A regular meeting of the Parks and Recreation Commission of the City of South San Francisco was held on Tuesday, January 19, 2021, via teleconference due to the COVID-19
pandemic and local Shelter in Place health orders.
II. ROLL CALL: Present: Commissioners Aires, Battaglia, Camacho, DeNardi, Firpo, Lock, and Uy
Absent: All were present.
Staff: Sharon Ranals, ACM/Director of Parks and Recreation Greg Mediati, Deputy Director of Parks and Recreation Angela Duldulao, Recreation Manager
Joshua Richardson, Parks Manager
Kari Jung, Administrative Assistant Erin O’Brien, Recreation Supervisor Laura Armanino, Childcare Supervisor Kimberly Morrison, Assistant Childcare Supervisor
Jacob Gilchrist, Director of Capital Projects
Philip Vitale, Deputy Director of Capital Projects III. PLEDGE OF ALLEGIANCE: Skipped.
IV. AGENDA REVIEW: Deputy Mediati asked that the proclamation recognizing Susan Filereto be moved to follow the election of officers. V. APPROVAL OF MINUTES OF THE OCTOBER 20, 2020, MEETING: Approved by motion. Motion: Commissioner Battaglia / Seconded: Commissioner Uy.
VI. CITIZEN PARTICIPATION: None. VII. BEAUTIFICATION COMMITTEE
Deputy Director Mediati reported that there has not been a Beautification Committee meeting since February of last year and there is nothing new to report. VIII. OLD BUSINESS: A. Election of Parks and Recreation Commission Officers
Deputy Mediati advised that the Commission is required to select its officers each year at the first meeting in January. Chair Camacho asked the Commissioners for nominations for Chair, Vice Chair, and Secretary.
Parks and Recreation Commission Minutes of the Meeting of January 19, 2021
Page 2
Commissioner Battaglia nominated Chair Uy for Chair, Commissioner Firpo seconded, and Commission Uy accepted. Commissioner Uy was unanimously elected Chair.
Commissioner Camacho congratulated Chair Uy and ceded control of the meeting. She
thanked the Commission and Department for the teamwork and effort this year with all the ups and downs starting with the passing of Commissioner Holt just a couple months before the pandemic started. She shared that it’s been a pleasure serving with the Commission and staff, noting their creativity, dedication, professionalism, and
flexibility.
Chair Uy requested nominations for Vice Chair. Commissioner DeNardi nominated Commissioner Lock, Commissioner Battaglia seconded, and Commissioner Lock accepted. Commissioner Lock was unanimously elected Vice Chair.
Chair Uy requested nominations for Secretary. Commissioner Camacho nominated Commissioner Firpo, Commissioner DeNardi seconded, and Commissioner Firpo accepted. Commissioner Firpo was unanimously elected Secretary.
Commissioner Aires reminded the Commission that he was a replacement for former
Commissioner Holt and his seat expired 12/31/2020 and was awaiting the Clerk’s office for calls to fill the seat. He has enjoyed working with the Commission and the Department over the past year and will be submitting his application for the seat.
B. Capital Programs Update Director Gilchrist shared updates on the Community Civic Campus project - LPR phase with a tentative opening date of spring 2023. Council awarded the construction contract in November and due to the bids coming in lower than previously expected, awarded the full scope of the project which includes the enhanced landscape and entire
playground. The total project budget with all of the additional alternatives is $101 million. Unfortunately, we weren’t able to do a groundbreaking event due to the pandemic but we're considering potentially doing an online event or having some sort of a celebration once the shelter in place order has been lifted.
Commissioner Aires inquired about the future of the existing MSB space, and the stained-glass City of South San Francisco seal in the tower. ACM Ranals explained that it's been the city's intention to sell that building as part of the financing strategy for the new building and that that whole block would be redeveloped. However, more comments from the community will impact that decision when it is time for City
Council to consider. Director Gilchrist advised that he will ask Facilities staff to look into any iconic elements, including the seal, and determining if they can be saved and repurposed.
Commissioner DeNardi inquired who the construction company is and where are they from. Director Gilchrist advised that the project was awarded to Swinerton Builders of San Francisco, CA.
Parks and Recreation Commission Minutes of the Meeting of January 19, 2021
Page 3
Deputy Vitale then updated the Commission on the public art request for proposals (RFP) for the Caltrain Station project. This art is intended to embody aspects of South San Francisco's identity as it relates to heritage and culture, and that was what was
conveyed in the RFP. Close to 200 people viewed the RFP online, 60 individual packet
downloads, and received 15 proposals. The selection committee will start reviewing the submittals this month, will interview finalists in March, and then make a recommendation to Council to select a final artist in April. The selection committee is comprised of two members from the Cultural Arts Commission, Mayor Addiego
Councilmember Nicolas representing City Council, and the community members
announced at the Council meeting last week include Madeline Banfield, Katie DeLeuw, and former Councilmember Karyl Matsumoto. Commissioner DeNardi inquired if there will be cameras inside the tunnel.
Deputy Director Vitale was unsure, but advised that he would forward the question to the project management team. Commissioner Firpo inquired if the tunnel was an enclose space and would therefore
be dark.
Deputy Director Vitale shared that the tunnel opens on the platform on the east side, on the plaza on the west, and is open (not gated at this time). There is lighting integrated into the tunnel design, which is some horizontal bandwidth and the light that sort of
picked up this sort of blue banner that moves from the plot that through the tunnel and up to the platform. Commissioner Firpo further inquired about who will be responsible for maintenance on the landscaping.
Deputy Director Mediati identified that there's actually two areas there with some overlap. The dining plaza area will be maintained by the owner-operator of 200 Airport, which is a new building adjacent to the site, and then the City will maintain the rest of the landscape there.
Commissioner Lock inquired about the width of the tunnel. Director Gilchrist advised that area is approximately 12 feet wide and staff was surprised at how narrow, it is, but there's so much infrastructure and so many utilities
that are potential conflicts. ACM Ranals concurred that it is narrower than the City would ideally have wanted, but the sightline is such that from either end of the tunnel, you can see through it. Additional questions about the design were posed. Director Gilchrist apologized for the
lack of detail on the design explaining that Capital Projects is not managing the actual overall design of the plaza, but offered to have the project management staff come in and present to the Commission as well.
Parks and Recreation Commission Minutes of the Meeting of January 19, 2021
Page 4
Commissioner Camacho inquired if any park or recreation space was going to be created.
ACM Ranals shared that the developer for the restaurant and retail space on the West
Plaza contributed a fair amount of money towards the construction of the plaza in exchange for being able to use that area for their outdoor seating. Commissioner Lock inquired about what’s going to happen to the existing Caltrain
parking lot.
Deputy Vitale advised that he would forward the inquiry to the project management team to report on at a future meeting.
Commissioner Aires requested that the plans depict where the bike storage lockers will
be located. Director Gilchrist acknowledged that the project management team hasn’t finalized the location of the bike lockers yet as some of the landscape elements are being moved
around a bit, but they're going to have at least as many, if not more than they have now.
C. COVID-19 Response and Modified Operations Update Manager Duldulao reported that last October the COVID outlook was improving and the Department was just starting indoor activities like open gym at Terrabay.
Unfortunately, over the holidays, COVID numbers worsened and a regional stay at home order was issued limiting all activities to essential services only. Now that we're past the two week mark after the New Year holiday we're starting to consider if we might have opportunities to petition to bring certain types of activities back, namely outdoor fitness classes.
Manager Duldulao reviewed the status of each program: Orange Pool is currently closed. The guidelines for aquatics changed in December allowing staff to identify drowning prevention classes and swimming lessons with
certified instructors as an essential need, meaning that we could open the indoor pool under the purple tier, which is a shift in our operations. The Childcare team did take a two week break over the holidays and did not to host winter camp this year because of the guidelines currently require established cohorts to
be in place for three weeks at a time. Staff is looking to expand at Los Cerritos by one classroom dependent on staffing and SSFUSD coordination. Classes has been most affected by the change in our COVID tier status. Staff credits our recreation instructors for being flexible and adapting to the changing conditions.
Cultural Arts held a successful Dia de Muertos art show and are now in the midst of planning a virtual photography show.
Parks and Recreation Commission Minutes of the Meeting of January 19, 2021
Page 5
The Rentals team continues to support essential City functions. Picnics and most gatherings are still on hold.
Seniors programs have been essential and are providing continued services and
information and referral and wellness calls to our seniors, keeping them connected to whatever resources and information they need. The food delivery program is one of the activities that carry on during the winter break, and staff really appreciates our driver, Joe Anderson, for continuing that service for seniors in our community.
Sports staff is working on starting an e-sports program with middle school age participants. Unfortunately, it looks like bringing back the traditional middle school sports program this school year is unlikely.
With regards to special events, a draft calendar of events is attached in your packet just
for your reference. Manager Duldulao shared that the City is keeping tabs on the vaccination plans and is hoping that our childcare workers qualify as essential workers.
Chair Uy inquired if there is an exception according to the CDC for rentals and classes in regards to physical conditioning, emphasizing the importance of physical activity for youth.
Manager Duldulao explained that the closure is citywide policy during the stay at home order, and that as things continue to progress and the order is lifted, staff would advocate for offering more recreational opportunities to the public. Chair Uy requested additional information about which e-sports company are we
working with and what games are they looking at providing with consideration being to sports games over violent games. Manager Duldulao shared that we in negotiations with GG Leagues and will review the listing of games that will be offered.
Commissioner Lock inquired if we are taking tennis court reservations at Orange Park. Manager Duldulao shared that the tennis court reservation program is on hold for the winter season but staff is planning on bringing it back in the spring.
Commissioner Lock inquired why the mechanical systems at the pool are still running. Manager Duldulao explained that staff do have to keep the filters running to keep the systems working properly, however the heater was turned off to save energy.
Commissioner Lock shared his impression that the childcare program is running smoothly. Manager Duldulao noted that Supervisor Armanino and Asst. Supervisor Morrison were on the meeting and would share with staff.
Parks and Recreation Commission Minutes of the Meeting of January 19, 2021
Page 6
D. Sign Hill Remediation update Manager Richardson shared a brief update on Sign Hill repairs after the fire that happened in October. In November, Council approved funding to do fire remediation
work on Sign Hill and in December that work began. Davey Tree Company is doing
the tree removals, and Acacia Environmental Services is performing erosion control. Work commenced in the area known as the Seubert Grove right off the Ridge Trail. Realistically, staff are expecting to be completing tree work through 2021 and potentially even into 2022. The next the next portion of that work will move up the
Ridge Trail towards the Iris Trail and then move down and clear about 50 to 100 feet
on either side of the Iris Trail. When that's clear, staff will start opening up trails once they're deemed safe. Commissioner Aires inquired if any space has been allocated for the endangered
species that live in San Bruno Mountain and have them protected during this work.
Manager Richardson shared that the mission blue butterfly is the most prominent endangered species on the hill and the host plants for its larva is the lupine. Prior to the fire, staff has been establishing pollinator islands on the hill
Commissioner Firpo expressed that the work on the hill has been impressive, and he
didn't realize there were 1,500 trees total, let alone that many trees damaged. He shared thanks to the City for reaching out to the Seubert family, as it was a lot of work that he put into Sign Hill. He inquired what the water source up there is.
Manager Richardson shared there's an old wooden tank that may be held a couple hundred gallons that at one time, however, that has been abandoned for decades. Staff do have some rainwater collection barrels that are used to water newly installed plants. Commissioner DeNardi shared that the pictures of the new vista were just lovely and
suggested that a nice bench looking at the vista would be appreciated. IX. New Business: A. CPRS District IV Awards and Statewide Conference Supervisor O'Brien updated the Commission on the nominations submitted for the
CPRS District Four Award Program, which will be highlighted on social media throughout the month of February. The Award of Excellence recognizes outstanding projects and programs in categories varying from recreation programming and parks planning. Staff nominated the
Gardiner Park Improvement Project for this award. For the volunteer and sponsor citation award, staff nominated Jesus Ruiz who has been volunteering his time as for several years to support the Civic Ballet’s Nutcracker performance.
Susan Filereto was nominated for the Professional Merit Award to recognize her for nearly 30 years of service with the Department.
Parks and Recreation Commission Minutes of the Meeting of January 19, 2021
Page 7
And lastly, a new award for this year was created, titled Key to the Community to highlight innovation demonstrated throughout this challenging year. Staff nominated our full day childcare programs for this award.
Chair Uy thanked Supervisor O’Brien for the hard work on this. Commissioner Camacho congratulated each of the award nominees.
Deputy Mediati shared that the CPRS statewide conference is coming up March 22 -
26 and if any Commissioners would like to participate in that virtual conference that will all be on Zoom this year, they can email him with their interest. B. Proclamation Honoring Susan Filereto, Retired Administrative Assistant II
Chair Uy read the proclamation honoring Susan Filereto.
Susan thanked the Commission for its recognition and congratulated her on her retirement.
Commissioner Camacho congratulated Susan as well, and still hoped to see her at
events in the future. Commissioner DeNardi thanked Susan for her dedicated service.
Commissioner Lock expressed his thanks and noted her support to the community was amazing. Commissioner Firpo shared is appreciation and thanked her for being a mentor to his daughters.
X. Friends of Parks and Recreation: Manager Duldulao shared that there are no updates at this time.
XI. Items from Commission: Commissioner Aires shared that the online experience of registering for special events was a bit difficult and requested that staff look into improvements. As he read through the Year in Review, he was so impressed how, despite COVID, the Department was able to adapt and
continue offering wonderful programs for residents. Commissioner Battaglia shared that the trees planted at Gardiner Park look like they're really taking root. She enjoyed the Winter Wonderland and thanked staff for doing a great job.
Commissioner DeNardi shared that a lot of the community members had a fantastic time at Winter Wonderland. Also, the wreath kit fundraiser was well attended and she appreciated that participants could take kits home and share this activity with their family members.
Parks and Recreation Commission Minutes of the Meeting of January 19, 2021
Page 8
Commissioner Firpo visited the Halloween Movie Night setup, which was well done. He participated in the virtual Fun Run and appreciated Austin Navarro helping create sample
routes. The Winter Wonderland display was beautiful. The IPP tree planting event was nice,
and a safe outdoor event. Commissioner Lock enjoyed the Winter Wonderland and has signed up his granddaughter for her second online yoga class. Kudos to the wonderful staff.
Commissioner Camacho mentioned that the Winter Wonderland was wonderful and she has received a lot of requests for the Department to bring it back next year. She congratulated Emma who won the Young Leader Award from Bay Nature Magazine.
Chair Uy echoed that staff has done an amazing job. The pandemic has dramatically
changed people’s behavior in the community who are spending a lot more time in the parks. The events are just absolutely amazing. The drive in movie was one of the best events. The trails have been kept very well and he’s excited to see what changes are going to be made.
XII. Items from Staff:
A. Calendar of Events. Deputy Mediati provided a brief update of the Calendar of Events. B. 2020 Year in Review
Deputy Mediati noted that the year in review summary was attached to the Commission documenting all the work the Department has done in the past year. C. Administrative Updates Chair Uy inquired if Commissioners had any questions related to the previously
shared administrative updates. No questions were posed. XIII. Adjournment: 9:26 p.m. Respectfully submitted by Kari Jung, Administrative Assistant II
Staff Report
DATE: February 16, 2021 TO: Parks and Recreation Commission
FROM: Deputy Director of Parks and Recreation SUBJECT: Presentation of CPRS District IV Award Recipients
RECOMMENDATION It is recommended that the Parks and Recreation Commission recognize the California Parks and
Recreation Society District IV Award recipients for 2021.
BACKGROUND/DISCUSSION At the January 19, 2021 Parks and Recreation Commission meeting, staff reported on the
Department’s nominations for the California Parks and Recreation Society’s (CPRS) District IV’s
Annual Awards and Volunteer Citation Recognition Program. Per the request of this Commission at the January Meeting, we formally recognize South San Francisco Parks and Recreation Department’s award recipients by inviting them to this evening’s meeting:
• Award of Excellence: Gardiner Park
• Volunteer & Sponsor Citation Award: Jesus Ruiz
• Professional Merit Award: Susan Filereto
• Key to the Community: Full Day Childcare Program Full descriptions for each of the award recipients are described in the January Parks and Recreation Commission packet. As a reminder, these recipients and those of some of our
neighboring cities in District IV will continue to be highlighted on the CPRS District IV social
media pages throughout the month of February. We thank these recipients for their hard work and dedication to the South San Francisco community.
By:
Greg Mediati Deputy Director of Parks and Recreation
Staff Report
DATE: February 16, 2021 TO: Parks and Recreation Commission
FROM: Deputy Director of Parks and Recreation SUBJECT: Caltrain Station Update
RECOMMENDATION It is recommended that the Parks and Recreation Commission receive an update on the design and
status of the South San Francisco Caltrain Station.
BACKGROUND/DISCUSSION At the January 19, 2021 Parks and Recreation Commission meeting, staff provided an update on
the status of the public art installation project at the South San Francisco Caltrain Station. At the
request of this Commission at the January Meeting, Planning Division staff are prepared to attend the February Parks and Recreation Commission Meeting, provide a brief update on the status of the station construction project, and respond to Commissioner concerns.
By: Greg Mediati Deputy Director of Parks and Recreation
Staff Report
DATE: February 16, 2021 TO: Parks and Recreation Commission
FROM: Recreation Manager SUBJECT: COVID-19 Response and Modified Operations Update
RECOMMENDATION It is recommended that the Parks and Recreation Commission receive an update on the current status
of Departmental modified operations in response to COVID-19.
BACKGROUND/DISCUSSION Since the January Parks and Recreation Commission meeting, the State of California lifted the
Regional Stay Home Order statewide on January 25, 2021. This moved San Mateo County back to
Tier 1 – Widespread (purple). While this change resulted in few immediate changes, it did provide some hope that the Department’s plans for bringing back outdoor programs in the spring beginning in March would be allowed to continue.
The Regional Stay Home Order allowed for certain fitness-related activities to take place, however,
the City’s policy direction was to limit recreational in-person activities until the order no longer applied to San Mateo County. Only certain essential in-person activities such as childcare were permitted to take place, as well as virtual programs. Upon moving to Tier 1, the Department resumed some outdoor activities such as private tennis lessons, and camps offered by co-sponsored groups
including the Aquatics Club and baseball leagues. In addition, essential indoor, in-person trainings
and meetings were allowed to take place on a case by case basis. With this allowance, the Department has resumed in-person staff trainings for CPR, chemical safety, lifeguard certification, all of which are essential and required for several positions in the Department.
In preparation for the spring quarter of recreation programming that begins in March, the
Department plans the following activities outlined below. Many of these activities will be tied to the spring recreation class registration period, which opens on February 22, 2021 with classes beginning on March 22, 2021. The Department mailed a spring postcard to approximately 22,000 South San Francisco homes to highlight upcoming activities, classes, and programming that the Department
intends to offer during the upcoming spring season. A copy of the postcard is available in
Attachment 1.
Staff Report To: Parks and Recreation Commission Date: February 16, 2021 Subject: COVID-19 Response and Modified Operations Update Page: 2
Aquatics – Orange Pool remains closed to the public, but open for staff training. This is due to planned maintenance on mechanical equipment at the pool that is dependent on the delivery of certain parts expected to arrive in mid-February. Staff determined that it would be best to wait until
the maintenance work is completed before offering any programs at the pool. In early December, the guidelines for pool operations were changed to add “drowning prevention classes, including swim lessons with certified instructors, are permitted in indoor and outdoor swimming pools in all tiers, as they are deemed essential.” This would involve a programmatic change to how the pool had previously only been allowed to offer lap swim under Tier 2. Staff has a plan in place to implement
swim lessons once the maintenance work at Orange Pool is completed. Childcare - The Department’s preschool and expanded learning program for school age children has carried on without interruption.
Spring Camp will be cancelled just as Winter Camp was cancelled because the six-day camp would disrupt the stable cohorts that have been established at each school site. Staff is planning a Summer Camp program that at this point will look much like last summer’s camps, continuing stable groupings of no more than 12 to 14 children per group and following the
covid safety practices that the Department has implemented over the past year. Unlike the usual one-week camp model, camp will be offered in three, three-week sessions in order to support stable cohorts. Children will not enjoy the usual field trips or have the option for specialty camps, but staff have planned an exciting summer of traditional camps with many engaging activities and local community adventures. The option for swimming lessons and recreation swim are not available at
this time given the restrictions in place for pool operations. The Joseph A. Fernekes Recreation Building and Terrabay Gymnasium and Recreation Center will host Summer Camp as usual. As of this report, staff is still waiting for the school district to confirm use of the Ponderosa Elementary School site for one of the Summer Camp locations. Registration
is expected to take place in late February. Although enrollment capacity will be limited, staff hopes that the covid situation will improve in the months leading to the start of Summer Camp so that staff can increase the number of children served and offer a greater variety of activities including swimming.
Registration for the fall after school program for the 2021-2022 school year is expected to occur April 1 – 11, 2021. Registration will be conducted by lottery for new participants, and details can be found in Attachment 2. It is still unclear what the format of the 2021-2022 school year will look like, but the registration will determine the order in which new participants will be enrolled in the program.
Classes – The spring program beginning on March 22, 2021 will include in-person, outdoor fitness and dance classes and a variety of virtual programs. Indoor classes will not take place until the County reaches Tier 3 – Moderate (orange), which staff hopes will be allowed to take place in the summer.
Cultural Arts –The virtual photography show themed, “Living in Virtual Times,” will take place from February 14 through March 14, 2021 and can be viewed at www.ssf.net/culturalarts.
Staff Report To: Parks and Recreation Commission Date: February 16, 2021 Subject: COVID-19 Response and Modified Operations Update Page: 3
Planning for a virtual Youth Art Show traditionally held in the spring is underway and anticipated to begin in April. The City and South San Francisco Unified School District (SSFUSD) has
partnered on the Youth Art Show for kindergarten through 12th grade students since the year 2000. Given that most SSFUSD students are still in distance learning and the logistics of preparing an in-person art show would be unfeasible at this time due to COVID restrictions, City staff was not surprised to learn that the school district will be unable to produce a Youth Art Show this year. However, the Cultural Arts Commission has decided to host a virtual art show for youth similar to
their other recent virtual art shows. More details will be released in March. Rentals – The Orange Park Tennis Court Reservation Program will return in March, back by popular demand from many tennis players who appreciate the option to confirm their use of a tennis court in advance. This program took a hiatus over the winter months.
Staff is also in the process of working with church groups to find alternative spaces to host their religious gatherings as allowed by the public health guidelines. This includes church groups who regularly use City facilities. Senior Services – Like Childcare, the Senior Services Program has carried on with little interruption by the changes in COVID tiers. The essential tasks of food delivery, information and referral, and wellness calls continues to take place on a regular basis. In late February, staff is excited to announce its continued partnership with the AARP Taxaide
program to offer tax preparation services to seniors. Similar to last spring, this service will be offered in modified form as a drop-off/pick-up program and tax preparation taking place off site. Only individuals that are in the AARP Taxaide database (have had taxes prepared by AARP Taxaide in the past) are eligible for this program. This eligibility is directed from AARP Taxaide coordinators for this program. There will be 30-40 appointments per week. Staff will maintain a waiting list and
take additional appointments from that waiting list as the programs expands. Sports – The City is a member of the Northern California Recreation League (NCRL), which organizes league play with students from nearby cities including Burlingame, Millbrae, San Bruno, Pacifica, Brisbane, and Hillsborough. The sports that the NCRL offers for 6th, 7th, and 8th graders
are Flag Football, Girls Volleyball, Boys Volleyball, Basketball, Track, Golf, Badminton, and Tennis. NCRL had initially hoped to bring back some sports by December, however, given that the State and County continues to be severely affected by high COVID case rates, NCRL sporting events will
remain on hold for the rest of the school year. The NCRL committee has decided that when the County’s COVID tier status improves to allow for inter-team competition, all sports programs will begin by only competing within their own community (i.e., only SSFUSD students will compete against one another and will not travel to other locations).
The Sports Program expects to offer more sports clinics as part of its spring program offerings this year. In addition, the Sports Program plans to launch a new e-sports league for middle schoolers. E-sports is a form of sport competition using videogames and is one of the latest trends among
Staff Report To: Parks and Recreation Commission Date: February 16, 2021 Subject: COVID-19 Response and Modified Operations Update Page: 4
recreation agencies. More information will be coming soon. Special Events: Easter Egg Hunt – This event will take place on Saturday, March 27 at 8:00 am.
Families will need to pre-register for the event ensuring they can enjoy the event without competing with a large crowd. Unlike past years, participants will not be able to conduct the “hunt” with approximately 1,000 children searching for eggs on the Orange Park meadow, nor will refreshments or souvenirs be sold, and there will not be any arts and crafts projects carried out on site. However, participants will be able to take pictures with the Easter Bunny (while socially distant), search for
eggs on a much smaller scale, and walk away with a bag of goodies. Details on how to register for the event will be released soon.
By: Angela Duldulao
Recreation Manger
SPRING2021
SPRING 2021RECREATION CLASSES
COMING SOON!
Greg Mediati
LETTER FROM THE DEPUTY DIRECTOR
Greg Mediati
LETTER FROM THE DEPUTY DIRECTOR
Greg Mediati
LETTER FROM THE DEPUTY DIRECTOR
Greg Mediati
LETTER FROM THE DEPUTY DIRECTOR
City of South San Francisco
Department of Parks & Recreation
Licensed After School Recreation Programs
The After School Recreation Program is designed for children in Kindergarten- 5th grade. The program operates in accordance with the South San Francisco Unified School District’s
calendar Monday through Friday from 7:30 a.m. to AM bell-time and PM bell-time to 6:00 p.m. Children participate in arts and crafts, STEAM, homework time, cooking, games, sports, and group activities. The After School Recreation Programs are licensed through the State Department of Education, Community Care Licensing. Our staff is experienced and trained in the areas of child development, supervision, recreation activities, First Aid and C.P.R.
Locations: Spruce Elementary School Ponderosa Elementary School (lic #410519010) (lic #410519011)
Monte Verde Elementary School Buri Buri Elementary School (lic #410518963) (lic #414002856)
Schedule Yearly Tuition Monthly Installment *
5 Days Before and After School Care $4310.00 $431.00
5 Days After School Care Only $3720.00 $372.00
3 Days Before and After School Care $2940.00 $294.00
3 Days After School Care Only $2550.00 $255.00
2 Days Before and After School Care $1960.00 $196.00
2 Days After School Care Only $1700.00 $170.00
Before School Care Only $1360.00 $136.00
*Fees subject to change Lottery applications will be accepted for the available spaces at the licensed After School
Recreation Programs at Buri Buri, Monte Verde, Ponderosa, and Spruce Elementary Schools. Currently enrolled participants in the childcare programs have a priority enrollment and the lottery will be for the general public registration process. We will accept lottery forms for the After School Recreation Programs from April 1- 11, 2021.
Families will be notified about their enrollment status during the week of April 19. Demand for our programs has overwhelmed the supply. After discussing a number of options, we decided this was the best way to maintain our current registration system. The drop off for will be open for several days; therefore, it will not matter at all when families submit their lottery
registration. For more information please visit www.ssf.net/childcare, call 650-875-6900 or email Laura Armanino, Supervisor [email protected] or Kimberly Morrison, Assistant Supervisor,
[email protected]
Ciudad del Sur San Francisco
Departamento de Parques y Recreación
PROGRAMAS DE RECREACIÓN DESPUÉS DE LA
ESCUELA CON LICENCIA
El Programa de Recreación Después de la Escuela está diseñado para niños en Kindergarten-quinto grado. El programa funciona de acuerdo con el calendario del Distrito Escolar Unificado de South San Francisco de lunes a viernes de 7:30 a.m. a 6:00 p.m. Los niños participarán en artes y manualidades, STEAM, tiempo de tarea, juegos, la cocina, deportes y actividades grupales. La Atención antes de la
escuela se ofrece en cada sitio de 7:30 a.m. a 8:30 a.m. Los Programas de recreación después de la escuela tienen licencia a través del Departamento de Educación del Estado, Licencias de Atención Comunitaria. Nuestro personal tiene experiencia y capacitación en las áreas de desarrollo infantil,
supervisión, actividades recreativas, Primeros Auxilios y C.P.R. Sitios:
Spruce Elementary School Ponderosa Elementary School (lic #410519010) (lic# 410519011) Monte Verde Elementary School Buri Buri Elementary School (lic# 410518963) (lic# 414002856)
Programar De Ano De Mes
5 Dias a la semana Antes y Despues de la escuela $4310.00 $431.00
5 Dias a la semana Solamente Despeus de escuela $3720.00 $372.00
3 Dias a la semana Antes y Despues de la escuela $2940.00 $294.00
3 Dias a la semana Solamente Despeus de escuela $2550.00 $255.00
2 Dias a la semana Antes y Despues de la escuela $1960.00 $196.00
2 Dias a la semana Solamente Despeus de escuela $1700.00 $170.00
Solamente 5 dias Antes de la escuela $1360.00 $136.00
Se aceptarán solicitudes de lotería para los espacios disponibles en los Programas de Recreación Después de la Escuela con licencia en las Escuelas Primarias Buri Buri, Monte Verde, Ponderosa y Spruce. Los participantes actualmente inscritos en los programas de cuidado infantil tienen una inscripción prioritaria y la lotería será para el proceso de registro público general. Aceptaremos formularios de lotería para los programas de recreación después de la escuela del 1 al 11 de abril de 2021. Se notificará a las familias sobre su estado de inscripción durante la semana del 19 de abril.
La demanda de nuestros programas ha sobrepasado la oferta. Después de analizar una serie de opciones, decidimos que esta era la mejor manera de mantener nuestro sistema de registro actual. La entrega para ambas loterías estará abierta por varios días; por lo tanto, no importará en absoluto
cuando las familias envíen su registro de lotería.
Para obtener más información, visita www.ssf.net/childcare llame al 650-875-6900 o envíe un correo electrónico a Laura Armanino, Supervisora [email protected] o Kimberly Morrison, supervisora asistente, [email protected]
City of South San Francisco
Department of Parks & Recreation
REAL Program
The R.E.A.L. (Recreation, Enrichment and Learning) After School Program is operated by the City of South San Francisco Department of Parks & Recreation, Childcare Division and funded by the State of California. The R.E.A.L. Program is located at Martin Elementary School and Los Cerritos Elementary School.
The purpose of our program is to expand learning beyond the school day and beyond classroom doors and walls. Our program compliments, supports and enhances daily classroom instruction. The program, while structured, provides staff and students with choices. Our program encourages creativity, imagination and flexibility. Our program focuses on creating educational projects that make learning fun. Students participate in a balance of individual activities, small and large group activities,
indoor and outdoor activities, and quiet as well as active play. Lottery applications will be accepted for the available spaces the REAL Programs at Los Cerritos and Martin Elementary Schools. Currently enrolled participants in the childcare programs have a priority enrollment and the lottery will be for the general public registration process. We will accept lottery forms for the After School Recreation Programs from April 1- 11, 2021. Families will be notified about their enrollment status during the week of April 19. For more information please contact Laura Armanino at 650-875-6900 or [email protected]
Programa REAL
El R.E.A.L. (Recreación, Enriquecimiento y Aprendizaje) Programa Después de Clases es operado por la Ciudad de South San Francisco Departamento de Parques y Recreación de la División de Cuidado de Niños de South San Francisco y financiados por el Estado de California. El Programa R.E.A.L se encuentra en la Escuela Primaria Martin y la Escuela Primaria Los Cerritos. El objetivo de nuestro programa es ampliar el aprendizaje más allá de la jornada escolar y más allá de las puertas del salón de clases y las paredes. Nuestro programa complementa, apoya y mejora la instrucción diaria en la clase. El programa, mientras estructurada, proporciona el personal y los estudiantes con opciones. Nuestro programa fomenta la creatividad, la imaginación y flexibilidad. Nuestro programa se centra en la creación de proyectos educativos que hacen divertido el aprendizaje. Los estudiantes participan en un balance de las actividades individuales, actividades en grupos pequeños y grandes, las actividades de interior y al aire libre, y tranquilidad, así como el juego activo.
Las solicitudes de lotería serán aceptadas para los espacios disponibles en los programas de recreación después de las programas reales en los Cerritos y las escuelas primarias de Martin. Los
participantes inscritos actualmente en los programas de cuidado de niños tienen una inscripción prioritaria y la lotería será para el proceso de registro público en general. Aceptaremos los formularios de lotería para los programas de recreación después de la escuela del 1-11 de abril de 2021. Se notificará a las familias sobre su estado de inscripción durante la semana del 19 de abril. Para obtener
Staff Report
DATE: February 16, 2021 TO: Parks and Recreation Commission
FROM: Deputy Director of Parks and Recreation SUBJECT: Co-Sponsorship Renewal Update
RECOMMENDATION It is recommended that the Parks and Recreation Commission receive an update the status of the
2021/22 Co-Sponsorship Agreements, and plans for fiscal year 2022/23.
BACKGROUND/DISCUSSION As explained at previous Parks and Recreation Commission meetings, understanding that COVID-
19 presents various challenges to each co-sponsored group as well as the personal lives of
individuals involved, the Department has been flexible in terms of granting an extension of the application deadline to co-sponsored groups. The following list identifies each group’s status. Fiscal Year 2021/22 Co-Sponsorship Updates Approved Applications
• Italian American Citizens Club
• South San Francisco Aquatics Club
• South San Francisco Mother's Club
• Historical Society of South San Francisco, Inc.
• SSF Youth Baseball Managers Association
• SSF Shetland Pinto Mustang Baseball
• SSF United Youth Soccer League Pending Review
• AARP Chapter 3156
• Ballet Folklorico of South San Francisco Staff are continuing to work with AARP and Ballet Folklorico leadership to complete their
applications. Unfortunately, staff has recently learned that AARP is likely to dissolve their local
chapter due to dwindling membership and the lack of any interest from its membership to serve in leadership roles.
Staff Report To: Parks and Recreation Commission Date: February 16, 2021 Subject: Co-Sponsorship Renewal Update Page: 2
Fiscal Year 2022/23 Co-Sponsorship Updates Each February, staff contact each group and begin preparing their next fiscal year’s co-sponsorship agreements. This year, due to the uncertainty COVID-19 continues to present and
limitations in staffing due to several key staff vacancies, staff is recommending that the Commission approve extension of each group’s current co-sponsorship status for the period of July 2021 through June 2022. Staff will continue to work with each group to ensure they complete the co-sponsorship agreement, which lays out membership and financial requirements for each group, and holds the City harmless from any liability, and securing updated insurance certificates
for each group.
By:
Greg Mediati Deputy Director of Parks and Recreation
Staff Report
DATE: February 16, 2021
TO: Parks and Recreation Commission
FROM: Recreation and Community Services Supervisor of Classes
SUBJECT: Recognition of Recreation Division Employees who are Retiring from the South San Francisco Parks and Recreation Department
RECOMMENDATION
It is recommended that the Parks and Recreation Commission recognize the Recreation Division employees who are retiring from the South San Francisco Parks and Recreation Department. BACKGROUND/DISCUSSION
Over the past few months, there have been a number of long-time Recreation Division employees who have announced their retirement from the Parks and Recreation Department and the City of
South San Francisco. These retirees are: Romeo Agloro, Mili Aranda, Anthony Balunsat, Helena
Saco, William “Gene” Thomas, and Paul Tuason. Romeo Agloro has been the Department’s Kenpo Eskrima instructor since 2001. He passionately taught lessons for both children and adults for 19 years. Romeo has always been a very passionate
instructor. Throughout his career, he has hosted karate tournaments, organized summer picnics for
his students and their families, performed during the City’s Day in the Park celebrations, Parks Alive/Streets Alive event, Asian Alliance events, as well as other City functions. He has created a family-like environment during his lessons and has even taught students how to break bricks with their hands and feet. It is worth noting Romeo was thoughtful enough to train his assistant throughout
his final few years of instruction to ensure the Kenpo Eskrima program could continue in South San
Francisco after his retirement.
Mili Aranda has taught Hawaiian Hula and Tahitian Dance since 2000. Her total time spent teaching with the City is 20 years! Mili originally began teaching at Terrabay Gymnasium but due to the
overwhelming popularity of her classes, had to be moved to the Social Hall in the Municipal Services
Building (MSB) to accommodate demand. Mili and her students have also performed at City events such as Day in the Park and Youth Art Shows, as well as hosting a bi-annual performance which would include live music, custom costumes of her own design, and delicious post-performance potlucks that made her class participants that much more vested in class and each other.
Staff Report To: Parks and Recreation Commission Date: February 16, 2021 Subject: Recognition of Recreation Division Employees who are Retiring from the South San Francisco Parks and Recreation Department Page: 2
Mili was also sure to train her assistant over the course of a few years to ensure Hawaiian Hula classes would be able to continue through the South San Francisco Parks and Recreation Department.
Anthony Balunsat has been working with the Department since 2006. He was a fixture at the
Terrabay Recreation Center where he coached many basketball and volleyball teams over the years. There were many seasons staff could not find enough coaches and Anthony was willing to “step up” and coach as many as three teams during a particular season. On the weekends, Anthony would open and close Terrabay for open gym basketball, badminton, as well as work the rental parties. Anthony
enjoyed working the middle school dances, Halloween Extravaganza, and assisted in the Junior Giants Program. The Parks and Recreation Department wants thank Anthony for all that he has done over the years for the City of South San Francisco and in particular our youth! Helena Saco has taught voice and piano classes since 2012. Her voice classes were for children and
young teens and she organized quarterly recitals for family and friends. Her piano classes always filled to capacity. Helena has been very great to work with as she was always very accommodating and flexible with management who found it challenging to accommodate all instructors and their needs when creating seasonal schedules. Helena was always a “team player” when working with others. Naturally, Helena was extremely patient and enthusiastic with young children, teens and was
very accepting of adults who were new beginners.
William “Gene” Thomas has been our Tai Chi and wellness instructor since 2005. He was a student in the SSF Tai Chi program for many years and when his former instructor asked Gene to take over his classes when he retired from the program, Gene took advantage. Gene built a community of Tai
Chi enthusiasts and classes were always filled to capacity. He was phenomenal at creating a warm, personable environment amongst his students. Gene served tea and snacks after each class to help build friendships and give students the opportunity to share their enjoyment of Tai Chi. Gene was also thoughtful enough to leave the program that he had built in capable hands upon his retirement from the City.
Paul Tuason has been working with the Parks and Recreation Department since 2007. You could see him most weekdays as a Building Attendant for classes, and on weekends working facility rentals at the Westborough Recreation Building. Paul learned from multiple supervisors (John Wong, Elaine Porter, Mike Mulkerrins, Erin O’Brien, and Devin Stenhouse) through his career and
was able to train any new staff that came aboard during his 13 years! Paul was also very valuable recently in the new outdoor programs that the Department offered during the pandemic. Paul will be moving to Arizona with his wife and two children.
By:
R. Devin Stenhouse
Recreation and Community Services Supervisor of Classes
PARKS AND RECREATION DEPARTMENT EVENT CALENDAR
Month: February 2021
Day Date Event Time Location
Monday 01
Tuesday 02
Wednesday 03
Thursday 04
Friday 05
Saturday 06
Sunday 07
Monday 08
Tuesday 09
Wednesday 10 City Council Meeting 7:00 p.m. MSB Council
Chambers
Thursday 11
Friday 12
Saturday 13
Sunday 14 CAC “Living in Virtual Times” Virtual Photography Show (February 14 – March 14, 2021) Virtual
Monday 15 Presidents Day/Program Closed
Tuesday 16 Parks & Recreation Commission meeting 7:00 p.m.
Wednesday 17
Thursday 18 Cultural Arts Commission meeting 6:30 p.m.
Friday 19
Saturday 20
Sunday 21
Monday 22 Spring Registration Begins
Tuesday 23
Wednesday 24 City Council Meeting 7:00 p.m. MSB Council
Chambers
Thursday 25
Friday 26
Saturday 27
Sunday 28
PARKS AND RECREATION DEPARTMENT EVENT CALENDAR
Month: March 2021
Day Date Event Time Location
Monday 01
Tuesday 02
Wednesday 03
Thursday 04 Friday 05
Saturday 06 Sunday 07
Monday 08 Tuesday 09
Wednesday 10 City Council Meeting 7:00 p.m.
MSB
Council Chambers
Thursday 11
Friday 12 Saturday 13 Sunday 14 Monday 15
Tuesday 16 Wednesday 17 Parks & Recreation Commission meeting 7:00 p.m.
Thursday 18
Friday 19 Cultural Arts Commission meeting 6:30 p.m.
Saturday 20 Sunday 21
Monday 22 Spring Session Classes Begin
Tuesday 23
Wednesday 24 City Council Meeting 7:00 p.m.
MSB
Council Chambers
Thursday 25
Friday 26 Saturday 27 Easter Egg Hunt
Modified
Sunday 28 Monday 29
Tuesday 30 Wednesday 31
PARKS AND RECREATION DEPARTMENT EVENT CALENDAR
Month: April 2020
Day Date Event Time Location
Thursday 01
Friday 02
Saturday 03
Sunday 04 Easter
Monday 05 Improving Public Places 5:30 p.m. Online Meeting
Tuesday 06
Wednesday 07
Thursday 08
Friday 09
Saturday 10
Sunday 11
Monday 12
Tuesday 13
Wednesday 14 City Council Meeting 7:00 p.m. Online Meeting
Thursday 15 Cultural Arts Commission
Online Meeting
Friday 16
Saturday 17
Sunday 18
Monday 19
Tuesday 20 Parks & Recreation Commission 7:00 p.m. Online Meeting
Wednesday 21
Thursday 22
Friday 23
Saturday 24
Sunday 25
Monday 26
Tuesday 27
Wednesday 28 City Council Meeting 7:00 p.m. Online Meeting
Thursday 29
Friday 30 Arbor Day
CITY OF SOUTH SAN FRANCISCO
INTEROFFICE MEMORANDUM
DATE: January 21, 2021
TO: Mayor, Vice Mayor and Councilmembers
FROM: Greg Mediati, Deputy Director of Parks and Recreation
SUBJECT: Response to Councilmember Coleman’s Request for Information on Childcare
and Universal Preschool
On Wednesday, January 6, 2021, Parks and Recreation staff members met with Councilmember James Coleman at his request to discuss the topic of universal preschool and inform Councilmember Coleman about the City’s Childcare Program. A copy of the PowerPoint
presentation reviewed at that meeting is available in Attachment 1. At the end of that meeting,
Councilmember Coleman requested the information further described in this report. Staff is sharing these resources to the extent that it may be informative to all City Council. Approximate number of children enrolled in the Parks and Recreation Department Childcare Program by program type (pre-COVID)
Program Number of children served yearly
Preschool 134
Licensed After School Programs 510
REAL Program (ASES Grant Funded) 110
Season Camps (Summer, Winter, Spring) 650 Full of Fun Camp 40
Total 1444
Parks and Recreation Department Waiting List Information – Preschool Age Programs
The Parks and Recreation Department’s Classes Program operates a variety of educational and recreational classes for preschool-aged children such as Music Time with Theresa, Kinder Tots, and Pre-Karate. Classes range in length and frequency, from meeting for 45 minutes, once a week
to three hours at a time, three days per week. Class registration occurs on a quarterly basis on the
same schedule as other recreation classes being offered to all ages. The waiting list for preschool age classes typically range from two to 20 participants. There is no cost to join a waiting list for a recreation class.
Bi-Weekly Update
January 21, 2021
Page 2 of 2
The City’s licensed preschool operated through the Childcare Program has a waiting list with over
700 children on it and represents interest in enrolling in Siebecker, Westborough, and/or Little Steps Preschool. This list does not necessarily represent a family’s need for childcare as some of the children on the list may be enrolled in other programs. There is a $31 fee to join the waiting list.
Other Childcare Providers in SSF At Councilmember Coleman’s request, staff has assembled a list of licensed childcare operators in South San Francisco, available in Attachment 2. In addition to the City-operated childcare programs, there are:
• 26 Licensed Preschool Center Providers
• 7 Licensed Infant Center Providers
• 3 Licensed After School Program Providers
• 31 Licensed Childcare Home Providers Some of these providers may be all at one location and run combination centers for a variety of
age groups, i.e. Genentech. The list above does not include license-exempt programs like the Boys and Girls Club, who operate programs at their Orange Avenue Clubhouse, Sunshine Gardens Elementary School, and Paradise Valley. It also does not include South San Francisco Unified School District after school programs that operate on three campuses (Buri Buri, Junipero Serra, and Skyline) and are also exempt from licensing. Due to COVID-19, many childcare programs
listed in Attachment 2 may not be operating at this time. Additional Resources (Attachment 3) South San Francisco Profile: Childcare Supply and Demand Summary - 2015 and
2025 by Brion Economics, June 2016 (Attachment 4) San Mateo County Universal Preschool Feasibility Study by Health and Human Services Consultants of Southern California, October 2002
City of South San Francisco
Childcare Division
Attachment 1
Page 1
City-Operated Childcare
Programs
~1400+ children and young adults
3 licensed preschools
4 licensed before and after school programs
Two grant-funded R.E.A.L. (Recreation,
Enrichment, and Learning) (ASES) Programs
Seasonal Camps (Winter, Spring, Summer)
Full of Fun Program
Operating Budget: Expense $3.8 million
Revenue $3.0 million 80% cost covering
Attachment 1
Page 2
Preschool Programs
Licensed Preschool Capacity/
COVID capacity
Full Day Monthly
Fee
(Resident/Non-Resident)
Siebecker Preschool
(510 Elm Court)55 20 $652 / $729
SMC Average $1821Westborough Preschool
(2380 Galway Drive)59 20
Little Steps Preschool
(520 Tamarack Lane)
BIG LIFT PROGRAM
20 10
Sliding scale based on
family size and income.
Grant-funded by the Big
Lift $220,000
Year round
Monday – Friday
7:30 a.m. – 6:00 p.m.
Waiting list 700+ families
Attachment 1
Page 3
Licensed After School Programs
7:30 am – Bell time, Bell time – 6:00 pm
COVID Expanded Learning hours
Monday – Friday, 7:30 a.m. – 6:00 p.m.
Licensed After School
Program
Capacity/ COVID
capacity
Monthly Fee
(Resident/Non-Resident)
Buri Buri After School
Program 130 24
$431
5 days Before/After
$372
5 days After only
RMR average $499
Monte Verde After School
Program 200 24
Ponderosa After School
Program 150 24
Spruce After School
Program 30 10
Attachment 1
Page 4
REAL Program (ASES)
REAL Program Capacity/
COVID capacity
Fee
Los Cerritos REAL
Program 55 12
FREE
Suggested donation of
$30 per month
Grant amount
$247,695.08
Martin REAL Program 55 24
Community Learning
Center Homework Club 75 40
Bell time – 6:00 pm
COVID Expanded Learning hours
Monday – Friday 7:30 a.m. – 6:00 p.m.
Grant partner with the SSFUSD
Attachment 1
Page 5
Full of Fun Program
Full of Fun Camp offers a day camp for teens and young adults
with special needs that allows them to just “hang out” with their
non-disabled peers. The camp is designed with teen volunteers
as an integral component. Everyone participates in all aspects of
the camp together. 3 weeks during the summer $200 per week
Nights of Fun- Once a Month evening social program $5
Attachment 1
Page 6
Seasonal & Summer Camp Program
Traditional Camp & Specialty Camp -Kindergarten up to 12 years
Teen Camp- 13 & 14 year olds
•10 one-week sessions
•7:30 a.m. to 6:00 p.m.
•3 Locations- Joseph Fernekes Building, Terrabay and School Site
•Over 300 children served each week
•Traditional Camp $181 res $211 non res
•Specialty Camp $211 res $253 non res
•Teen Camp is at one location.
Seasonal Camps for Winter & Spring Break $36 res/$41 non res per
day at one location
Attachment 1
Page 7
Preschool Classes
Preschool Classes Capacity Typical Schedule
Tiny Tot Ultimate
STEAM
10 •Th @ 1:15pm-2:00pm
Kinder Class 16 •M & W @ 9am-10:30am
•M & W @11am-12:30pm
Kinder Tots 16 •T & Th @ 9am-10:30am
Pre-Kinder Learners 15 •M,W & F @ 9am-12pm
•T & Th @ 9am-12pm
Class registration occurs on a quarterly basis and
typically fill to capacity. Schedules may vary.
Attachment 1
Page 8
Childcare Staff Salary
Position Starting
Salary
Classification
Recreation Leader I $15.00 Part Time hourly
Recreation Leader II $16.20 Part Time hourly
Recreation Leader III $18.10 Part Time hourly
Recreation Leader IV $19.50 Part Time hourly
Preschool Teacher 1 $21.45 Part Time hourly
Preschool Teacher 2 $23.59 Part Time hourly
Preschool Teacher 1 $22.09 Full Time benefit
Preschool Teacher 2 $24.30 Full Time benefit
Attachment 1
Page 9
Concentration of Children
on the Preschool Waiting
List
Attachment 1
Page 10
Concentration of Childcare
Program Area Participants
Attachment 1
Page 11
SSF Profile: Child Care Supply and
Demand Summary – 2015
(Supply and demand analysis by Brion Economics, Inc. (June 2016)
Attachment 1
Page 12
SSF Profile: Child Care Supply and
Demand Summary – 2025
(Supply and demand analysis by Brion Economics, Inc. (June 2016)
Attachment 1
Page 13
San Mateo County Child Care
Needs Assessment 2017
South San
Francisco
Profile
San Mateo
County
Profile
Attachment 1
Page 14
Childcare Impact Fee
Impact fee established by City Ordinance 20.310 in 2010
The revenues raised from developments to fund:
Building new childcare facilities;
Expanding existing childcare facilities;
Leasing existing commercial space;
Establishing new family childcare homes and expanding
spaces at existing family childcare homes;
Creating new childcare spaces within the City Parks,
Recreation and Community Services Department
Balance is currently ~$6.1 million
Attachment 1
Page 15
Learning Through Play Philosophy
Learning through play empowers children to become creative, engaged, lifelong learners. It occurs through joyful, actively engaging , meaningful and socially interactive experiences.
It supports overall healthy development, acquisition of both content (i.e. math) and learning to learn skills (i.e. executive functions)
Puzzles require abstract thinking: the ability to see a space and envision what belongs there. Puzzles also require fine-motor control in order to place the pieces into place.
Cooperative play develops social skills, and social competence is an underlying goal of early childhood education. Children learn to contribute to joint efforts, how to problem solve by working together to find a solution.
Dramatic play encourages children to think abstractly, which is an important pre-reading skill. Children come to understand that words represent ideas
Blocks help children learn scientific, mathematical, art, social studies, and language concepts; use small-motor skills; and foster competence and self-esteem.
Art projects develop fine motor skills, pre-reading and pre-math skills, scientific methods through trial and error.
Cooking is a basic life skill, it fosters a sense of competence and independence. Math and science skills are part of the process as things are measured and change forms.
Attachment 1
Page 16
Countywide Initiatives
The Big Lift (thebiglift.org)
The Big Lift, San Mateo County’s nationally recognized initiative to ensure that all children are proficient readers by third grade. SSF Collaborative includes City of SSF, SSFUSD, Peninsula Family Services, Institute for Human and Social Development.
4 Pillars
• School readiness and aligned pre K-3 system new and enhanced preschool spaces
• Family engagement
• Attendance matters
• Inspiring summers
Attachment 1
Page 17
Build Up SMC
Build Up San Mateo County (buildupsmc.com) is a initiative
designed to grow and improve the supply of child care and
preschool facilities in San Mateo County through advocacy, strategic
partnerships, and making childcare and early learning
conversations a priority. It was established to alleviate the childcare
shortage in San Mateo County. This coalition relies on partnerships
with city officials, developers, employers, school districts, and
others to bring creative solutions for childcare and early learning
facilities to the table in broader city planning conversations.
Attachment 1
Page 18
Future
Childcare Master Plan/ Task Force
Westborough area Preschool
construction project
Attachment 1
Page 19
Licensed Childcare Centers in South San Francisco
January 10, 2021
Facility Type Facility Name Licensee Telephone
Number Facility Address Facility
Capacity
1 DAY CARE CENTER 2ND GENERATION CABOT (PS)BRIGHT HORIZONS CHILDREN'S
CENTERS LLC
(650) 225-3666 342 ALLERTON AVE 264
2 DAY CARE CENTER ALL SOULS PRESCHOOL ROMAN CATHOLIC
ARCHBISHOP OF S.F., A CORP.
SOLE
(650) 871-1751 479 MILLER AVENUE 24
3 DAY CARE CENTER BUILDING KIDZ OF SSF,
INC.(PRESCHOOL)
BUILDING KIDZ OF SSF, INC.(650) 837-9348 600 GRAND AVENUE 54
4 DAY CARE CENTER CSSF PRESCHOOL PROGRAM -
LITTLE STEPS
CITY OF SOUTH SAN
FRANCISCO
(650) 875-6900 520 TAMARACK LANE 20
5 DAY CARE CENTER CSSF REC DEPT-SIEBECKER
CENTER
CITY OF S.S.F.-DEPT. OF
RECREATION & COMM'TY
SVCS.
(650) 875-6979 510 ELM COURT 55
6 DAY CARE CENTER CSSF REC DEPT-
WESTBOROUGH PRESCHOOL
CITY OF SOUTH SAN
FRANCISCO
(650) 875-6980 2380 GALWAY 99
7 DAY CARE CENTER EARLY YEARS, THE EARLY YEARS, THE (650) 588-7525 371 ALLERTON AVENUE 90
8 DAY CARE CENTER FRIENDS TO PARENTS, INC.FRIENDS TO PARENTS, INC.(650) 588-8212 2525 WEXFORD 128
9 DAY CARE CENTER GATEWAY CHILD CARE CENTER
- PRESCHOOL
YMCA OF SAN FRANCISCO (650) 873-8145 559 GATEWAY BOULEVARD 75
10 DAY CARE CENTER GENENTECH 2ND GENERATION
@ ALLERTON
BRIGHT HORIZONS CHILDREN'S
CENTERS, LLC
(650) 225-3666 444 ALLERTON AVENUE 430
11 DAY CARE CENTER GENIUS LEARNING GENIUS LEARNING (650) 826-9926 1165 EL CAMINO REAL 35
12 DAY CARE CENTER GOLDEN STATE PRESCHOOL INTELLIGENT LEARNING (415) 990-1354 374 CATHERINE DRIVE 48
13 DAY CARE CENTER HILLSIDE CHRISTIAN ACADEMY
(PS)
HILLSIDE CHURCH OF GOD -
ASSOC OF CHURCH OF GOD
(650) 588-6860 1415 HILLSIDE BLVD 90
14 DAY CARE CENTER IHSD, INC-SOUTH SAN
FRANCISCO HEAD START
CENTER
INSTITUTE FOR HUMAN &
SOCIAL DEVELOPMENT, INC,
THE
(650) 368-1728 825 SOUTHWOOD DRIVE 80
15 DAY CARE CENTER LET'S PLAY IN SPANISH SUSY DORN PRODUCTIONS LLC (650) 763-1575 800 GRAND AVENUE 45
16 DAY CARE CENTER LITTLE HUGS PRESCHOOL LITTLE HUGS PRESCHOOL (650) 869-4847 740-A DEL MONTE AVENUE 36
17 DAY CARE CENTER MILLS MONTESSORI SCHOOL MILLS MONTESSORI, INC.(650) 616-9000 1400 HILLSIDE BLVD.120
Attachment 2
Page 1
Licensed Childcare Centers in South San Francisco
January 10, 2021
Facility Type Facility Name Licensee Telephone
Number Facility Address Facility
Capacity
18 DAY CARE CENTER MINIVERSE MANAGED BY
BRIGHT HORIZONS
BRIGHT HORIZONS CHILDRENS
CENTERS LLC
(650) 583-8839 279 EAST GRAND AVENUE 46
19 DAY CARE CENTER PARKSIDE DAY SCHOOL PARKSIDE LEARNING
CORPORATION
(650) 866-3777 301 EL CAMINO REAL 97
20 DAY CARE CENTER PFS- LEO J. RYAN CDC (PS)PENINSULA FAMILY SERVICE (650) 952-6848 1200 MILLER AVENUE 72
21 DAY CARE CENTER SSFUSD CHILDREN'S CENTER
PRESCHOOL
SSFUSD CHILDREN'S CENTER
PRESCHOOL
(650) 827-8400 530 TAMARACK LANE 105
22 DAY CARE CENTER SSFUSD HILLSIDE CHILD
DEVELOPMENT CENTER
SOUTH SAN FRANCISCO
UNIFIED SCHOOL DISTRICT
(650) 877-8720 1400 HILLSIDE BOULEVARD 72
23 DAY CARE CENTER SSFUSD MARTIN CHILD
DEVELOPMENT CENTER
SOUTH SAN FRANCISCO
UNIFIED SCHOOL DISTRICT
(650) 827-2812 35 SCHOOL STREET 23
24 DAY CARE CENTER STUDY BUDDIES PRESCHOOL STUDY BUDDIES LLC (650) 583-2803 230 SOUTH SPRUCE AVE.,
SUITE A
45
25 DAY CARE CENTER TEMPORARY TOT TENDING #3 TEMPORARY TOT TENDING INC (650) 588-0128 350 DOLORES WAY 56
26 INFANT CENTER 2ND GENERATION CABOT (INF)BRIGHT HORIZONS CHILDREN'S
CENTERS LLC
(650) 225-3666 342 ALLERTON AVE 108
27 INFANT CENTER BUILDING KIDZ OF SSF, INC.
(INFANT)
BUILDING KIDZ OF SSF, INC.(650) 837-9348 600 GRAND AVENUE 25
28 INFANT CENTER FRIENDS TO PARENTS, INC.FRIENDS TO PARENTS, INC.(650) 588-8212 2525 WEXFORD AVENUE 51
29 INFANT CENTER GATEWAY CHILD CARE CENTER
- INFANT
YMCA OF SAN FRANCISCO (650) 873-8145 559 GATEWAY BOULEVARD 36
30 INFANT CENTER GENENTECH 2ND GENERATION
@ ALLERTON
BRIGHT HORIZONS CHILDREN'S
CENTERS, LLC
(650) 225-3666 444 ALLERTON AVENUE 199
31 INFANT CENTER IHSD, INC-BADEN INFANT
CENTER
INSTITUTE FOR HUMAN &
SOCIAL DEVELOPMENT, INC,
THE
(650) 737-5748 825 SOUTHWOOD DRIVE 9
32 INFANT CENTER MINIVERSE MANAGED BY
BRIGHT HORIZONS
BRIGHT HORIZONS CHILDRENS
CENTERS LLC
(650) 583-8839 279 EAST GRAND AVENUE 18
33 SCHOOL AGE DAY
CARE CENTER
2ND GENERATION CABOT (SA)BRIGHT HORIZONS CHILDREN'S
CENTERS LLC
(650) 225-3666 342 ALLERTON AVE 70
Attachment 2
Page 2
Licensed Childcare Centers in South San Francisco
January 10, 2021
Facility Type Facility Name Licensee Telephone
Number Facility Address Facility
Capacity
34 SCHOOL AGE DAY
CARE CENTER
CSSF REC DEPT - BURI BURI
AFTER SCHOOL PROG. (SA)
CITY OF SOUTH SAN
FRANCISCO
(650) 875-6900 325 DEL MONTE AVE 130
35 SCHOOL AGE DAY
CARE CENTER
CSSF REC DEPT-PONDEROSA
AFTER SCHOOL REC PROGRAM
CITY OF SOUTH SAN
FRANCISCO
(650) 873-1096 295 PONDEROSA ROAD 160
36 SCHOOL AGE DAY
CARE CENTER
CSSF REC DEPT-SPRUCE AFTER
SCHOOL REC PROGRAM
CITY OF SOUTH SAN
FRANCISCO
(650) 873-0924 501 SPRUCE AVENUE, RM. B3 30
37 SCHOOL AGE DAY
CARE CENTER
CSSF REC DET-MONTE VERDE
AFTER SCHOOL REC PROGRAM
CITY OF SOUTH SAN
FRANCISCO
(650) 742-0613 2551 ST. CLOUD DRIVE 200
38 SCHOOL AGE DAY
CARE CENTER
GENENTECH 2ND GENERATION
@ ALLERTON
BRIGHT HORIZONS CHILDREN'S
CENTERS, LLC
(650) 225-3666 444 ALLERTON AVENUE 60
39 SCHOOL AGE DAY
CARE CENTER
PFS- CLUB LEO J. RYAN (SA)PENINSULA FAMILY SERVICE (650) 952-6848 1200 MILLER AVENUE 72
Attachment 2
Page 3
Licensed Home Childcare Providers in South San Francisco
January 15, 2021
Facility Name Telephone Number Facility Capacity
1 ABDULLAH, SAIMA B.(650) 267-0065 14 (addresses are not available
2 ALEMAN, IRENE & QUINTEROS, MISAEL (650) 871-1724 14 for home childcare providers)
3 ALVARADO, ZENEYDA (650) 892-9036 14
4 AQUINO, ANNABELLE (650) 734-6514 14
5 AVILA, AMERICA P.(650) 952-3537 14
6 BENAVIDES, MARIA A.(650) 745-8572 14
7 BLAS-PARTIDA, MARIA DEL ROCIO (650) 271-8494 14
8 CALVIO, LIGIA R.(650) 877-1570 14
9 CHAVEZ DE CERDA, ESTELA M.(650) 583-5201 14
10 CRUZ DE JAURIGUI, EVA E.(650) 589-8252 14
11 CRUZ, CHRISTIE T.(650) 278-6163 14
12 FLORES,MARIA DOLORES (650) 873-7232 14
13 FRUHINSHOLZ, MAGALIE (650) 576-8895 14
14 GAMBLE, LILIA (650) 952-8490 12
15 GARCIA, SCARLET JANETH (650) 794-1423 14
16 HERNANDEZ, ALOU (650) 875-0900 14
17 HOULIHAN, CHRISTINA M.(650) 727-2326 14
18 JEFFEL, ISABEL (650) 873-4204 14
19 LANZA, SANDRA (650) 871-7945 14
20 LASAT, JOCELYN L.(650) 873-5744 14
21 LOPEZ, JACQUELINE (650) 754-6843 14
22 MARQUES, ROSALIA (415) 573-6577 14
23 MARTINEZ, MARIA G.(650) 580-1326 14
24 NAVARRETE, GLORIA L.(650) 873-6956 12
25 OLSEN-DONIO,ROSSANNA M.(650) 994-2540 14
26 PACHECO-VILLAROSA, TERESA (650) 952-3432 14
27 PLATA, JOSEFINA D.(650) 871-1832 14
28 POZZI, CAMILLE M.(650) 588-2749 14
29 VEDAR, JOY VICTORIA & ELIZER B.(650) 755-8536 14
30 YANG, JIA LING (415) 260-1252 14
31 ZHANG, MIAO HONG (415) 837-8328 14
Attachment 2
Page 4
707.494.6648 | [email protected] | www.brionecon.com
CITY OF SOUTH SAN FRANCISCO PROFILE
Child Care Supply and Demand Summary–
2015 and 2025
Prepared for:
San Mateo County Human Services Agency
with
First 5 San Mateo County
and
Child Care Partnership Council of San Mateo County
Prepared by
Brion Economics, Inc.
June 2016
Attachment 3
City of South San Francisco Child Care Supply and Demand Summary
June 2016
Prepared by Brion Economics, Inc. 1
CITY OF SOUTH SAN FRANCISCO CHILD CARE SUMMARY
Brion Economics, Inc. has been retained by the Human Services Agency of San Mateo County, in
partnership with First 5 of San Mateo County and Child Care Partnership Council of San Mateo County,
to conduct a countywide study of child care facilities needs for children ages 0 to 4 years old. This
summary presents one part of the study effort that is identifying the current and future need for child
care facilities by city, or what we call supply and demand analysis.1
DEMOGRAPHICS
City of South San Francisco 2015 2025 Net Change
Total Population 67,400 75,000 7,600
Total Employees 47,380 51,760 4,380
Total Children 0 to 4 Years Old 4,156 4,625 469
Children Under 2 Years Old 1,649 1,835 186
Children 2 to 4 Years Old 2,507 2,790 283
Children 0 to 4 as % of Total Population 6.2% 6.2% 6.2%
CHILD CARE SUPPLY AND DEMAND AS OF 2015
Child Care Facilities/Providers: 35 with 21 Family Child Care Homes and 14 Child Care Centers
2015 Estimated Supply
Age of Children FCCH Spaces Center Spaces # of Spaces % of Supply
Under 2 Years Old 252 400 652 22%
2 to 4 Years Old 317 1,966 2,283 78%
Total Supply 569 2,366 2,935 100%
2015 Estimated Demand for Licensed Spaces
Age of Children # of Spaces Needed % of Demand
Under 2 Years Old 755 23%
2 to 4 Years Old 2,588 77%
Total Demand 3,343 100%
2025 Estimated Demand for Licensed Spaces
Age of Children # of Spaces Needed % of Demand
Under 2 Years Old 835 23%
2 to 4 Years Old 2,874 77%
Total Demand 3,709 100%
1 Note: Totals may be off slightly due to rounding.
Attachment 3
City of South San Francisco Child Care Supply and Demand Summary
June 2016
Prepared by Brion Economics, Inc. 2
Distribution of Existing Supply:
569 , 19%
2,366 , 81%
Breakdown of Child Care Spaces by Type of Provider ‐
2015
FCCHs Child Care Centers
652 , 22%
2,283 , 78%
Child Care Supply by Age Group ‐ 2015
Under 2 Years Old 2 to 4 Year Olds
Estimated Shortage of Child Care Spaces at 2015 and 2025
Age of Children
Shortage of
Spaces ‐ 2015
% of Demand
Met ‐ 2015
Shortage of
Spaces ‐ 2025
% of Demand
Met ‐ 2025
Under 2 Years Old (103)86%(183)78%
2 to 4 Years Old (306)88%(591)79%
Total Shortage/(Surplus)(408)88%(775)79%
Attachment 3
City of South San Francisco Child Care Supply and Demand Summary
June 2016
Prepared by Brion Economics, Inc. 3
Summary of Results: South San Francisco supply and demand for child care by age in 2015 and
at 2025
755
2,588
3,343
652
2,283
2,935
(103)
(306)(408)
(1,000)
(500)
0
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
Under 2 Years Old 2 to 4 Years Old Total 0 to 4 Years OldNumber of Child Care SpacesChildren by Age Group
Supply and Demand for Child Care in South San Francisco ‐ 2015
Demand Supply Surplus/(Shortage)
835
2,874
3,709
652
2,283
2,935
(183)
(591)(775)(1,000)
(500)
0
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
Under 2 Years Old 2 to 4 Years Old Total 0 to 4 Years OldNumber of Child Care SpacesChildren by Age Group
Supply and Demand for Child Care in South San Francisco
2025
Demand Supply Surplus/(Shortage)
Attachment 3
City of South San Francisco Child Care Supply and Demand Summary
June 2016
Prepared by Brion Economics, Inc. 4
SUMMARY OF METHODOLOGY
Total population figures are based on ABAG’s Projections 2013 for 2015 and 2025. Population
data from the 2010 U.S. Census is used to estimate children by age.
In calculating demand for child care for infants (under two years old), labor force participation
rates are applied to the total number of infants. Of those infants with working parents, it is
assumed that 37% require licensed child care.
For children ages two to four years old, labor force participation rates are applied only to two
year olds, and it is assumed that 75% of two year olds with working parents require licensed
care.
For children ages three and four years old, it is assumed that 100% require licensed care. This is
in support of universal preschool policies adopted in the County. Labor force participation rates
and demand factors are not applied to three and four year olds so they are all included.
Employee demand for child care is also included in this analysis. Using the U.S. Census Journey‐
to‐Work data (2006‐2008 and 2006‐2010), the number of employees that work in each
city/area and reside outside of San Mateo County is calculated. It is assumed that 3.0% of these
employees commuting from outside the county require child care in the city/area where they
work. This total demand is split 40% for infant spaces and 60% for preschool spaces, based on
the overall breakdown of infants and preschool age children in San Mateo County.
Attachment 3
...specializing in service systems for children and families.
Health & Human Services Consultants
of Southern California
8662 Robles Drive
San Diego, CA 92119
Phone: (619) 668-0436
Fax: (619) 668-0436
[email protected]
San Mateo County
Universal Preschool Feasibility Study
Phase V: Three Scenarios -- Steps to Getting
Started
Report Prepared by:
Health and Human Services Consultants
of Southern California
October 2002
Betty Z. Bassoff, D.S.W.
Barrie K. Owens, B.S.
A Report from the Center for Health Improvement
For the San Mateo County Children and Families First Commission
Funded by the David and Lucile Packard Foundation
Attachment 4
UNIVERSAL PRESCHOOL FEASIBILITY STUDY: i
PHASE V: Three Scenarios – Steps to Getting Started
ACKNOWLEDGEMENTS
We wish to acknowledge the help and advice of the many people in San Mateo County who gave
generously of their time to provide the information required in shaping the scenarios for this final
section. In particular we would like to acknowledge:
A special thanks to Kris Perry, Executive Director and Jessica Mihaly, School Readiness
Coordinator, San Mateo Children and Families First Commission, for their invaluable
suggestions throughout the process of carrying out the feasibility study.
Barbara Applegate State Preschool Coordinator, San Mateo County Office of Education
Maureen Borland Director, San Mateo Human Services Agency
Peter Burchyns Instructional Services Administrator, San Mateo County Office of Education
Tom Cole Consultant, California Department of Education, Child Development Division
Marcy Conn Program Manager, Child Care Facilities Expansion Fund, Child Care Coordinating
Council
Donna Gay Director, R & R Services, Child Care Coordinating Council
Marianne Harrison Director, Parent Services, Child Care Coordinating Council
Amy Liew Executive Program Director, Institute for Human and Social Development (Head
Start)
Jeanie McLoughlin Coordinator, Child Care Partnership Council, San Mateo Office of Education
Paul Miller Executive Director, Kidango Child Care Services
Louise Piper Coordinator of Child Care Services, College of San Mateo
Jennifer Sedbrook Executive Director, Peninsula Partnership for Children, Youth and Families
Ann Sims Executive Director, Bayshore Child Care Services
Terry Miller Administrator, Funding, Allocation and Administrative Services Unit, California
Department of Education, Child Development Division
Laura Strachan Child Care Manager, Human Services Agency
Attachment 4
UNIVERSAL PRESCHOOL FEASIBILITY STUDY: ii
PHASE V: Three Scenarios – Steps to Getting Started
TABLE OF CONTENTS
Acknowledgements………………………………………………………………i
List of Tables…………………………………………………………………………… iii
List of Figures…………………………………………………………………………... iii
Executive Summary…………………....……………………………………………...... iv
Introduction………………………………………………………………………….… 1
I. Terms and Operating Assumptions...................…...……………………………… 2
1. Definition of Terms………….………………………………………………….. 2
2. Operating Assumptions......................................................................................... 3
II. Estimated Program Costs…...………….………………………………………… 7
1. Explanation of Costs……………………………………………………………. 8
III. Three Possible Scenarios………………………...………….…………………… 11
1. Funding Assumptions for Three Scenarios……………………………..………. 11
2. Scenario A: Community-Based Wrap Around Program Expansion…..………. 12
3. Scenario B: State Funded Preschools, Head Start and School-Linked
Programs as Core………………………………………………………………..
18
4. Scenario C: Expanded Voucher Payment System……………………………... 24
IV. Commentary……………………………………...………….…………………… 30
V. Steps to Getting Started………………………...………….…………………… 32
Step 1 32
Step 2 33
Step 3 33
Step 4 34
Step 5 35
Step 6 35
Step 7 35
Step 8 35
VI. Conclusions………………..……………………...………….…………………… 37
Endnotes….………………………………………………………………………….…. 39
Attachment 4
UNIVERSAL PRESCHOOL FEASIBILITY STUDY: iii
PHASE V: Three Scenarios – Steps to Getting Started
LIST OF TABLES
1. Table 1: Program Costs………………..……..………………………………... 7
2. Table 2: Licensed Family Child Care Rates: Preschooler (full-time)…………. 9
3. Table 3: Cost of a Fully Implemented Universal Preschool Initiative –
Scenario A………………………………………………………………………
16
4. Table 4: Cost of a Fully Implemented Universal Preschool Initiative –
Scenario B……………………………………………………………………….
22
5. Table 5: Cost of a Fully Implemented Universal Preschool Initiative –
Scenario C……………………………………………………………………….
27
6. Table 6: Detailed Cost Estimate for Scenario C…………………..…………… 28
7. Table 7: A Comparison of Three Scenarios by Program Elements………….… 31
LIST OF FIGURES
1. Figure 1: Scenario A: Proposed Organizational Chart…………………….….. 15
2. Figure 2: Scenario B: Proposed Organizational Chart…………………….….. 21
3. Figure 3: Scenario C: Proposed Organizational Chart…………………….….. 26
Attachment 4
UNIVERSAL PRESCHOOL FEASIBILITY STUDY: iv
PHASE V: Three Scenarios – Steps to Getting Started
EXECUTIVE SUMMARY
The feasibility study, commissioned by the Center for Health Improvement on behalf of the San
Mateo Children and Families First Commission and funded by the David and Lucile Packard
Foundation, was carried out in five phases by Health and Human Services Consultants of
Southern California. The phases consisted of the following:
X Phase I. Universal Preschool: A Review of the Literature
X Phase II. Key Informant Study
X Phase III. Environmental Scan
X Phase IV. Funding Universal Preschool
X Phase V. Three Scenarios – Steps to Getting Started
This executive summary reports on the final phase, where the focus has been placed on choices
for implementation which arise from the findings of the first four parts of the study. Three
scenarios are presented for deliberation and review, each building on what is already in place but
using different strategies. The scenarios have been costed out for full implementation; a 10%
annual expansion goal is suggested for implementing the new initiative, which has been costed
out in Scenarios A and B.
A set of operating assumptions is articulated at the outset, for use in setting expectations for
program development and determining which of the options would achieve the greatest success.
Following the construction of the scenarios a grid was developed, based on defining program
elements derived from the first phase national literature review of Universal Preschool
initiatives. Finally, next steps to be taken summarize activities towards implementation of a plan
for the county. The three scenarios were presented at a stakeholder meeting held on September
19th, 2002, followed by discussion of how these options could be used in the ensuing process of
creating a plan for San Mateo.
A Set of Operating Assumptions
X The program would include four-year-olds only in the initial phase.
Attachment 4
UNIVERSAL PRESCHOOL FEASIBILITY STUDY: v
PHASE V: Three Scenarios – Steps to Getting Started
X The Universal Preschool program would be voluntary.
X The parents would be offered choice.
X Existing early care and education facilities would be used to the extent possible.
X A phased-in approach would be used.
X Highest priority would be given to four-year-olds who have not had prior experience in a
formal, curriculum-based program (estimated to be 50% of all children entering
kindergarten).
X Publicly funded resources would be expanded by increasing the number and size of programs
which serve four-year-olds, pooling funding streams where possible and enrolling part and
full-paying preschoolers in all programs where it is possible.
X Universal Preschool issues would be included in all policy and planning forums which focus
on School Readiness.
X All elementary schools, in districts with populations large enough to support the enrollment,
would be urged to offer at least one state-funded or school-linked preschool program.
X All possible private funding sources (grants, contracts, other) would be explored to expand
existing services, paying special attention to underserved populations and communities, and
the need for full-time care for working parents.
X Funded programs would be supported in the expansion of services to offer part and full-time
spaces wherever possible, to meet the needs of working parents.
X “Wrap-around” child care services operated by community child care providers would be
promoted, and linked with part-day preschool programs.
X Movement towards achieving the clearly articulated (desired) goal of serving all four-year-
olds could be reached by continually expanding and making connections between the parts of
the existing system, directed at improving quality and meeting family needs.
X Collaborative planning for early care and education services at the community level would be
supported.
X All key stakeholders would be engaged in the planning and governance of the county-wide
plan.
X All funded programs would agree to participate fully in ongoing trainings which will
promote school readiness through their curriculum and environment, to share resources such
Attachment 4
UNIVERSAL PRESCHOOL FEASIBILITY STUDY: vi
PHASE V: Three Scenarios – Steps to Getting Started
as mental health/special needs consultation, curriculum materials, parent education resources
etc., and to collaborate in expanding services.
Three Scenarios
The three scenarios offered for deliberation are the following:
n Community-Based Wrap-Around Program Expansion
In this scenario, the Peninsula Partnership for Children, Youth and Families would be the lead
agency, in its relationship to the nine Community Collaboratives which include 70% of San
Mateo County’s entering kindergarten children, and also include all major cities. Planning for
expansion of existing early care and education centers and family child care homes for four-year-
olds would be assumed by the collaboratives in partnership with the lead agency. A Request for
Proposals would offer the collaboratives the opportunity to apply for funds to expand existing
programs, create new programs, subsidize low-income families and children with disabilities,
and develop partnerships for wrap-around services needed for working families. The Peninsula
Partnership Council would serve as the governance body, with the addition of the business
sector. The County Office of Education could be linked in a partnership to bring needed
resources and technical assistance for training and program development.
o State-Funded Preschools, Head Start and School-Linked Programs as Core
Twenty school districts offer some type of preschool program on 56 school campuses; these
programs, in combination with the existing Head Starts would be considered the core of the
Universal Preschool initiative for San Mateo County. In some instances these programs are
operated by the schools themselves, and in other instances they are run by community providers
on school sites. Licensed family homes and other centers wishing to be included would be added
under conditions relating to adoption of existing standards for all state-subsidized programs. The
County Office of Education would be the lead agency, and an appointed body representing all
stakeholders would function as the governance body.
Attachment 4
UNIVERSAL PRESCHOOL FEASIBILITY STUDY: vii
PHASE V: Three Scenarios – Steps to Getting Started
p Expanded Voucher Payment System
For this last scenario, an expansion of access to child care subsidies is suggested for families
whose income falls outside of the state guidelines and caps for subsidy eligibility, but who are in
need of such assistance. It is suggested that 100% of State Median Income (SMI) be used as the
upper limit (currently capped at 75%) for this new voucher expansion. The lead agency for this
voucher system could be contracted out to an agency, or agencies, already providing vouchers
for child care services, such as an Alternative Payment program. Providers eligible to offer
services would include only licensed centers and family child care homes. They would be
required to participate in trainings to promote school readiness activities and movement towards
adoption of quality-standards set by the state for all subsidized programs. The governance body
would be appointed, to include all key stakeholders.
The rationale for each of the three scenarios is discussed in the full body of the text in terms of
how well each satisfies the goals of the Universal Preschool initiative.
Steps to Getting Started
Nine steps to getting started have been developed to assist in deliberations of “what next,” and
“how do we get there.”
1. Determine funding available, and conditions for allocation.
2. Continue work of the “Design Group” towards completion of a marketable plan.
3. Set a target date for implementation (may use a phase-in approach).
4. Select a lead agency and establish governance structure.
5. Begin a community awareness and information campaign.
6. Create and disseminate a “Request for Proposals,” and a selection system.
7. Inform the community of new opportunities and programs.
8. Track the outcomes of efforts to promote school readiness.
9. Consider contracting or collaborating with research entities to conduct a long-range
outcome study.
Attachment 4
UNIVERSAL PRESCHOOL FEASIBILITY STUDY: viii
PHASE V: Three Scenarios – Steps to Getting Started
Finally, conclusions are stated, evaluating the usefulness of undertaking the feasibility study
from a variety of perspectives, and placing the movement for Universal Preschool in a societal
context.
Attachment 4
UNIVERSAL PRESCHOOL FEASIBILITY STUDY: 1
PHASE V: Three Scenarios – Steps to Getting Started
INTRODUCTION
In the last phase of the feasibility study a number of options were examined for the creation of a
San Mateo Universal Preschool plan. Part of this review involved meeting with California
Department of Education (CDE) personnel: Tom Cole who was the previously assigned “point”
person for Superintendent Delaine Easton’s Universal Preschool plan, and Terry Miller, who is
the Administrator for the Funding, Allocation and Administrative Services Unit of the Child
Development Division. In addition, a phone discussion was held with Dan Cross, CDE State
Preschool staff liaison for San Mateo County, on policies and potential expansions of the state
subsidized programs. Information was sought and given on the possibilities and limitations of
existing state and federal funding streams for child care services. Out of these deliberations with
state personnel, combined with the information already collected for the phases of the feasibility
study, and discussions with several San Mateo key stakeholders, a number of operating
assumptions evolved for the selection of viable options, and are offered below.
Attachment 4
UNIVERSAL PRESCHOOL FEASIBILITY STUDY: 2
PHASE V: Three Scenarios – Steps to Getting Started
I. TERMS AND OPERATING ASSUMPTIONS
It is important that all readers have an understanding of the terms and operating assumptions that
pertain to the implementation of a Universal Preschool program for San Mateo County.
Definition of Terms
The word “preschool” is generally applied to the three to five year old age group, up to the time
of entry into kindergarten. We are using this meaning in the report, although there is current
discussion taking place about focusing the Universal Preschool initiative on four-year-olds, at
least at the outset. No firm decision has been reached at this time. Other terms which need to be
clarified at the outset are the following:
State Preschool. State preschool’s are usually a part-day, comprehensive developmental
program for three to five-year old children from low-income families, funded by the State of
California, Department of Education. The program emphasizes parent education and encourages
parent involvement. In addition to basic preschool education activities, components include
health, nutrition, social services, and staff development.
General Child Care (GCC). This term is used to describe programs that utilize centers and
networks of family child care homes, operated by either a public or private agency, to provide
child care and development services from infancy through age fourteen for state-funded-
programs, and through thirteen for federal programs.
Head Start. These programs use center and in-home services operated by grantees or their
delegate agencies that contract directly with the federal Administration for Children and Families
to provide educational, health, medical, dental, nutritional and mental health services to infants,
toddlers, and preschool- age children.
Family Child Care Homes (FCCH). Care is provided for children in a family setting. Small
homes are licensed to care for up to eight children; large FCCH's are licensed to serve as many
as 14 children.
Attachment 4
UNIVERSAL PRESCHOOL FEASIBILITY STUDY: 3
PHASE V: Three Scenarios – Steps to Getting Started
Resource and Referral (R & R). R & R programs provide information to all parents and the
community about the availability of child care, assist providers in a number of ways including
training, and coordinate community resources.
Full-day. Optimally, full-day is considered to be eight to twelve hours.
Part-day. Four hours or less.
School-day. Five to seven hours.
Full-year. 249 days
School-year. State and district defined.
Note: Most part-day programs operate only during the school calendar year.
Economically disadvantaged/at-risk: Defined by each state in relation to program eligibility
and can include:
X those eligible for TANF (CalWORKs), Medicaid (Medi-Cal), food stamps, free school lunch,
unemployment compensation, disability compensation (SSI), WIC, other
X at or below state median income, or some percentage of state median income e.g. 75%
X at or below federal poverty index, adjusted by size of family.
Operating Assumptions
X The program would include four-year-olds only in the initial phase. Due to the
challenges of funding in a time of budgetary constraints, the implementation plan for
Universal Preschool recommended at this time includes four-year-olds only. (A four-year-
old is a child whose fourth birthday is on or before December 12th in the fiscal year in which
he or she would be enrolled in preschool.) Three-year-olds could be included in subsequent
years using the same phase-in strategy being proposed for four-year-olds.
X The Universal Preschool program would be voluntary. Parents can decide whether their
four-year-old would participate or not. For the purposes of the implementation plan and cost
analysis, and based on information available on fully implemented programs, it was
estimated that 75% of the parents would enroll their four-year-olds.
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X The parents would be offered choice. To offer choice to parents, licensed family child care
providers and centers, in addition to state-contracted CDD child care, state preschool and
Head Start programs, are included in all of the proposed scenarios.
X Existing early care and education facilities would be used to the extent possible. In these
times of budgetary constraints and high cost of real estate, it is prudent to use existing early
care and education facilities where possible. Existing facilities would provide a sense of
continuity and stability. This is the only reasonable approach in terms of financial and other
resources needed to create a system which will ultimately serve all four-year-olds in the
county whose parents wish to enroll them.
X A phased-in approach would be used. We have proposed a multi-year implementation
plan. This approach allows for adjustments as the Universal Preschool program is
implemented, impacting a larger number of children and families in any given year. The
funding requirements are also in smaller increments, allowing more time to acquire
additional dollars. Ten percent of total program costs has been included for expansion in the
costs of implementation tables for each scenario.
X Highest priority should be given to four-year-olds who have not had prior experience in
a formal, curriculum-based program (estimated to be 50% of all children entering
kindergarten). This population of children include those who come from low-income
families, and those who and those who speak a primary language other than English.
X Publicly funded resources would be expanded by increasing the number and size of
programs which serve four-year-olds, pooling funding streams where possible and
enrolling part and full-paying preschoolers in all programs. State guidelines permit
subsidized and non-subsidized slots in all state contracts. Parent fees may be added to most
state subsidized programs which would allow for a mix of fully subsidized, partly-subsidized
from state funds, full and part paying non-subsidized spaces from private funds. Part-paying,
based on a standardized sliding-scale fee structure, could be augmented by private funding
sources such as the San Mateo Children and Families First Commission funds.
X Universal Preschool issues would be included in all policy and planning forums which
focus on School Readiness. As discussed in the Phase I Literature Review of this study,
Universal Preschool and School Readiness are overlapping concepts and should be
considered as parts of all efforts to prepare children for success in school.
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X All elementary schools, in districts with populations large enough to support the
enrollment, would be urged to offer at least one state-funded or school-linked preschool
program. Programs can either be administered directly by the school district, can be offered
space on school sites, or can be contracted out to the provider community. Again, subsidized
and unsubsidized spaces could be offered in all programs, similar to the new initiative
created this year in Union City.
X All possible private funding sources (grants, contracts, other) would be explored to
expand existing services, paying special attention to underserved populations and
communities, and the need for full-time care for working parents. Currently, the San
Mateo Children and Families First Commission has committed one million dollars a year for
the next ten years to address improvement and expansion needs for early care and education.
Other funds have been committed through the Child Care Action Campaign. Creative and
innovative approaches have been used in some states. Examples are noted in the Phase IV
Funding Universal Preschool report, one of which is the funding campaign in Seattle which
has initiated action to add a 10 cent tax on each cup of espresso coffee sold in the city,
estimated to net several million dollars for child care services. Florida places a small tax
(1%) on large business owners that employ low-wage workers. The funds are used to
augment subsidies for child care. The San Mateo County CFFC is now also committing
$300,000 a year to the county’s Child Care Facility Expansion Fund.
X Funded programs would be supported in the expansion of services to offer part and
full-time spaces wherever possible, to meet the needs of working parents. Over 60% of
parents who call the Child Care Coordinating Council’s referral line are requesting full-time
care; 66% of families with children are in the workplace. At the same time, few subsidized
preschool programs are currently offering full-time care. Low-income families are especially
in need of full-time care, but turn to non-regulated care in order to meet that need.
X “Wrap-around” child care services operated by community child care providers would
be promoted, and linked with part-day preschool programs. Quality preschool programs
would be more functionally accessible to low-income and other working families if they
were extended across the full work day (typically 7 a.m. to 6 p.m.), and the full work year
(249 days).
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X Movement towards achieving the clearly articulated (desired) goal of serving all four-
year-olds could be reached by continually expanding and making connections between
the parts of the existing system, directed at improving quality and meeting family
needs. The increasing collaborations between the State Preschools and Head Start provide
models of how programs can create new partnerships. Examples of these collaborations in
San Mateo can be reviewed, and have also been documented in other counties in the
California Department of Education publication “Collaborative Partners,” 1999. Examples
of collaboration with school districts in other regions were also included in the literature
review prepared for this study.
X Collaborative planning for early care and education services at the community level
would be supported. The activities of the nine community collaboratives, described in the
“Community Voices” project (2000) of the Peninsula Partnership Foundation represent the
desirable goal of shaping services to meet local community needs.
X All stakeholders would be engaged in the governance and management of the county-
wide plan. Some forums already exist in the county which would satisfy this principle, with
the addition of missing partners such as the business sector. Permit each stakeholder group
to carry one vote in deliberations that require decisions and cannot be reached by consensus.
X All funded programs would agree to participate fully in ongoing trainings which will
promote school readiness through their curriculum and environment, to share
resources such as mental health/special needs consultation, curriculum materials,
parent education resources etc., and to collaborate in expanding services. The preschool
learning guidelines of the California Department of Education, clearly articulated in the
publication “Prekindergarten Learning and Development Guidelines,” 2000, should be
adopted as the practice standard for curriculum development. Ultimately, performance
standards to be applied to all funded programs would be those currently in place for state-
subsidized programs. Programs receiving funds would be given a reasonable amount of time
to meet standards, and could be provided with technical assistance and incentive awards.
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II. ESTIMATED PROGRAM COSTS
In Table 1, the costs for a center-based program were calculated for a full-day and a half-day
program covering 249 days a year. The cost per full-day child is estimated at $50 which is well
above what most programs are currently charging. This is approximately $2 per day higher than
the Head Start reimbursement rates, and hopefully in the future can be further increased to ensure
a quality Universal Preschool program. The half-day cost per child is approximately $27 and is
based on two half-day programs being conducted. Due to cost efficiencies, we do not anticipate
any participant would offer a single half-day program only; providing some level of full-day
programs may be a requirement of the RFP.
Table 1.
Program Costs
CENTER MODEL
Classroom of 24; 249 days/year Full Day Half Day*
Personnel Costs:
Teacher/Director (@ $24/hour) $47,808 $47,808
Teacher (@ $18/hour) $35,856 $35,856
Teacher Aides (2.5 @ $12/hour) $59,760 $59,760
Personnel costs – subtotal $143,424 $143,424
Fringe Benefits (25% of salaries) $35,856 $35,856
Substitutes $15,360 $15,360
Personnel costs – Total $194,640 $194,640
Non-Personnel Costs:
Rent (1800 sq. ft. x $2.00/sq. ft.) $43,200 $43,200
Telephone ($50/month) $600 $600
Utilities ($250/month) $3,000 $3,000
Supplies $2,400 $4,800
Food $17,988 $30,119
Non-personnel costs - Total $67,188 $81,719
Administrative Costs (15%) $39,274 $41,454
COST PER CLASSROOM $301,102 $317,813
COST PER CHILD $12,546 6,621
COST PER CHILD per day $50.39 $26.59
Head Start Reimbursement Rates $48.46 $24.20
State Preschool Reimbursement Rates $27.59 $17.61
*NOTE: Half-day figures are based on two (2) half-day programs being conducted.
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Explanation of Costs
Personnel Costs
X All salaries are based on the compensation rates for San Mateo County provided by Career
Ladders1 and “A Profile of the San Mateo County Child Care Workforce.”2
X Fringe benefits were calculated at 25% of salaries.
Non-Personnel Costs
X Rent is based on 50 square feet per child plus 600 square feet for office and kitchen space.
The square footage cost is the mid-range of square footage charges in San Mateo County.3
The cost per child per day can be significantly reduced if space is available at no charge or a
significantly reduced rate, as is the case with some preschools on school campuses. At the
going rate of $2.00 per square foot, this line item represents 14% of the $50 per-child-per-
day cost.
X Telephone and utilities charges are rough estimates. Again, if the preschool is occupying
space at no charge and/or the telephone and utilities are included at no charge or a
significantly reduced rate, this line item may be null. On the other hand, if the preschool is
fully responsible for the utilities charges, it is hard to predict the actual costs due to the
energy situation in California.
X Two hundred dollars ($200) per classroom per month has been allotted for supplies.
X Food cost is based on $4.30 per day per full-day child (breakfast, lunch and afternoon snack)
and $3.60 per day per half-day child (breakfast and lunch). A 30% reduction was taken to
reflect food program reimbursements.
Costs of Administration
The cost of administration applied to each program is 15% of personnel and non-personnel costs
– the maximum allowed by State of California funding. This allocation contributes toward the
costs of additional staffing and/or the cost to contract services (e.g., janitorial services),
commercial liability and general accident insurance, licensing fee, etc.
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Family Child Care Home Cost
A comparison was conducted between the center-based program cost of $50 per child per day
(full-day) against the fees charged by licensed family child care homes. As the table below
indicates, the most costly licensed family child care provider charges approximately $40 per
child per day for full-time care, indicating that the $50 per-child-per-day reimbursement rate for
Universal Preschool would be more than acceptable to San Mateo County’s family child care
providers. The cost differential also suggest using two separate cost scales: One for centers and
one for family homes.
Table 2.
Licensed Family Child Care Home Rates4
Preschooler (full-time)
Rates Per Month Per Day
Highest $866 $39.97
Lowest $455 $21.00
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III. THREE POSSIBLE SCENARIOS
The three scenarios which follow were constructed from the findings of an extensive review of
the national literature in Phase I of the feasibility study, the views and opinions of 32 San Mateo
County key informants in Phase II, the Environmental Scan highlights of resources and
challenges in Phase III, and the review of all major funding sources currently in place to support
early care and education services documented in Phase IV. In addition, several San Mateo
documents and studies of community and child care needs were employed during the
construction of the scenarios. As there are always different choices which can be selected in
creating a new initiative, we chose to present three versions which could stand alone or could be
combined, in offering a beginning framework towards the desired goal of creating a Universal
Preschool plan..
These scenarios, or directions to be taken, were chosen for their potential applicability and
relevance to the San Mateo County environment. They are intended to be reworked into a model
which will meet the interests of all key stakeholders, and no doubt will emerge looking quite
different from the those presented here. It is likely that some or all of the elements we have
suggested will be addressed in the process of creating a final plan for Universal Preschool.
The successful implementation strategies employed by seven states (Georgia, Illinois,
Massachusetts, New Jersey, New York, South Carolina and Texas) identified in the Literature
Review revealed four basic models for Universal Preschool initiatives:
X State contracts with school districts which sub-contract with Head Start and child care
centers.
X State contracts with school districts, Head Start, and private providers.
X State contracts with school districts; districts may sub-contract with Head Start or programs
funded by the Child Care and Development Fund (previously called the Child Care and
Development Block Grant).
X State contracts with community lead agencies that may be a public school, Head Start or
licensed child care center; lead agencies in turn sub-contract for services.
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As reported in the Key Informant Study, the San Mateo County Office of Education was the
most frequent choice in response to the question of who shall serve as the administrative auspice.
In addition, the 32 respondents most often recommended the following organizations for
leadership in a Universal Preschool initiative for their county:
X San Mateo County Office of Education (SMCOE)
X Child Care Coordinating Council
X Peninsula Partnership Council
X School Districts/Boards
X Children and Families First Commission (CFFC)
These organizations would be represented in all of the scenarios offered.
Funding Assumptions for Three Scenarios
X (For Scenarios A and B only) Funds requested by eligible participants can be used to expand
facilities; subsidize families who fall outside of eligibility guidelines for state and federally
funded programs and children with developmental disabilities (have an Individual
Educational Program (IEP)); or create: 1) wrap-around services 2) developmentally
appropriate program options for four-year-olds, or 3) new classrooms.
X (For Scenario C only) Funds can be used only for vouchers to subsidize enrollment in
participating licensed family child care homes and centers.
X Fifty percent of children will be enrolled in half-day programs, and fifty percent in full day
programs.
X Seventy-five percent of all four-year-olds will participate.
X Priority for enrollment will be given to children who have had no prior experience in a
formal, curriculum-based preschool (estimated to be 50% of all children entering
kindergarten). These children will include low-income families and families who speak a
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primary language other than English due to the substantial overlap between these
populations.5
X The scenarios do not give consideration to the fact that some parents will choose to enroll
their children for part-year programs (there are no estimates available). It is assumed that
spaces vacated in this way will be filled by parents needing full-time care. Another unknown
factor is the total contribution from parent fees. It has been estimated, by prior survey, that
eight percent of costs in state-subsidized programs are made up from parent fees. Scenarios
A and B are envisioned as a mix of family income types, therefore estimates would only
emerge from experience.
The following three scenarios have been created to offer alternative directions for the
development of a Universal Preschool plan in San Mateo County. The scenarios are followed by
estimated costs for a fully implemented Universal Preschool program, as well as the costs for a
phased-in implementation at 10% per year. Those children eligible for subsidies would be
served by the Universal Preschool program, but their costs are not included in the calculations as
they are covered through existing child care subsidies. The scenarios are not to be taken as
recommendations of the consultant group, but rather as three different ways the stakeholders can
proceed in reaching their goal.
The reader is cautioned that the conditions set for the funding of these three scenarios can be
altered to fit the final design of San Mateo County’s Universal Preschool program. These
projections are offered as examples of how costs can be estimated.
Scenario A: Community-Based Wrap-Around Program Expansion
In this first scenario, the nine Community Collaboratives, either supported by or linked with the
Peninsula Partnership for Children, Youth and Families, would constitute the core of the
county’s Universal Preschool program. The responsibility for planning strategies to meet the
goals of the Universal Preschool program would be given to the Peninsula Partnership Council in
collaboration with the administrative and governing bodies of the collaboratives themselves, with
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significant technical assistance from a Universal Preschool Program office which would be
created to administer the program and to assist collaboratives in carrying out their plans.
Collaboratives could apply to the Peninsula Community Foundation, which would act as the
fiscal agent, for grants to expand existing programs for four-year-olds in each of the
communities, to create partnerships which would meet families’ needs for full-time care, to
subsidize children who fall outside of state guidelines and children with developmental
disabilities, and to initiate other parent and child enrichment activities to help prepare
preschoolers for school (such as those documented in the “Community Voices” publication,
2000).
Programs funded by the collaborative could include elementary schools; state preschools; Head
Start; state-funded programs; licensed centers; family homes willing to create a developmentally
appropriate and stimulating learning environment for four-year-olds which meets criteria set by
the governance body; the Summer Transitional Readiness Program and other appropriate options
which can be created. Technical assistance could be offered to programs interested in obtaining
state funding for families who are being subsidized in other ways.
Wrap-around child care services can be developed with licensed community providers, using a
variety of routes such as school district teaching staff “loaned” to centers for three hours a day
(see the example cited in the Phase I report from La Crosse, Wisconsin), or actually employed in
the center and paid with school district funds. These initiatives would not only expand options
for families, but would promote desirable linkages between the elementary schools and the early
care and education field.
The Peninsula Partnership Council could serve as the governance body, with some additions.
(The business sector is noticeably absent from existing collaborative planning groups.) The
Universal Preschool office could be contracted out in a partnership with the County Office of
Education which would be able to provide some of the technical assistance needed. Expertise
and help with fiscal planning, staff training, curriculum development, local district planning,
special education would be included in this technical assistance.
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Rationale
X The greatest strength of this scenario is its ability to address the school readiness needs of the
different communities in the county which have already been acknowledged and
institutionalized in the funded and linked community collaboratives and which currently
include 70% of all entering kindergarten children in the county, and all low income areas..
X The principle of “parental choice’ would be satisfied, while at the same time community-
based decision-making would be supported.
X This scenario would enhance community capacity-building, and maximum leverage could be
obtained at the local level by combining existing resources.
X The business community would be more likely to support local child care needs through
initiatives such as “adopt-a-center,” and raise funds through local fraternal organizations.
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Organizational Chart
The following figure depicts the potential organizational structure of Scenario A:
Figure 1.
Scenario A: Proposed Organization Chart
Community Collaboratives (9)
Lead Agency:
Peninsula Partnership for Children, Youth and Families
Governance Board:
Peninsula Partnership Council
Universal Preschool Office (Staff)
Belle
Haven/
Menlo
Park
Coastside Pacifica Redwood
City
South Coast
Collaborative
East
Palo Alto
Daly City South San
Francisco San Mateo
(County Office
of Education)
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Estimated Implementation Costs
Table 3.
Cost of a Fully Implemented Universal Preschool Initiative – Scenario A
Cost of Universal Preschool Initiative
Full Day Half Day Total
(Based on 249 days per year)
No.
four
year
olds $50/day $27/day
(Full +
Half)
SCENARIO A: Nine collaborative areas; all four-year-olds
Belle Haven/Menlo Park 454
Coastside (Half Moon Bay/Mid-
Coast) 438
Daly City 1,279
East Palo Alto 532
Pacifica 575
Redwood City 1,381
San Mateo 1,008
South San Francisco 761
South Coast (La Honda, Loma
Mar, Pescadero and San Gregorio) 20
Subtotal 6,448
Less: Children already
participating in preschool (50%)6 3,224
Net Four-Year-Olds to Participate 3,224
75% = Estimated Actual
Participation/Funds Needed 2,418 $15,052,050 $8,128,107 $23,180,157
Funding Required for Full
Implementation $23,180,157
1st Year Funding (10%) 242 $1,506,450 $813,483 $2,319,933
SOURCE: Child Care Needs Assessment, 1999-2000, San Mateo County except as noted.
In Scenario A, all the four-year-olds in each of the nine collaborative areas supported by the
Peninsula Partnership for Children, Youth and Families were identified using the San Mateo
County Child Care Needs Assessment. It was concluded, as a result of the 2001 Peninsula
Partnership School Readiness Pilot Initiative, that one-half of the four-year-olds entering
kindergarten did not have prior experience in a formal, curriculum-based preschool. It was
estimated that 75% of their parents would elect to actually have their children enroll in the
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Universal Preschool program. Of the children actually participating (2,418), it was assumed one-
half would be full-time and one-half would be part-time, and with the daily rate of $50.00 for
full-time and $27 for part-time, would result in the full-day portion costing $15,052,050 and the
half-day portion costing $8,128,107 for a total implementation funding of $23,180,157. The
phase-in approach of 10% for each year results in a full-day portion cost of $1,506,450; the half-
day portion cost would be $813,483. The total required funding for a first year phase-in of 10%
would be g $2,319,933.
Funding Strategy
Private funds (CFFC and other sources) can be used to support the activities of the
collaboratives, made available through a Request for Proposals which would require a plan for
each region. Activities to be supported were noted above, and are again stated:
X Expanding programs from part to full-time.
X Creating wrap-around partnerships.
X Leveraging funds for expanding existing sites or preparing new sites.
X Subsidizing families who earn above the state guidelines but well below the self-sufficiency
level (using a standardized sliding-scale fee structure), and children with school-assessed
developmental disabilities.
X Including non-subsidized families in state-funded programs.
X Experimenting with different ways of increasing access and improving quality for four-year-
olds.
X Involving the local business community in innovative approaches.
X Creating a local level “matching funds” initiative to extend available funds.
All programs receiving funds would receive a reasonable amount of time to meet expected
standards (see Operating Assumptions), and could be provided with technical assistance and
incentive awards.
Strengths
X The substantial investment already undertaken to support community-based planning and
capacity-building would be advanced by this approach.
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X Key partners such as school districts are already mandated to participate in local
collaborative planning bodies.
X Early care and education providers are represented as collaborative partners and most
collaboratives have designated child care as a priority issue
X A”cohort” factor exists in this scenario which would allow for tracking of results by
expansion and improvements to the system.
.
Weaknesses
X The collaboratives vary in their sophistication and effectiveness; some would need a
substantial amount of staff assistance in formulating and carrying out planned activities.
X Not all parts of the county are included in the collaboratives, which reach approximately 70%
of the county’s population and literally all of its low-income residents.. However, major
cities are covered.
Scenario B: State Funded Preschools, Head Start and School-Linked Programs as Core
Twenty school districts offer some type of preschool program on 56 school campuses; these
would be considered the core infrastructure of the Universal Preschool program for San Mateo
County. In some instances these programs are run by the school district itself, and in other
instances they are operated by community providers on school sites. Licensed centers and
family home providers wishing to serve four-year-olds, both part and full time, and willing to
create a developmentally appropriate and stimulating learning environment for four-year-olds,
which meet criteria set by the governance body, can be added through sub-contracts. The
Summer Transitional Kindergarten Readiness program, “Kickoff to Kindergarten,” funded
jointly by the Peninsula Partnership for Children, Youth and Families and the San Mateo
Children and Families First Commission, would be included as a part-time, part-year option.
This is the inclusionary model that should be promoted for four-year-old preschool programs.
In this second suggested scenario, the County Office of Education would serve as the lead
agency in its role as coordinator for eleven community preschool programs, and through its
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relationship to all school districts in the county. The governance body would be appointed to
represent all key stakeholders in the county, including representation from the business sector.
Wrap-around child care services can be developed in the same way as described in Scenario A.
Collaboration with existing community programs will expand the resources available in this
model and strengthen the linkages between school districts and community early care and
education programs.
These core programs should be open to children who qualify for subsidies under state guidelines
for all programs, as well as to children who fall outside of state guidelines. A mix of children
from different family income levels would be highly desirable, would open these quality
programs up to all families, and should be promoted. This policy was discussed with California
Department of Education representatives, and is absolutely possible. The greatest barrier appears
to be the need to develop a cost allocation plan, which could be provided through technical
assistance contracted by the Universal Preschool office.
All programs receiving funds would be given a reasonable amount of time to meet expected
standards (see opening section on Operating Assumptions), and could be provided with technical
assistance and incentive awards.
Rationale
X The California Department of Education’s intent, as described in its seminal publication,
“Ready to Learn: Quality Preschools for California in the 21st Century,” 1998, was to achieve
universal access to quality preschool in the state through gradual expansion of the state-
funded programs for low-income families.
X This intent is similar to almost all programs we have reviewed across the country. Therefore,
it could provide the model for San Mateo County, using these subsidized programs to
establish the best practices standards currently required for those that are state or federal-
funded.
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X The California Department of Education has already demonstrated its long-term intent by
recent expansion funds made available. There is every reason to expect such expansion to
continue as the economy recovers.
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Organizational Chart
The following figure depicts the organizational structure of Scenario B:
Figure 2.
Scenario B: Proposed Organization Chart
r
Participant Programs:
Lead Agency: San Mateo County Office of Education
Governance Board
Composed of Key Stakeholders
Universal Preschool Office (Staff)
State
Preschools
Head
Start
Licensed
Centers
Licensed
Family
Child Care
Homes
Summer
Transitional
School
Readiness
Program
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Estimated Implementation Costs
Table 4.
Cost of a Fully Implemented Universal Preschool Initiative – Scenario B
Cost of Universal Preschool Initiative
Full Day Half Day Total
(Based on 249 days per year)
No.
Four-
Year-
Olds $50/day $27/day
(Full +
Half)
SCENARIO B: State-Funded Preschools, Head Start and School-Linked Programs
All four-year-olds 10,585
Less: Children already
participating in preschool (50%) 5,293
Net Four-Year-Olds to Participate 5,293
75% = Estimated Actual
Participation/Funds Needed 3,970 $24,707,025 $13,345,155 $38,052,180
Funding Required for Full
Implementation $38,052,180
1st Year Funding (10%) 397 $2,471,325 $1,334,516 $3,805,841
SOURCE: Child Care Needs Assessment, 1999-2000, San Mateo County except as noted.
In Scenario B, all four-year-olds in the County of San Mateo were identified in the Child Care
Needs Assessment as 10,585. The difference between the number of all four-year-olds in
Scenario A and Scenario B is accounted for by the fact that the nine collaboratives cover
approximately 70% of San Mateo County. Again, it was estimated that 75% of the parents
would elect to participate, resulting in 3,970 four-year-olds participating in the Universal
Preschool program. Half of these four-year-olds in full-day programs would cost $24,707,025
and the balance in half-day programs would cost $13,345,155; a total estimate of $38,052,180
would be required for full implementation. The phase-in approach of 10% in the first year
results in a full-day portion cost of $2,471,325, and a half-day cost of $1,334,516. The total
required estimated cost for the first year 10% phase-in would be $3,805,841.
Attachment 4
UNIVERSAL PRESCHOOL FEASIBILITY STUDY: 23
PHASE V: Three Scenarios – Steps to Getting Started
Funding Strategy
A major public investment will be required to fully fund Universal Preschool. Private funds
(CFFC and other sources) can be used, through a Request for Proposal (RFP) process, or through
contracts with selected school districts, to do the following:
X Expand programs from part to full time.
X Create wrap-around partnerships.
X Leverage funds for expanding existing sites or preparing new sites.
X Subsidize families who earn above the state guidelines but well below the self-sufficiency
level (using a standardized sliding-scale fee structure), and children with developmental
disabilities who have been assessed by the school (have an Individual Educational Program
[IEP] plan).
X Provide assistance to programs wishing to access state or federal funding.
X Experiment with different ways of increasing access and improving quality for four-year-
olds, within the linked infrastructure.
Strengths
X The greatest strength of this scenario is its ability to build on an existing infrastructure that is
already supported with public funds, and targets families who would not be able to purchase
quality care in the private market-place.
X Existing linkages with the elementary schools would help maintain the focus on school
readiness.
X A “cohort” factor exists in this scenario which would allow for the tracking of results created
by expansions and improvements to the system.
Weaknesses
X Designating the County Office of Education as the lead agency would create some anxiety in
the non school-linked child care community about their inclusion in a Universal Preschool
initiative.
X Family child care homes, an important part of the provider system in early care and
education, would be problematic to integrate into this new scenario.
Attachment 4
UNIVERSAL PRESCHOOL FEASIBILITY STUDY: 24
PHASE V: Three Scenarios – Steps to Getting Started
X A focus on expanding the system by including community-based programs would need to be
created.
Scenario C: Expanded Voucher Payment System
The voucher payment approach would target children and families with incomes that fall outside
of the state and federal subsidy guidelines. (See the Phase IV report, Funding Universal
Preschool.) Parameters for inclusion would be established by the governance body, and are
suggested at 75 to 100% of State Median Income (SMI). This would bring a new population into
subsidized early care and education, as the state subsidies are currently capped at 75% of SMI.
A standardized sliding-fee-scale structure would need to be adopted (see the YMCA Mid-
Peninsula Income Guide in the Phase IV document as an example), and an eligibility process
created or contracted out to an existing agency such as one already managing Alternative
Payment program vouchers. A Universal Preschool office would not be required as the
contracted agency would be responsible for administration. Priorities on who receives vouchers
would be set by the governance body which would be composed of all key stakeholders, with
especially strong representation from the child care field. An alternative approach to setting
priorities would be to dispense vouchers to eligible families on a “first-come first-served” basis
until all eligible funds are depleted.
Licensed centers and family child care homes would constitute the service providers who are
eligible to receive vouchers for Scenario C, a direction which will increase access to quality care
for low income working families. The Summer Transitional Program, “Kickoff to
Kindergarten,” can be added. Similar to scenarios A and B, enrolled providers must agree to
fully participate in trainings to promote school readiness for four-year-olds through planned,
developmentally appropriate activities.
The contracting agency would be responsible for tracking and monitoring the use of vouchers for
subsidies to four-year-olds, to collect data on issues related to duration, client satisfaction, and to
arrange for training to promote school readiness activities of contracted provider participants.
Outcome and reporting requirements would be established by the CFFC.
Attachment 4
UNIVERSAL PRESCHOOL FEASIBILITY STUDY: 25
PHASE V: Three Scenarios – Steps to Getting Started
Rationale
X This scenario would expand access to existing licensed resources in the community, and
would provide needed subsidies for working poor families who are currently ineligible for
state funding. While 25% above current state caps is suggested in the costing out of this
scenario, the cap can be raised over time as more funds become available.
X The high coast of living in San Mateo County makes early care and education services less
affordable than in other parts of the state (see Phase III Environmental Scan report). More
families would be able to use quality formal curriculum-based early care and education
services if they could afford it. State and federal low-level subsidy caps create an access
barrier, one that is unrelated to the cost of living.
X If all preschool and child care programs were open to both subsidized and non-subsidized
families, then access to quality programs for preschoolers would be more equitably
distributed. Families who are currently unable to afford them would gain access to programs
designed for all children.
Attachment 4
UNIVERSAL PRESCHOOL FEASIBILITY STUDY: 26
PHASE V: Three Scenarios – Steps to Getting Started
Organizational Chart
The following figure depicts the organizational structure of Scenario C:
Figure 3.
Scenario C: Proposed Organization Chart
Participant Programs Eligible to
Receive Vouchers
Lead Agency: Children and Families First Commission
Governance Board
Contract Agency Staff
State
Preschools
Head
Start
Licensed
Centers
Licensed
Family
Child Care
Homes
Other
Contract Agency
Attachment 4
UNIVERSAL PRESCHOOL FEASIBILITY STUDY: 27
PHASE V: Three Scenarios – Steps to Getting Started
Estimated Implementation Costs
Table 5.
Cost of a Fully Implemented Universal Preschool Initiative – Scenario C
Cost of Universal Preschool Initiative
Full Day Half Day Total
(Based on 249 days per year)
No.
Four-
Year-
Olds $50/day $27/day
(Full +
Half)
SCENARIO C: Expanded Voucher Payment System
All four-year-olds 10,585
% Families Income $35,000 to
$49,000 - 11.2%7 11%
Est. No. four-year-olds between
75% and 100% SMI 1,164
75% = Estimated Actual
Participation/Funds Needed 873 See Table 6 below for explanation.
Funding Required for Full
Implementation $2,348,693
SOURCE: Child Care Needs Assessment, 1999-2000, San Mateo County except as noted.
For Scenario C, a family of three with incomes between $35,100 and $46,800 (75 to 100% of
State Median Income) constituted 11% of all San Mateo County families. This percentage was
used to estimate the number of four-year-olds who would be eligible for subsidized care,
resulting in 1,164 four-year-olds. Actual participation rate at 75% of the total eligible four-year-
olds was estimated to be 873 children.
Attachment 4
UNIVERSAL PRESCHOOL FEASIBILITY STUDY: 28
PHASE V: Three Scenarios – Steps to Getting Started
Table 6.
Detailed Cost Estimate for Scenario C
SCENARIO C: Expanded Voucher Payment System
Subsidy Required
Family
Income
per month
Parent
Fee
%
Four-
Year-
Olds
No.
Four-
Year-
Olds
Full
Day
Half
Day Full Day Half Day
$2936-3102 50% 20 174 87 87 $541,575 $292,451
$3103-3270 60% 20 176 88 88 $438,240 $236,650
$3271-3430 70% 20 176 88 88 $328,680 $177,487
$3431-3602 80% 20 174 87 87 $216,630 $116,980
$3603-3767 100% 20 173 86.5 86.5 0 $0
873 436.5 436.5 $1,525,125 $823,568
Funding Required for Full Implementation $2,348,693
Having estimated the total number of four-year-olds (see previous paragraph with Table 5), the
number of four-year-olds was fairly equally divided for each income range, i.e., between 173 and
176 children per range. Utilizing the parent fees on the YMCA of the Mid-Peninsula sliding fee
scale (see Appendix B in the Phase IV report), 50% of the four-year-olds in each of the income
ranges was considered full-day at $50/day and 50% half-day at $27/day, resulting in $1,525,125
for full-day and $823,568 for half-day. The total cost of this scenario was estimated to be
$2,348,693 for full implementation
Funding Strategy
CFFC would contract, through a Request for Proposals process, with one or more agencies that
currently manage voucher payments for child care.
X All administrative costs, which include eligibility determination, recruitment of providers,
ongoing provider education, payments etc. would be assumed by that agency.
X Other funds that could be leveraged would be added to the total subsidy available, or
designated for specific purposes such as training.
X Only licensed early care and education programs (centers and family homes) that provide
services to four-year-olds could be designated to provide vouchered services to families that
fall within the subsidy-eligible group.
Attachment 4
UNIVERSAL PRESCHOOL FEASIBILITY STUDY: 29
PHASE V: Three Scenarios – Steps to Getting Started
Strengths
X Scenario C would expand access to licensed quality care to working poor families who are
not currently eligible for state subsidies.
X If provider quality improvements activities are required, this plan would have some effect on
standards of care among those who choose to accept vouchers.
Weaknesses
X Funds for vouchers create dollars that remain with the parent and travel from one location to
another, reducing the possibility for significant provider or facility improvement, expansion
or experimentation.
X Substantial costs would be consumed by creating another eligibility determination process;
all costs for state subsidies would have to be maintained separately from non-state funds.
X Creating a program based on the presence of (temporary) subsidies only would not expand,
improve or even stabilize the system
X No “cohort” factor is present which would allow for tracking of children between preschool
and kindergarten..
.
Attachment 4
UNIVERSAL PRESCHOOL FEASIBILITY STUDY: 30
PHASE V: Three Scenarios – Steps to Getting Started
IV. COMMENTARY
The three scenarios presented above satisfy, to one degree or another, the
”Operating Assumptions” articulated at the beginning of this report. Each has strengths and
weaknesses to be overcome; it will be up to the program designing body to determine which
direction best meets the needs of the county. It is anticipated that a different scenario, combining
parts of what has been suggested in the three models presented here, will emerge from the
deliberations. .In order to further “objectify” the choices, the following table has been created,
using the original list of required elements for a plan (see the Phase I Literature Review) to
compare the scenarios.
Attachment 4
UNIVERSAL PRESCHOOL FEASIBILITY STUDY: 31 PHASE V: Three Scenarios – Steps to Getting Started Table 7. A Comparison of Three Scenarios by Program Elements Element Scenario A Scenario B Scenario C Goal Meet local community needs for early care and education School Readiness Expand access to regulated early care and education programs Target Population/ Eligibility Determinations Four- year-olds Determined by local community collaboratives Four- year-olds State and federal subsidy eligible, up to 75% SMI Non-subsidy eligible Four- year-olds Family income between 75% and 100% SMI Lead Agency Peninsula Partnership for Children, Youth and Families County Office of Education Contracted out: Agency(ies) to be determined Service Links State preschools Head Start School-sited centers Summer Transitional Readiness Program State-subsidized centers Others State preschools Head Start School-sited centers Summer Transitional Readiness Program State-subsidized centers Others Licensed centers and family homes Summer Transitional Readiness Program Parent Fees Yes. Sliding-scale Yes. Sliding-scale Yes. Co-payments Who Can Teach State guidelines Other options: local decision Teacher standards set according to California Department of Education guidelines for state-subsidized programs Standards set by Department of Social Services, Child Care Licensing Basic Unit of Service Half-day Whole-day (Distribution between 2 options to be locally determined) Half-day (50% of enrollees) Whole-day (50% of enrollees) Minimum: 3.5 hours Half-day Whole-day Quality Standards State-funded program requirements Department of Social Services licensing guidelines Set by Department of Education state-funded program requirements Department of Social Services, Child Care Licensing standards How Funds are Allocated Request for Proposal Request for Proposal Negotiate with cities/local school districts Create voucher system: contract agency Program Extensions (Wrap Around) Need: To be determined at local level Child care, before and after care program Immunizations and basic health screening None required Training Required: School Readiness Social, emotional and developmental needs of preschoolers Special needs Required: School Readiness Social, emotional and developmental needs of preschoolers Special needs Required School Readiness Social, emotional and developmental needs of preschoolers Special needs Role of Universal Preschool Program Director / Coordinator Staff governance body Provide technical assistance to participating collaboratives Coordinate RFP process Monitor program compliance Staff governance body Collaborate in all county-wide efforts to expand system Coordinate RFP process Monitor program compliance Staff governance body Oversee voucher system and ensure credibility Maintain ongoing data on characteristics of users Attachment 4
UNIVERSAL PRESCHOOL FEASIBILITY STUDY: 32
PHASE V: Three Scenarios – Steps to Getting Started
V. STEPS TO GETTING STARTED
Decisions need to be made about how the program will be funded, and how much is available
under what conditions. These decisions include all potential sources of funding for direct
services, and for indirect services such as administration, training, technical assistance and
resource development, some of which can be provided in the form of “in-kind” contributions.
The Phase IV report has attempted to summarize funding data available from the California
Department of Education and from San Mateo County sources of information. The estimates of
costs used in the final report are based on an assumption that 75% of all four-year-olds would
eventually be enrolled in the program options, phased-in over time. The income estimates would
be expanded by the possibility of leveraged funds obtained through private sources and public
grant opportunities, and by parent fees. Although nationally it is estimated that 60% of early
care and education costs are paid by parent fees, and eight percent of subsidized costs in
California are paid by parent fees, we are unable to estimate the full cost recovery for these
scenarios. The reader is referred back to the Phase IV “Funding Universal Preschool” report for
an overview of funding sources and strategies.
Step 1
Convene a standing “Design Group” which includes representatives from all key stakeholder
groups, and work to complete a clear and marketable plan for San Mateo’s Universal Preschool
Program. Some initial work has been done and should continue. Include in the plan all of the
following elements:
X The program goal.
X The funds available to achieve the goal, and how they are to be used.
X The target population(s): If phased, in what sequence.
X How eligibility will be determined.
X The lead agency auspice.
X The governance structure.
X Where services will be delivered (school sites, licensed centers, family homes, other).
X Who will be able to teach in the linked programs i.e. credentials, training.
Attachment 4
UNIVERSAL PRESCHOOL FEASIBILITY STUDY: 33
PHASE V: Three Scenarios – Steps to Getting Started
X What core content (curriculum) will be required for all linked programs.
X What the basic unit of service will be i.e. number of hours.
X How extended child care services will be wrapped around the basic unit.
X What other standards will be required of linked providers e.g. inclusion of children with
special needs, number of months of operation (short versus long year).
X Whether parents will pay fees (based on regional cost of care), and how determined e.g. a
single sliding-fee-scale structure.
X How linked programs will be selected e.g. a competitive versus an invited process.
Step 2
Set a target date for implementation, which may use a phase-in approach. In the planning
process, set achievable goals for Year One, Year Two, Year Three etc., related to funds available
for expansion and for leveraging. Understanding that parents generally make their early care and
education plans for their children on a school year basis following summer vacations, a start date
similar to the beginning of the school year would be reasonable. Enrollment may begin at this
point, but would be open throughout the fiscal year (249 school days) to ensure maximum use of
all funded spaces. Enrollment forms should be standardized across all programs participating in
the Universal Preschool program’s network of service providers, in order to enable short and
long-term tracking of program effects and contracted or collaborated outcome research.
Step 3
Select a lead agency or agencies, and establish a governance structure, representing key
stakeholders and the consumer, and create a Universal Preschool office (for scenarios A and B).
Hire staff and establish an operational presence, visible to the public. In the Phase II Key
Informant Study, interviewees were asked for their suggestions for a lead agency. A wide
variety of suggestions were given; the list below represents those organizations most frequently
mentioned. Several combinations of agencies were also offered.
X San Mateo County Office of Education
X Child care Coordinating Council
Attachment 4
UNIVERSAL PRESCHOOL FEASIBILITY STUDY: 34
PHASE V: Three Scenarios – Steps to Getting Started
X Peninsula Partnership Council
X Children and Families First Commission
X A newly formed collaborative or consortium with elementary school districts playing an
important role
The selection of lead agency is dependent, to a good extent, on the model selected for
implementation. For example, if the model is one in which the state and federal funded
preschools and programs are the core, then it might be reasonable to select the County Office of
Education as the lead agency, as they are the current grantee for 11 community preschools
funded by the California Department of Education, and a total of fifty-six programs are currently
operating on school sites. Lead agency selection will include considerations of available
resources for technical assistance and training for participating organizations, as well as
establishment of a staff and separate office to allow a certain degree of independence.
Step 4
Begin to carry out a community awareness and information campaign. An organized effort
needs to be mounted to raise community awareness of the need and known benefits of a
prekindergarten experience for four-year-olds, and to inform the community of the plan which
has been created. Special attention should be given to reach the potential users of the program,
through whatever media or outreach communication efforts are most appropriate. Consideration
must be given to the ways in which the diverse ethnic populations can best be reached. Some
obvious routes are the elementary and middle schools, local churches and supermarkets in
selected neighborhoods. While some community awareness outreach has been carried out
through the Community Conversations sponsored by the San Mateo Children and Families First
Commission and the Child Care Action Campaign, the focus needed for implementation will be
on broadcasting the positive outcome findings of national and local studies, which include
information obtained from the School Readiness Assessment Pilot Initiative conducted in 2001
for the Peninsula Partnership for Children, Youth and Families. A useful resource for selecting
outreach approaches is “The Seven Lessons of Early Childhood Public Engagement” published
by the Families and Work Institute, 2000. The various collaboratives and community action
Attachment 4
UNIVERSAL PRESCHOOL FEASIBILITY STUDY: 35
PHASE V: Three Scenarios – Steps to Getting Started
groups listed in the Key Informant Study (Phase II) would be logical partners in this campaign to
inform the public.
Step 5
Create a Request for Proposals (RFP) and disseminate to potential participants in the scenario
selected. The RFP should clearly reflect the conditions selected in the expansion plan and how
the funds can be used. Collaboration between school districts and community providers should
be promoted as a most desirable approach.
Step 6
Inform the community of new opportunities and programs for their children. See Step 5 for
strategies on delivering community outreach information. The plan must be simply presented to
the public, again featuring outcome gains for four-year-olds and quality of participating
programs.
Step 7
Track the outcomes of efforts to promote school readiness, using the piloted school readiness
instrument which is already in increasing use (developed by Applied Survey Research for the
Peninsula Partnership for Children, Youth and Families, and co-funded by the San Mateo
Children and Families First Commission). The school readiness assessment instrument will be
used in 35 schools during fiscal year 2002-2003.
Step 8
Consider contracting or collaborating with a Bay Area university, college or research
organization to conduct a long-range outcome study which measures the effects of increasing
access to preschool education on a number of educational and social indicators. Similar studies
were reported in the Phase I Universal Preschool Literature Review in the section on
“Outcomes.” These reports continue to be issued by state and national researchers, all
Attachment 4
UNIVERSAL PRESCHOOL FEASIBILITY STUDY: 36
PHASE V: Three Scenarios – Steps to Getting Started
confirming the gains to be made in school readiness. Findings should be reported to the larger
community in order to continually mobilize support for efforts to expand the services.
Attachment 4
UNIVERSAL PRESCHOOL FEASIBILITY STUDY: 37
PHASE V: Three Scenarios – Steps to Getting Started
VI. CONCLUSIONS
Over the past several months an intensive study was undertaken to test the feasibility of creating
a movement towards Universal Preschool in San Mateo County. A number of factors entered
into this decision to explore such options, not the least of which were the high cost of living in
the county, the large numbers of families who are in the workforce in order to subsist, the
growing “school readiness” initiatives, and the long-standing concern of policy-makers for
children’s needs.
The question of feasibility was approached from a number of different directions which included
a review of national initiatives, the views of 32 key San Mateo County informants and three
model states, a systematic “scan” of supports and barriers in the environment, a summary of
financing resources and options, and the creation of three possible scenarios to chart directions
for how the county can proceed to achieve its goals. Finally, steps to take in reaching the goals
have been outlined.
The idea of Universal Preschool is relatively new to the United States, though it has been
implemented for many years in other developed nations. Like all social change, the awareness of
need in a new movement is considerably in advance of changes which need to take place in the
infrastructure; resistance to change is to be expected. In this instance, the resistance is located in
the idea of lowering the age of entry into formal schooling, an idea which has yet to be fully
implemented across the country for kindergarten, and the commitment of even more public
funds.
The recent research findings on the critical brain development which occurs in the earliest years
have added urgency to the movement, as they have been linked to the growing concern
nationally for early school failure and drop-out in an economic context that demands educated
and well-trained workers. These findings have been joined by the critical assessments of the
quality of care available for very young children, assessments that have frequently found early
care and education woefully deficient. While public awareness has been growing, the public will
to demand funding necessary to fully implement a good quality early care and education system
Attachment 4
UNIVERSAL PRESCHOOL FEASIBILITY STUDY: 38
PHASE V: Three Scenarios – Steps to Getting Started
has not yet been formed. Such a system must be supported by government; unfortunately, the
current timing, which has brought budget cuts at all levels, is not guaranteed to move forward.
Interim steps should be undertaken, towards what would be the most optimal system to serve
families across the county and in the direction which will continue to move the system forward.
However, in spite of the barriers noted above, movement towards a Universal Preschool system
in the United States is underway, and no doubt California will be among those states which will
take the steps to make this benefit to children a reality.
In September of 2002 the scenarios were presented at a meeting of key stakeholders in San
Mateo County hosted by the San Mateo Children and Families First Commission and attended by
representatives from the feasibility study funders, the David and Lucile Packard Foundation.
Good discussion followed, ending in the strong recommendation to address the basic questions
which must be answered for a viable plan and before a lead agency can be determined (see Step
1 on Page 30 of the document). Next steps are currently underway: Two day-long Universal
Preschool Design Group meetings have been set to address the plan elements referenced above,
and to invite a panel of national experts to share their experiences in planning and implementing
their Universal Preschool programs.
Attachment 4
UNIVERSAL PRESCHOOL FEASIBILITY STUDY: 39
PHASE V: Three Scenarios – Steps to Getting Started
ENDNOTES
1 Career Ladders. (2000). Child Care Workers: San Mateo County.
www.careerladders.org/2000/San_Mateo/ChildCareWorkers2000.pdf 2 Center for the Child Care Workforce. (2002). A Profile of the San Mateo County Child Care
Workforce. www.smcoe.k12.ca.us/news/workforce.pdf
3 B.T. Commercial Real Estate. (2002). San Mateo County R&D Report.
www.btcommercial.com/reports/San%20Mateo%20County%20RD%202Q02%20Summary.pdf 4 San Mateo County. (2000). Child Care Needs Assessment for San Mateo County 1999- 2000.
San Mateo Child Care Coordinating Council of San Mateo County, Inc. and the San Mateo
County Child Care Partnership Council.
5 Applied Survey Research. (2001). School Readiness Assessment Pilot Initiative. The Peninsula
Partnership for Children, Youth and Families. 6 Applied Survey Research. (2001). School Readiness Assessment Pilot Initiative. The Peninsula
Partnership for Children, Youth and Families. 7 U.S. Bureau of the Census, Census 2000.
Attachment 4
CITY OF SOUTH SAN FRANCISCO
INTEROFFICE MEMORANDUM
DATE: January 28, 2021
TO: Mayor, Vice Mayor and Councilmembers
FROM: Greg Mediati, Deputy Director of Parks and Recreation
SUBJECT: Bi-Weekly Update
2020 Year in Review At the end of each year, the Parks and Recreation Department provides the public with a summary of projects and activities for the calendar year, and reflects upon the extent to which the
Department has accomplished its core mission. The Year in Review is typically published in the
printed Winter Activity Guide and is limited to a two-page spread. Although the Department did not print Activity Guides due to COVID-19, staff took on the task of creating a 2020 Year in Review to document the Department’s many accomplishments despite the challenge of COVID-19 and fiscal constraints. The Year in Review is available online at www.ssf.net/rec and in
Attachment 1 of this memo.
Parks and Recreation Commission Election of Officers At their regular January Parks and Recreation Commission Meeting, the Commission selected
Robert Uy to serve as the body’s Chairperson. Additionally, Commissioner Bill Lock was selected to serve as Vice Chair, and Commissioner Steve Firpo was selected to serve as Secretary. Staff thanks outgoing Chairperson Kristy Camacho for her wonderful leadership and dedicated support during a very difficult year.
Recreation Division Update Winter Recreation Classes Began on January 11 While the everchanging COVID situation continues to challenge the Department’s ability to plan
ahead with much certainty, the Department has attempted to resume planning recreation classes
on a quarterly basis. Classes for the Winter 2021 program period began on Monday, January 11 with the offering of virtual classes only. The Department had planned on offering 14 in-person classes, but ultimately ended up cancelling these classes once the county moved into the purple tier prior to the current Regional Stay at Home Order. Due to the Regional Stay at Home Order,
all scheduled in-person classes have been either postponed or cancelled.
The Department is offering 23 virtual activities which is currently serving over 300 participants. Although staff has received feedback from participants whose classes were cancelled expressing their disappointment, many have also expressed understanding and optimism for the future.
Participant feedback from those whose classes have not been cancelled have expressed
appreciation for the Department’s flexibility and commitment to continuing to offer classes in spite
Bi-Weekly Update January 28, 2021
Page 2 of 3
of the current restrictions. 2021 Blanket Rental Groups
The Department’s Facility Rentals Program is responsible for issuing permits for private use of
City facilities. This includes one-time picnic reservations and use of community centers for
birthdays, baby showers, weddings, and other life milestone celebrations. Permits are also issued
on a recurring basis to “blanket” rental groups including church groups, social dance groups, senior
associations, and other professional associations. Private use of indoor city facilities has been on
hiatus since the start of the pandemic, except for essential services such as blood drives and food
distribution events.
Anticipating that the COVID situation may improve in the first half of 2021, in December the
Facility Rentals team began sending out letters and blank permits to all groups that frequently use
South San Francisco event spaces year after year to hold their important functions or meetings.
Typically, once all city events and meetings have been confirmed for the new year, the blanket
groups are next in line to reserve dates and times throughout the new year. By now, most of the
blanket groups have returned their completed permit request, however, due to the pandemic, some
are still undecided or more cautious about returning to in-person meetings. Staff hope to have all
blanket groups return to South San Francisco event spaces in 2021 once it is safe to gather in
person once again.
Draft 2021 Special Event Calendar While the future remains uncertain, staff planned a draft 2021 event calendar in Attachment 2 reserving key dates in which the Department’s traditional events typically take place. Many upcoming events are likely to be modified, cancelled, or postponed. However, this calendar is a
useful tool for planning purposes and is also important in terms of reserving City facilities in the
event that in-person events are allowed. 2021 Online Photography Exhibit: “Living in Virtual Times” Presented by the SSF Cultural Arts Commission
Online Exhibit Dates: February 14 through March 14, 2021
Visit: www.ssf.net/culturalarts (Select the “Current Opportunities for Artists” link) Our way of life has been, perhaps, irrevocably altered due to the COVID-19 pandemic. Masks, lines, and physical distancing is now our shared experience. Sheltering in-place obligates us to
conduct our work, shopping, entertainment, educational and social interactions primarily through
virtual applications. This online photography exhibit will examine the challenges faced by individuals, as well as the creativity and resiliency of humanity as we all adapt to this new existence.
Entries are invited.
Pre-Registration required: Deadline is January 27, 2021 at www.ssf.net/rec-catalog. Entry Fee is $5.00/image (up to 3 images) Open to S.F. Bay Area residents Image submission deadline: February 2, 2021
Bi-Weekly Update January 28, 2021
Page 3 of 3
Parks Update Windstorm Response
On the week on January 18, South San Francisco experienced a windstorm that caused many tree
failures. Approximately twenty-five different tree incidents occurred city-wide, ranging from small branches to large limbs failing. The Parks Division was able to respond and clean up many of these incidents the same day they occurred, and the remainder were made safe and cleaned up in the following days. During the storm season, Parks staff keep aware of any tree issues as they
work throughout the city. This allows the Division to respond quickly, head-off resident calls, and
identify issues before they become larger. Sign Hill Fire Mitigation and Storm Preparation Update Heavy rains are expected for the week of January 25 and will be the first significant rain event for
Sign Hill since the Diamond Fire occurred in October 2020. The Parks Division has spent the
months since the fire winterizing the hill in preparation for events such as this. Tree removals have progressed smoothly, helping minimize potential tree failures, but work will be paused during these heavy rains. While trees have been removed on the hill, mulch from the trees was spread in areas of removal to interrupt surface soil disruption from the impact of heavy rain. Additionally,
the stumps and all root mass was left intact in the soil, retaining the soil-root interface which adds
to slope stabilization. Working with geotechnical experts, erosion control work is largely complete, including installation of straw wattle on burned or steep slopes, and installation of check dams in areas of concentrated
flow and culverts, per expert recommendation. The last step that is yet to be completed is the application of hydro-seed which is a long term erosion control method which benefits slope stabilization only after all the seed has taken root. Fortunately, much of the hill has seen re-growth from deep-rooted native plants in much of the burned area, which will further help stabilize the soils on the hill.
During this upcoming rain event, the Parks Division will also have staff on the hill evaluating the efficacy and integrity of the check dams, as well as monitoring for erosion issues on the hill. The Parks Division has been working with Public Works, and the Fire Department, to coordinate responses should anything occur. City staff has diligently worked to address the concerns raised
by the Diamond Fire in order to protect the residents that live adjacent to Sign Hill.
South San Francisco
Parks and Recreation Department
While the COVID-19 pandemic and subsequent fiscal constraints
have limited our ability to offer many of the community’s
favorite programs and events, the Parks and Recreation
Department is proud to share the accomplishments summarized
in this report, and highlight the essential role that parks and
recreation professionals, spaces, and services have played in
response to the pandemic, and recognize our staff’s creative
approach to providing much needed socialization, food
distribution, health and wellness activities, childcare programs,
in addition to other essential services.
CALENDAR YEAR IN REVIEW - 2020
Provide opportunities for physical, cultural, and social well-being;
ensure effective development, scheduling, use and maintenance of
public facilities, parks, and open space; and deliver services in a
creative, timely, efficient, and cost-effective manner.
At the end of each year, the Parks and Recreation Department
provides the public with a summary of projects and activities
for the calendar year, and reflects upon the extent to which
we accomplish the Department’s core mission:
Advisory Bodies
The Parks and Recreation Department is advised by several legislative and
volunteer review boards, including: City Council; Parks and Recreation
Commission; Cultural Arts Commission; and Beautification Committee. We are
accountable to the community, and welcome your feedback, either directly to
staff, or through one of these advisory bodies.
Co-Sponsored Groups/ Non-Profit Support
The Department co-sponsors a number of non-profit community organizations
that provide thousands of hours of volunteer service to support recreational and
enrichment opportunities for residents. Co-sponsored groups include: Youth
Baseball Managers Association, Youth Baseball Shetland/Pinto/Mustang/Pee
Wee League, American Association of Retired People (AARP), Ballet Folklorico
Infantil de South San Francisco, Aquatics Club, United Youth Soccer Club, the
Historical Society, the South San Francisco Mothers Club and Italian American
Citizens Club.
The Friends of Parks and Recreation is a special non-profit group that
undertakes membership drives and fundraising efforts to support city programs.
They also serve as volunteers at numerous Parks and Recreation events. For the
past several years the group has funded the purchase of special furnishings and
equipment, sponsored program tuition for children, and collaborated on grant
applications to support health and wellness in the local community. We hope
you consider being a Friend!
Physical and Mental Health
According to a survey conducted by the National
Recreation and Park Association, 83% of adults find
exercising at local parks, trails and open spaces
essential to maintaining their mental and physical
health during the COVID-19 pandemic. In an effort
to improve the sanitation of public spaces, park
restrooms are being cleaned more frequently and
the City’s 35 playgrounds are sanitized on a weekly
basis. In addition, we proudly share the many events
and activities highlighted in this report as
opportunities to support the physical and mental
health of community members of all ages.
Essential Services
2
Childcare
Our Childcare team began providing support to
enrolled families in the early days of the pandemic by
quickly transitioning to virtual programming soon after
the shelter in place order was first issued in mid-
March. Although this did not immediately address the
childcare need, staff hoped to relieve the anxiety of
the uncertain times by giving children the chance to
maintain a virtual connection with childcare teachers
and classmates, and distributing fun and educational
activity packets to keep kids occupied. The virtual
program eventually transitioned to in-person childcare
services, with the Childcare team providing in-person
childcare services to over 300 preschool and school
age children of essential workers, starting with an 8-
week summer program in June -August, to the full day
distance learning hubs that have been in place since
late August. Our Childcare team continues to partner
with the school district to navigate the impact of
schools returning to in-person learning and how best
to support families with their childcare needs.
Senior Service
The Senior Services team has been at the heart of keeping
local seniors and older adults informed and connected to vital
services through over 4,500 wellness and socialization phone
calls made to Adult Day Care clients, seniors who have
participated in past programs, and any seniors who have been
referred to the team as needing services. In addition, the
Senior Connections Newsletter has produced four special
editions that has been sent to over 500 people each
distribution. Each newsletter contains a directory to a variety
of essential community resources and includes puzzles and
games. In addition, thanks to two food donation programs –
one in partnership with Second Harvest Food Bank and the
other, a donation program in partnership with Rocko’s Produce –
Senior Services Van Driver Joe Anderson has delivered nearly
7,000 boxes of food to seniors in need.
Essential Meetings & Events
While many indoor programs have been cancelled or
limited, Parks and Recreation staff have continued to
host safe and essential services in modified form in
both indoor and outdoor facilities including two food
drives, a wildfire evacuation center, five blood drives
(the blood collected will save over 500 lives!), flu
vaccine clinics, voting centers, CPR trainings, and
other essential government meetings and trainings.
3
The year started off as usual in January and February with events such as the
middle school dance, special events for seniors to celebrate Valentine’s Day and
Chinese New Year, the Cultural Arts Commission’s General Art Show & "All You
Need is Love" Karaoke Night, and an Improving Public Places planting event on
Sign Hill. We are so glad our Senior Services team was able to host our
Valentine's for the Troops event, producing over 2,00 valentines sent to our
armed forces stationed all over the world.
Sadly, we had to cancel several events including the Senior Health Fair and
Easter Egg Hunt, and the much-anticipated City Hall 100th Anniversary and
Fireworks Display event, but COVID did not stop us from offering the following
new or modified events:
Dia de Muertos / Day of
the Dead Virtual Art Show
This was the Cultural Arts
Commission’s first virtual art gallery
exhibit, celebrating the cultural
traditions of Día de Muertos/Day of
the Dead. There were 19 artists from
various Bay Area cities who submitted
a total of 36 entries in assorted 2-
dimensional and 3-dimensional
media. This well-received event has
inspired more virtual art shows
coming soon.
Special Events Highlights
Halloween Drive-In Movie
Over 450 community members enjoyed
a Halloween themed drive-in movie
showing of the 1984 blockbuster hit,
Ghostbusters. This was the
Department’s first ever drive-in movie
event and many community members
were thrilled by the nostalgia of
attending a drive-in movie again, while
others were excited to attend one for
the very first time.
47th Annual Thanksgiving Fun
Run (Virtual)
Thank you to the 113 registered participants
who helped us keep this time-honored
tradition alive, although it was in modified
form. This event was offered virtually for
the first time. Participants were invited to
walk or run any 5K course of their choosing
between November 14 - November 22 and
submit their walk/run completion times for
awards and raffle prizes.
Winter Wonderland
Throughout the month of December, many
South San Francisco community members
have enjoyed the festive holiday window
displays at the Joseph A. Fernekes
Recreation Building. On Saturday,
December 12, a few lucky residents were
treated to an enchanting holiday display as
the scenes came to life. The Parks and
Recreation Department successfully
accommodated over 500 visitors to the live
Winter Wonderland event.
4
Visit our Virtual Recreation and Resource Center at
www.ssf.net/virtualrec
Thanks to donations from the Friends of Parks and
Recreation and Kaiser Permanente, we were able to
pilot many new virtual classes and offer them for free
to the community during the Spring and Summer
months, with the number of registrants reaching a
peak of over 400 community members per session.
Virtual classes continue at half of the cost of an in-
person class and include a variety of offerings such as
fitness, dance, and art.
Junior Giants, a free summer youth baseball program,
was modified into an engaging virtual format that was
enjoyed by over 300 youth.
Virtual Programs
In-Person Connections
Outdoor Fitness and martial arts classes, as well as youth sports camps for
basketball and flag football
Over 3,000 lap swimmers were able to swim at Orange Pool with advanced
reservation while the pool was allowed to be open from June 29 - August 22
and November 2 - November 16.
We established a new Tennis Reservation Program at Orange Park. The courts
were available to rent Monday-Sunday between the hours 8:00 am – 1:00 pm
from June 15, 2020 - November 30, 2020. Tennis players reserved over 1,000
hours on the court despite having to close the reservation system at times due
to poor air quality from the California fires. This program has been suspended
during the winter months, and is under review to be continued thanks to
positive feedback we have received from the tennis players.
Park to Park – This new program brought free outdoor activities to the
community at different parks around SSF including Orange Memorial Park,
Alta Loma, Avalon, Westborough, Paradise Valley and Irish Town Greens. Over
150 participants enjoyed the program over the 11 weeks it was offered,
Monday-Thursday from 1:30 pm – 5:00 pm. The scheduled activities included
cornhole, soccer, horseshoes, frisbee, flying kites and more. This program has
also been suspended for the winter.
Despite the challenge of poor air quality that affected the state
due to California fires, we were pleased to offer several outdoor
recreation opportunities for in-person connections following state
and county covid guidelines:
5
Art in SSF
Maintenance Efforts
South San Francisco High School graduate,
Helen Wilborn, was awarded the 2020 Jack
Drago Cultural Arts Commission Youth Art
Scholarship.
A robust Public Art Survey was developed to
gauge community response to SSF’s art
programs.
An audio tour feature was incorporated as part
of the Orange Park Sculpture Garden
experience.
Videos of selected sculptures were added to the
resources on the Cultural Arts webpage.
The first virtual art show, celebrating the Day of
the Dead traditions, was launched.
Two marvelous sculptures were installed, a
whimsical Giraffe and a mini Sphere, both
acquired through generous donations.
It’s an exciting time for art in South San Francisco with plans to begin
developing a Public Art Master Plan in 2021, and City Council’s approval of an
ordinance that establishes a new art impact fee requiring developers to
spend one percent of their construction budget on public art or make a cash
contribution of half a percent of their construction costs for the purchase of
public art. In addition, the Parks and Recreation Department and Cultural
Arts Commission accomplished the following:
6
Sign Hill
In October of 2016 the historic Sign Hill caught fire in an
event now dubbed “The Diamond Fire.” In that fire event,
approximately 16 acres were burned with thousands of
trees being damaged or killed. In response to this fire,
the Parks Division started securing contracts through the
month of November and work on the hill began in early
December. Tree removals, erosion control, and
preventative work are all being performed to keep
residents safe and restore the hill’s native landscape.
Prior to this event, the Parks Division had performed fire
mitigation work near the homes on Rocca Ave and
Carnelian Road. Naturalist and habitat restoration work
has also been occurring on Sign Hill since 2019 and has
had a major impact on the native species and habitats
that can be found on Sign Hill. This work also helps the
hill become more fire resilient while benefiting our native
ecosystems
Awards and Recognition
California Parks and Recreation Society (CPRS) District
IV Awards
Volunteer Award: Rena Donati (Cultural Arts programs); Woody Rael and
Jim Elder (SSF Youth Baseball programs)
Award of Excellence: Circle 3.0 Tree Planting Program
Distinguished Professional: Richard Holt, former Parks and Recreation
Commissioner
On the evening of Friday, February 27, staff, volunteers, and Commissioners
attended the CPRS District IV Awards and Volunteer Recognition Dinner at the
Mountain View Community Center in Mountain View. At the event, South San
Francisco received the following awards:
7
Facility Improvements
Magnolia Center Painting & Refresh
Municipal Services Building Social Hall Floor Refresh
Joseph A. Fernekes Recreation Building reception area
remodel
Once the public is invited back into our community
centers, you may notice that some of our spaces might
have a new look.
COVID Response
The health and safety of our staff and patrons is
important to us. Thanks to our Facility Maintenance team,
all city buildings have upgraded HVAC filters, public
entrances have hand sanitizer dispensers, and sneeze
guards have been installed at front counters.
Fiscal Report
The City of South San Francisco was not immune to the fiscal constraints
caused by the COVID-19 pandemic, as all City department were impacted by
budget reductions. The reductions, in addition to the limitation of program
offerings caused by COVID, has sadly resulted in the need to furlough many
of our Parks and Recreation colleagues. Despite these challenges, we are
pleased to share the following budget highlights that have made our work
possible:
8
Innovation Fund
Although the Department was affected by nearly $2 million in budget reductions,
City Council recognized the essential role of Parks and Recreation in serving the
community during the pandemic and established a $300,000 Innovation Fund to
allow the Department some flexibility in offering essential programs and services
to meet the constant change of COVID. This fund was also made possible thanks
to the advocacy of many parks and recreation supporters in the community.
Thank you!
Donations and Grants
California Department of Education, After School Education and Safety
(ASES) Grant - REAL After School Program, $247,695
CalRecycle, $16,703
Friends of Parks and Recreation, $6,800
Genentech – COVID Response, $50,000
Kaiser Permanente Northern California Benefit Programs - Get Moving SSF
(repurposed grant), $10,198
Metropolitan Transportation Commission Priority Conservation Area Grant –
“Sign Hill master planning and habitat restoration work, $135,000
Quality Counts San Mateo County - Quality Improvement Grant, $4,003
San Mateo County Childcare Relief Grant – Big Lift / Little Steps Preschool,
$20,636
San Mateo County Measure K – restoration and weed eradication on Sign
Hill, $37,800 annually in 2019 and 2020.
San Mateo County Office of Aging and Adult Services – Senior Services,
$28,051
San Mateo County Office of Aging and Adult Services – CARES funding,
$14,780
SC Properties – $50,000 for athletic field improvements Silicon Valley
Community Foundation – Big Lift / Little Steps Preschool, $200,000
See’s Candies – Generous amounts of assorted sweet treats were distributed
through various community events and programs and enjoyed by over 1,000
staff and community members.
We received over $800,000 in grants and donations this year!
Capital Projects
9
Community Civic Campus Phase II - New Community
Center/Library
Following the early 2020 start of construction for the Community Civic Campus Phase
I - Police Operations Center and 9-1-1 Dispatch Center, in November 2020, we
reached a major milestone on Phase II when City Council awarded the construction
contract for the new Library, Parks & Recreation and Community Theater/Council
Chamber. Construction began the first week of January 2020! This new 80,000 square
foot state of the art library, recreation center and city council chambers will serve the
residents of South San Francisco for years to come.
South San Francisco Caltrain Station Improvement
The South San Francisco Caltrain Station Improvement includes a new pedestrian
tunnel and half acre plaza that will be built at the intersection of Grand Ave. and
Airport Blvd. As the cornerstone of a new transit hub in South San Francisco, this
plaza is imagined to anchor the eastern end of historic downtown and is
expected to be completed in Winter 2021. In mid-November 2020, the City
issued a request for proposals for public artwork to be located in the new plaza
and will be finalizing the selection of artist(s) in early 2021.
Gardiner Park
The newly renovated Gardiner Park was
officially opened with a small ribbon cutting
event on October 27, 2020. The renovation
includes new play equipment, site furnishing,
lighting, fences, railings, and planting.
Although the celebration of this park opening
was small due to COVID-19 regulations on
group gatherings, we are pleased to offer this
new outdoor attraction for the community to
enjoy. This new park will also include the
installation of a mural by renown Bay Area
artist, Sirron Norris. Community input on mural
design alternatives will take place in early
2021 and the mural is expected to be installed
by Spring 2021.
Preschool Expansion Opportunities
To address the growing need for early learning opportunities in our community and the
growing preschool waitlist, in 2020 the City Council allocated funding for the
construction of an additional preschool facility in the Westborough area – the
neighborhood with the greatest concentration of individuals on the preschool waitlist.
The Department is currently exploring sites and will begin design and construction in
2021.
Volunteer Initiatives
10
Sign Hill Stewards
The Measure K funded program dubbed “Sign Hill Stewards” is the Parks Division
efforts for restoration on Sign Hill. Sign Hill Stewards is the volunteer effort that
helps assist Division staff with tasks on the hill. This year only a few small
volunteer events were held in light of the pandemic. However, this program has
garnered a rather large interest and dedicated following. During times of the
year where small gatherings were permitted, individuals or households were
allowed to perform volunteer work on the hill sporadically.
Coastal Cleanup
The Coastal Cleanup, an annual event sponsored by the Parks Division and San
Mateo County statewide Coastal Clean-up effort, was held remotely on September
26 in various locations in the city. Usually residents perform clean up work around
the Bayfront Trail, but because of the COVID-19 pandemic, residents signed up for
this event before hand and were given a virtual safety briefing before going around
their own neighborhoods to pick up debris. Residents also downloaded the “Clean
Swell” app, which allows participants to catalog what types of trash they are
collecting to provide metrics to the Parks Division. Due to the nature of the
pandemic, our turn out was lower than previous years, with 15 volunteers collecting
over 25 pounds of trash (451 pieces).
Improving Public Places (IPP) Volunteer Events
This year IPP has largely not gathered except during the early months of the
year. Prior to the pandemic, IPP was able to perform a planting on Sign Hill
where volunteers assisted in planting native species on Sign Hill beneficial to
pollinators. IPP safely gathered two more times throughout the year with a very
small group of volunteers. These events were a maintenance clean-up day at
Sellick Park and a tree planting event at Sister Cities Park.
Staffing Changes
Best Wishes!
Susan Filereto, Administrative Assistant II – Susan
Filereto, our Administrative Assistant II, was often the
first person you saw when coming into the Parks and
Recreation office at 33 Arroyo Drive, and it was often
her voice you heard when calling our office. For nearly
30 years, Susan has served the City of South San
Francisco and has been at the heart of supporting Parks
and Recreation operations for most of that time. It is
with bittersweet fondness that we announce her
retirement at the end of December 2020. The Parks and
Recreation team is sad to lose such an amazing
colleague, but we celebrate her new adventures in
retirement!
City Council – Thank you Rich Garbarino and Karyl
Matsumoto for your many years of support for Parks and
Recreation!
Cultural Arts Commissioners - Thank you to Teresa
Avelar, Loretta Fornaciari, Jessica Madrid-Nickle,
Florida Ventura for your work shaping art initiatives and
events in South San Francisco!
Best wishes to these amazing colleagues who have moved
on to their next adventures:
Welcome!
Zachary Kust, Parks Maintenance Supervisor – The Parks Division
promoted Zach Kust to Parks Maintenance Supervisor from his former
position of Tree Trimmer. Zach has been with the Parks Division since 2016
and is a valuable asset to the P&R team.
Park Maintenance Workers – In 2020 the Parks Division was also
fortunate to hire three parks maintenance workers prior to the pandemic.
These staff members are Bodhi May, Erik Aronson, and Karina Quintero.
Welcome to our newest members:
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WE WANT TO HEAR FROM YOU!
Opt to receive our email newsletter to stay up to date on
new programs and offerings. To be added to the recipient
list, email your request to [email protected] or call
(650)829-3800 for more information.
August
Senior Picnic
Fall Registration Begins
Cultural Arts BBQ
Movie Night
Senior Health Fair
End of Summer Camp
CAC Youth Art Show
Spring Camp (TBD)
Senior Volunteer Luncheon
Arbor Day
April
TBA
1-2, 5-6
16 or 23
TBA
6 or 13
9
15
20
27
TBA
December
IPP Wreath Making Workshop
Recreation Admin Offices Closed
Winter Camp (Tentative)
New Years Eve / Programs Closed
5
20-25
20-31
31
May
Senior Pancake Breakfast
Summer Registration Begins
Memorial Day Holiday/Programs Closed
September
Labor Day / Programs Closed
Fall Session Classes Begins
Coastal Cleanup Day
New Year’s Day/Programs Closed
Winter Session Classes Begin (Virtual)
Martin Luther King Day- Holiday/Closed
Senior Valentine Day Cards for the Troops
(Mail-in Event)
Middle School Dance (Cancelled)
January
1
11
18
15 or
20
TBA
16
10
31
6
7
18
October
CAC Art Show
Columbus Day / Programs Closed
Halloween Extravaganza
Middle School Dance
February
Senior Dance Chinese New Year Party
(Cancelled)
CAC "Living in Virtual Times" Virtual
Photography Show
Senior Valentine Dance (Cancelled)
Presidents Day/Programs Closed
Spring Registration Begins
5 or 12
Feb. 14
-Mar. 14
12
15
22
June
Summer Session Classes Begin
Movie Night
SSF Ballet Spring Performance
Summer Camp
7
18
TBA
TBA
8-9
11
30
TBA
November
Holiday Boutique
Veteran's Day / Programs Closed
Thanksgiving Fun Run
Thanksgiving/Programs ClosedMarch
Spring Session Classes Begins
Easter Egg Hunt (Virtual or Modified)
Spring Camp (TBD)
22
27
29-31
July
Independence Day/Programs Closed
Programs Closed
CAC Photography Show
4
5
9-10
July is Parks and Recreation Month!6
11
20
25-26
*TBA= To be announced.
Dates subject to change [Updated 1.13.2021]
Attachment 2 - 2021 Calendar of Events
CITY OF SOUTH SAN FRANCISCO
INTEROFFICE MEMORANDUM
DATE: February 4, 2021
TO: Mayor, Vice Mayor and Councilmembers
FROM: Greg Mediati, Deputy Director of Parks and Recreation
SUBJECT: Bi-Weekly Update
Spring Postcard Mailing The Department’s spring postcard is currently being printed and prepped for mailing. This is the Department’s third postcard mailer to be sent to approximately 22,000 South San Francisco homes throughout the city since the COVID pandemic began. The purpose for the postcard is to highlight
upcoming activities, classes, and programming that the Department intends to offer during the upcoming spring season. Traditionally, the seasonal Activity Guide served the same purpose in a much more thorough and detailed format, however, given the uncertain impact of COVID on future recreation programming, staff has chosen to send seasonal postcards to residents. While the postcard highlights new programming, it also serves to direct the reader’s attention to the
Department’s website, which will contain the same information that would otherwise be included in an Activity Guide, except that staff will have more control over updating the content to reflect the latest information. This year’s guide highlights the start to the spring registration period (beginning February 22) in
addition to highlighting the Cultural Arts Commission’s Online Photography Exhibit, the Parks Divisions’ Agents of Discovery app, and the Letter from the Deputy Director’s reference to the 2020 Year in Review which is located on the Department’s website. Residents are scheduled to receive postcards via mail by Monday, February 8, giving them a two-week period to organize their schedule for the spring season. See Attachment 1 for a copy of the postcard.
Recreation Staff Assist on ECD Project Having heard from ACM/Parks and Recreation Director Sharon Ranals that the Economic and Community Development Department (ECD) needed help surveying local business owners and
landlords, several Recreation staff members stepped forward to help. Brian Noce, Austin Navarro, and Bill Stridbeck made a total of 545 phone calls in a one-week period and helped gather valuable information for ECD on the effect that COVID has had on businesses, landlords, and tenants. This survey will help the City Council consider future economic recovery policies for 2021, including extensions of renter assistance, workforce development, and business assistance.
Bi-Weekly Update February 4, 2021
Page 2 of 4
Parks and Recreation Customer Services
Susan Filereto, the Parks and Recreation Department’s former Administrative Assistant II who retired on December 30, 2020, proudly served the South San Francisco community for nearly 30 years. While her colleagues and Parks and Recreation program participants miss her greatly, we are very grateful to our amazing team members for seamlessly stepping forward to assist the
Department through the transition while the Department continues through the recruitment process
to fill the Administrative Assistant II vacancy. Among the most important tasks of the Department’s Administrative Assistant team is providing continuous customer service despite the challenges of COVID and many facilities being closed. The Department has received positive feedback from many community members who are glad to find staff so accessible and responsive
by phone and e-mail, even when their questions do not necessarily have to do with Parks and Recreation business. Through this bi-weekly report, the Department would like to recognize our key staff members who continue to keep our virtual doors open to the community.
Kari Jung
Administrative Assistant II
Cristina Simmons
Acting Administrative
Assistant II
Gabriella Firpo
Recreation Leader III /
Acting Administrative
Assistant I Amazon Donates to the Childcare Program
In September 2020, staff from the Amazon delivery facility located at 400 Littlefield Avenue in South San Francisco contacted Childcare Supervisor Laura Armanino to donate items to support the Childcare Program. After some discussion,
Amazon donated seven six-foot folding tables and goody bags for children at the Department’s full day learning hub at Martin Elementary School. The additional folding tables will allow more flexibility in the room set up at various childcare sites, where students are positioned six feet apart. The Martin
Elementary School learning hub is one of two Title 1 schools in the REAL Program, which is grant-funded by the California Department of Education After School Education and Safety (ASES) grant program and is offered free of charge to participants.
Childcare Program Supervisor, Laura Armanino (left) receives donated hand sanitizer from Amazon delivery driver.
Bi-Weekly Update February 4, 2021
Page 3 of 4
More recently in late January 2021, Amazon contacted Laura again offering to donate hand
sanitizer. The Childcare Program received 300 bottles of individual-sized hand sanitizer, which have been distributed to all childcare programs to share with staff and participants. The Department is grateful to have such supportive community partners.
Westborough Neighborhood Preschool Update Recently, Vice Mayor Nagales asked staff to provide more detail on the timeframe for construction of a new City-operated preschool facility in the Westborough neighborhood, which
was approved in the FY2020-21 capital improvement program. A summary of the preliminary
details for construction is below, as provided by Bill Savidge, who recently served as the construction manager for the South San Francisco Unified School District’s bond-funded school facility upgrades. Note to date, staff has worked to determine a preferred location, though no public outreach has yet been conducted, and is beginning site survey work. It is anticipated the
new facility will serve between 40 and 60 preschool aged children per year, citywide. Timeline for Preschool Facility Development by Construction Type Modular or New Construction (18-20 months) Phase 1: Program planning and site analysis (6 months)
Includes:
- CEQA and environmental review
- Planning and zoning review
- Survey for topography, boundaries and utilities
- Geotechnical study for building foundations
- Community outreach begins Phase 2: Design development, architectural drawings and plan review (6 months)
Phase 3: Bid and construction (8 months)
- New building or modular building construction
- Site work including playground, parking, etc.
Phase 4: Licensing, furniture, fixtures and equipment (FF&E), staff hiring and training (1 month) - Some of this process can happen in the background during phase 3 Portable Classrooms (12 – 14 months)
Phase 1: Program planning and site analysis (6 months) Includes:
- CEQA and environmental review
- Planning and zoning review
- Survey for topography, boundaries and utilities
- Geotechnical study for building foundations
- Community outreach begins
Bi-Weekly Update February 4, 2021
Page 4 of 4
Phase 2: Architectural drawings and plan review (2-3 months) Phase 3: Bid and construction: (3-4 months)
- Portable building construction
- Site work including playground, parking, etc
Phase 4: Licensing, FF&E, staff hiring and training (1 month)
- Some of this process can happen in the background during phase 3 Early Childhood Education Standards for Facility Types Modular and portable facilities have improved a great deal in recent years, but Early Childhood
Education professionals still largely prefer new construction (also called stick-build) facilities.
Stick-build construction has a comparable cost to modular construction for preschool programs. Modular construction has a limited number of designs and models to choose from, while stick-build offers fully customizable options to meet the needs of the children and the operators. A limited amount of companies that have experience in designing and building preschool buildings,
and the specific requirements for licensing in the State of California are more stringent than
many states. As a result, this may further limit us in designing our building to meet all the needs and standards of a quality preschool program, however, staff will work with architects to recommend the most cost effective and program appropriate option. Budget
In the 2020-21 Capital Improvement Program budget, City Council allocated the full balance of Childcare Impact Fees in hand at that time, $5,500,000, to this project. Based on conversations with industry professionals, the budget should be sufficient for either construction type, however, this will be further explored in the program planning and design development phases.
Feedback from members of the City Council on construction types, the timeline and other details is greatly appreciated. If you’d like to discuss more, please email [email protected].
SPRING2021
SPRING 2021RECREATION CLASSES
COMING SOON!
Greg Mediati
LETTER FROM THE DEPUTY DIRECTOR
Greg Mediati
LETTER FROM THE DEPUTY DIRECTOR
Greg Mediati
LETTER FROM THE DEPUTY DIRECTOR
Greg Mediati
LETTER FROM THE DEPUTY DIRECTOR
CITY OF SOUTH SAN FRANCISCO
INTEROFFICE MEMORANDUM
DATE: February 11, 2021
TO: Mayor, Vice Mayor and Councilmembers
FROM: Greg Mediati, Deputy Director of Parks and Recreation
SUBJECT: Bi-Weekly Update
Parks Update
Sign Hill Diamond Fire Mitigation Contractors working on Sign Hill have made great progress mitigating damage caused by the Diamond Fire, which occurred in October 2020. Erosion control efforts were completed on February 5. This included the installation of check dams and straw wattle on steep slopes and
concentrated flow areas, as well as hydroseed applications on much of the burned area using native seed blends that will help reestablish native species that would have naturally grown in the absence of dense tree cover. Tree work is progressing well with the Seubert Grove and Ridge Trail cleared of most hazards.
Work surrounding the Iris Trail began on February 8, and Parks staff hopes to have the trail cleared before nesting season begins in March. There is still a great deal of tree work to be performed on Sign Hill in the coming year, but as trails are made safe, Parks staff will open trails for public use. Sign Hill Stewards
The Sign Hill Natural Resources program team has likewise been focused on post-fire restoration work. With winter rains, wildflowers like checkerbloom and poppies are beginning to bloom. Staff has also noticed native pollinators,
like the variable checkerspot caterpillar, in areas that have
rebounded after invasive plant removal. Volunteer crews have returned to Sign Hill, following the lifting of the shelter-in-place order, adhering to COVID-19 safety protocols.
Recently, volunteers helped staff finish planting over 6,000 lupine seeds across Sign Hill to serve as hosts for the endangered mission blue butterfly. Almost half of these seeds were placed in areas impacted by the fire. These seeds
were generously donated by Creekside Science to improve
mission blue habitat on the San Francisco Peninsula. Volunteers have also contributed to native planting efforts, planting 500 native plants in habitat islands along the ridge and lower elevations of Sign Hill. These plants were purchased from San Bruno Mountain Watch’s Mission Blue
Checkerspot caterpillar
Bi-Weekly Update February 11, 2021
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Nursery and were propagated from seeds harvested from San Bruno Mountain. The Sign Hill ecosystem will benefit greatly from these restoration efforts and the plants will continue to help populate the hill with native species.
Buri Buri Park Entrance Sign Lights Parks staff recently worked with contractors to complete the installation of new park entrance lighting at the front of Buri Buri Park. The existing lighting was in disrepair and vandalized,
prompting the replacement of the old conventional lamps with brighter and more energy efficient
LED lights. The completion of this project marks the final park entry lighting improvement project that had been outstanding. Thus far, Orange Memorial Park (entry park sign and flame sculpture), Sellick Park, and Buri Buri Park have all been upgraded.
Building Maintenance Update
Fire Station 65 Shower Drain Repairs In addition to several other ongoing projects, Building Maintenance staff has been completing plumbing
repairs at Fire Station 65. The shower drainpipe has
deteriorated over time due to age. The Building Maintenance team had to remove the tile and concrete flooring surrounding the drain line in order to replace the pipe. The pipe has been replaced and the Building
Maintenance staff will continue working on restoring
the tile floor this week.
Bi-Weekly Update February 11, 2021
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Magnolia Senior Center and Terrabay Gymnasium Roof Repairs Last week, roof damage was reported at the Terrabay Gymnasium and Magnolia Senior Center buildings caused by the unusually high winds. The Building Maintenance team is working on
securing a qualified roofing contractor who is able to make the necessary repairs to the tile roofs.
Areas below the loose tiles have been made safe and will remain behind caution tape until the roofs are repaired.