HomeMy WebLinkAbout2021-02-23 e-packet@6:00Tuesday, February 23, 2021
6:00 PM
City of South San Francisco
P.O. Box 711 (City Hall, 400 Grand Avenue)
South San Francisco, CA
TELECONFERENCE MEETING
Special City Council
Special Meeting Agenda
February 23, 2021Special City Council Special Meeting Agenda
TELECONFERENCE MEETING NOTICE
THIS MEETING WILL BE CONDUCTED PURSUANT TO THE PROVISIONS OF THE
GOVERNOR’S EXECUTIVE ORDERS N-29-20 AND N-63-20 ALLOWING FOR DEVIATION
OF TELECONFERENCE RULES REQUIRED BY THE BROWN ACT & PURSUANT TO THE
ORDER OF THE HEALTH OFFICER OF SAN MATEO COUNTY DATED MARCH 31, 2020 AS
THIS MEETING IS NECESSARY SO THAT THE CITY CAN CONDUCT NECESSARY
BUSINESS AND IS PERMITTED UNDER THE ORDER AS AN ESSENTIAL
GOVERNMENTAL FUNCTION.
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.
Councilmembers Coleman, Flores and Nicolas, Vice Mayor Nagales and Mayor Addiego and essential City
staff will participate via Teleconference.
PURSUANT TO RALPH M. BROWN ACT, GOVERNMENT CODE SECTION 54953, ALL VOTES
SHALL BE BY ROLL CALL DUE TO COUNCIL MEMBERS PARTICIPATING BY
TELECONFERENCE.
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Page 2 City of South San Francisco Printed on 4/21/2021
February 23, 2021Special City Council Special Meeting Agenda
Call to Order.
Roll Call.
Agenda Review.
Remote Public Comments - comments are limited to items on the Special Meeting
Agenda.
1.
Submit Public Comments in Advance via GoogleDocs:
Members of the public are encouraged to submit public comments in writing in advance of the meeting via
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City Council and read into the record by the City Clerk.
Comments received after 4:00 p.m. will not be read during the meeting but will be entered into the record for
the meeting. Approximately 300 words total can be read in three minutes.
Link to GoogleDoc public comments can be found here:
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If there appears to be a large number of speakers, speaking time may be reduced subject to the Mayor ’s
discretion to limit the total amount of time for public comments (Gov. Code sec. 54954.3.(b)(1).). Comments
that are not in compliance with the City Council's rules of decorum may be summarized for the record if they are
in writing or muted if they are made during the meeting.
State law prevents Council from taking action on any matter not on the agenda; your comments may be referred
to staff for follow up.
Page 3 City of South San Francisco Printed on 4/21/2021
February 23, 2021Special City Council Special Meeting Agenda
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ADMINISTRATIVE BUSINESS
Report regarding a study session on a South San Francisco Universal Basic Income
pilot program. (Christina Fernandez, Assistant to the City Manager)
2.
Report regarding implementation of a Partnership for Workforce Development in the
City of South San Francisco to provide career path opportunities for underserved and
disadvantaged residents and assist local businesses in need of a skilled workforce.
(Mike Lappen, Economic Development Coordinator, and Nell Selander, Deputy
Director, Economic and Community Development Department)
3.
Report regarding a study session on establishing a Small Business Resource and
Entrepreneurship Center in South San Francisco. (Ernesto Lucero, Economic
Development Coordinator and Nell Selander, Deputy Director, Economic and
Community Development Department)
4.
Adjournment.
Page 4 City of South San Francisco Printed on 4/21/2021
City of South San Francisco
Legislation Text
P.O. Box 711 (City Hall, 400
Grand Avenue)
South San Francisco, CA
File #:21-138 Agenda Date:2/23/2021
Version:1 Item #:1.
Remote Public Comments - comments are limited to items on the Special Meeting Agenda.
City of South San Francisco Printed on 2/19/2021Page 1 of 1
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Email address *
Lien Uy
Special City Council Meeting (6:00 p.m.) - 02/23/2021
Comments received by the 4:00 p.m. deadline will be forwarded to the City Council and read into the record by the City Clerk. Comments received
after the 4:00 p.m. deadline will not be read during the meeting but will be entered into the record for the meeting. Approximately 300 words in
total can be read in three minutes.
Name
Address:
Government Code Section 54957.5
SB 343
Agenda: 2/23/2021 SP CC
Item #2
Item Number 1
Item Number 2
Item Number 3
Item Number 4
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Phone number
Organization:
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read before the Council discusses the item. *
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No Response Needed
According to study session repor t, "Universal Basic Income (UBI) is defined as a government program in which every adult citizen receives a set
amount of money on a regular basis." Yet the goals of the SSI UBI pilot program would be to provide assistance to vulnerable households only.
The city should clarify this so that residents are not mislead. In addition, the repor t does not address where the funding would come from except
to list "potential par tners".
This form was created inside of City of South San Francisco - O ce of the City Clerk.
Would you like to receive a response from members of the City Council? If yes, please select your preferred method of
communication and provide your information above. *
Submit your comment below. *
Forms
City of South San Francisco
Legislation Text
P.O. Box 711 (City Hall, 400
Grand Avenue)
South San Francisco, CA
File #:21-118 Agenda Date:2/23/2021
Version:1 Item #:2.
Report regarding a study session on a South San Francisco Universal Basic Income pilot program.(Christina
Fernandez, Assistant to the City Manager)
RECOMMENDATION
It is recommended that the City Council receive a report on a potential South San Francisco Universal
Basic Income pilot program and provide staff direction on future actions.
BACKGROUND
“I am now convinced that the simplest approach will prove to be the most effective-the solution to poverty is to
abolish it directly by a now widely discussed measure: the guaranteed income.” -Dr. Martin Luther King, Jr.
Dr.King was not the first to propose a guaranteed income;political philosophers such as Montesquieu and
Thomas Paine also supported a “universal basic income”.The idea that every person is guaranteed income has
become popularized by former Democratic candidate and current New York City mayoral candidate Andrew
Yang.
Universal Basic Income (UBI)is defined as “a government program in which every adult citizen receives a set
amount of money on a regular basis.The goals of a basic income system are to alleviate poverty and replace
other need-based social programs that potentially require greater bureaucratic movement.”
Universal Basic Income builds on the idea that every individual deserves the right to economic security.A flat
monthly cash payment reduces income inequality.Cash payments are effective as they are fast,flexible,and
fills the gap that other assistance programs may miss.
The Case for Universal Basic Income
The need has never been more urgent or dire.Pre-pandemic,the City’s most vulnerable populations were
living within the margins of poverty.The two lowest income census tracts in our City have poverty rates of
10.5%and 14.5%respectively.According to the Stanford Center for Poverty and Inequality,those rates really
should range between 20-40% when considering the high housing costs.
A proud City with working class roots,the “Industrial City”once known for meatpacking plants and steel
manufacturing,is now known as the biotechnology capital of the world.A City historically known for having a
large Italian immigrant population,it now also welcomes immigrants from Latin America and Asia.
Approximately 58%of South San Francisco households speak a language other than English and 81%of the
City’s households are households of color.
The majority of our Latinx community lives in the two lowest Census tracts,both located in the downtown area
of the City.The Latinx community in South San Francisco consists of many front line,service industry
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of the City.The Latinx community in South San Francisco consists of many front line,service industry
workers who have been hard hit by the pandemic.As a result,it is unsurprising that the City has the third
highest unemployment rate at 7.3%and continues to fluctuate within the top three cities with the highest rate of
unemployment throughout the pandemic.
San Mateo County remains one of the most expensive counties to live in,with the San Francisco metro area
ranking as having the second highest housing costs in the nation.Rents in San Mateo County surpass the City
of San Francisco upwards of $4,000 per month.Approximately 40%of households in our downtown area are
spending more than 30% of their income on housing costs.
As is usually the case,poverty disproportionately affects our most vulnerable populations -children and
families of color.Five schools in South San Francisco Unified School District are Title I schools and
approximately 38%students participate in the free or reduced meal program.Approximately 40.8%of students
are considered socioeconomically disadvantaged.
The Metropolitan Transportation Commission (MTC)has labeled the City of South San Francisco as a
Community of Concern.A diverse city with pockets of low income,high need neighborhoods vulnerable to
displacement juxtaposed against the largest biotechnology cluster in the world.With great need,also comes
great opportunity. The need for assistance is acute and urgent.
The Effects of COVID-19
Pre-pandemic 40%of Americans could not afford a $500 emergency fund.Given the current economic
recession and high unemployment rate,our vulnerable population’s economic situation is even more dire.The
federal government provided one-time stimulus checks in the amount of $1,200 which helped keep economies
afloat.The two major criticisms of stimulus funding include that they are one-time payments and the amounts
insignificant.The pandemic highlights the need for sustained and regular economic assistance to our most
vulnerable population.
The City of South San Francisco continues to step up wherever possible to help our residents.To address food
insecurity,the City hosted five large scale food distribution events in partnership with Second Harvest Food
Bank of Silicon Valley distributing food boxes to approximately 3,750 households.The City continues to
partner with a local produce vendor,Rocko’s Produce to distribute weekly food boxes to our homebound
seniors.
In partnership with the County of San Mateo,the City hosted COVID-19 neighborhood testing events testing
over 1,000 people.The City will continue to work with the county’s health department to gear up for the
potential of future neighborhood vaccination sites in South San Francisco.
What other cities are doing?
Stockton, California
In 2019,Stockton Mayor Michael Tubbs launched the Stockton Economic Empowerment Demonstration
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In 2019,Stockton Mayor Michael Tubbs launched the Stockton Economic Empowerment Demonstration
(SEED).This program gives 125 residents $500 a month for 18 months with no work requirements or
restrictions.The money given to the residents is privately funded through grants and donations.SEED ensures
fair and equitable distribution to all eligible residents.In addition,SEED prioritizes the equal representation of
its recipients.SEED required participants lived in a neighborhood with a median income at or below $46,033,
however,residents could make more or less than the median income and still participate in SEED.Selected
participants in the program were identified in low income neighborhoods,randomly.Approximately 4,300
residents were selected to receive a mailer inviting them to participate,and 125 residents were randomly
chosen.The money is disbursed through a Focus card,a prepaid debit card that is issued in each recipient’s
name.
Compton, California
The Compton Pledge is the largest guaranteed income city-based pilot in the United States,distributing cash-
relief to 800 low income residents for a period of two years.The goal of this program is to measure the social,
psychological,and economic impacts that financial security brings,and to help design the future of basic and
guaranteed income policies at all levels of government.Residents were randomly selected from a preapproved
group making it possible to give representation to the low-income populations including:households with less
than 200%of the Supplemental Poverty Measure and those excluded from federal welfare programs.The
frequency and exact dollar amount vary depending on the individual (i.e.parents with multiple children will
receive greater amounts).Participants may choose their preferred payment option,and those without a bank
account will be provided with no-cost financial services.Private donors have provided the Compton Pledge
with $2.5 million dollars to fund the basic income program.
Jackson, Mississippi
Springboard to Opportunities is a nonprofit organization who works with residents who live in affordable
housing to assist them in reaching their goals in school,work,and life.Magnolia Mother’s Trust was created by
Aisha Nyandora,the CEO of Springboard to Opportunities.The Magnolia Mother’s Trust was able to provide
20 Springboard mothers with $1000 per month for a duration of 12 months.This first in its kind program
targets extremely low-income families headed by an African-American woman living in affordable housing.
The reason they chose to target single black mothers in public housing is because the median black family is
worth 1/10th of the median white family.Participants received guidance from a financial adviser regarding
savings accounts,interest rates,and building credit.A larger study has now begun in March 2020 with 110
women.
The results of the pilot program were impressive with:
·32% of participants preparing 3 meals a day at home for their families to 75%.
·37% of participants able to pay all bills without additional support to 80%.
·63% of participants with a completed high school education to 85%.
What could a Universal Pilot Program look like?
According to Mayor’s for a Guaranteed Income,“A guaranteed income is a monthly,cash payment given
directly to individuals.It is unconditional,with no strings attached and no work requirements.A guaranteed
income is meant to supplement,rather than replace,the existing social safety net and can be a tool for racial and
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gender equity.”
The goals of the South San Francisco UBI pilot program are to provide direct,immediate economic relief to our
most vulnerable residents facing food and housing insecurity.It will supplement existing assistance programs
and help at risk households impacted by COVID.A secondary goal is to gather enough data to determine how
to create a longer term, sustainable program to assist those residents in the greatest need.
In its current form,the South San Francisco UBI pilot limits payments to one person per household.Universal
Basic Income which provides every resident of South San Francisco with a monthly check is a longer-term
goal.Given the approximate cost of $402M to provide 67,000 residents with $500 every month over twelve
months, staff recommends focusing the pilot on our communities most in need.
Eligibility
Eligibility requirement focus assistance on our lowest income families living in pockets of high need.These
families are vulnerable and additional cash assistance may mean the difference between homelessness and
staying in their homes.Staff has researched multiple UBI programs and are in discussions with Open Research
Labs,a think tank piloting UBI in Oakland and elsewhere.Through this research,staff recommends the
following eligibility parameters:
1.Income Eligibility:Earn no more than 80%of the Area Median Income.The Area Median Income in
South San Francisco is $92,074.
2.Lowest income census tract(s):Target households in the lowest income census tract,primarily our
downtown and high need pocket neighborhoods west of El Camino Real.Low income census tracts
coincide with high rates of poverty,housing and food insecurity,multigenerational households,and
households with minors attending Title I public schools.
3.Households with Minor Children:In order to reach vulnerable families in South San Francisco,target
households with minor children.Households with children are not only larger,but have other issues that
impede economic security including the impacts to parents’work schedules due to distance learning and
the absence of free or reduced meals provided regularly by the school district.
Participants are required to show documentation proving city of residence and income eligibility,but not
immigration status.One individual per household may participate in this program.All information received is
confidential and information will not be shared with any other government agency.All data compiled will be in
done in aggregate without any identifying individual markers released.
How would it work?
Dependent on funding,South San Francisco’s basic income program could provide participants $500 every
month for twelve months.Studies have shown that prior to the pandemic,40%of households could not afford
a $400 emergency fund,therefore $500 was selected as the baseline amount to provide households.Providing
households with $500 every month may provide breathing room for families,stimulate spending,and generate
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households with $500 every month may provide breathing room for families,stimulate spending,and generate
local revenue.
In order to reach the harder to reach populations,the pilot would meet the needs of the most vulnerable
population.Considering the high cost of housing in the Bay Area,the framework seeks to assist those most at
risk of eviction.The City’s Economic and Community Development Renter Assistance program presented that
approximately 370 households are at risk for eviction; therefore, 400 households are targeted.
Staff recommends the basic income pilot program last for 12 months in order to give residents the opportunity
to gain financial flexibility.Although it is a pilot program,it is still important that the City look long-term in
order find a sustainable solution to the income inequality these residents face.Future scaling of this program is
heavily dependent on securing a stable, long-term funding source.
Similar to the City’s renter assistance program,staff are in discussions with potential nonprofit partners who
may be able to assist in the administration of the pilot program.Based on this model,city staff provides a non-
profit partner with our program guidelines.The partner would then send approved forms to the City with a
check request form.City staff then reviews the check request,goes through the check requesting process
through our City’s Finance department and a check and cover letter is sent to the participant.Staff then sends a
weekly email confirming to the partner which participants have been paid.Staff is exploring the distribution of
debit cards rather than checks. Based on this model, the administrative costs are 15% of the program cost.
The cost of direct cash payments of $500 every month for 400 households is $2.4 million dollars.Based on
existing city programs,the administration costs for our non-profit partner is estimated at 15%or $360,000.
Costs for outreach materials and translation services are estimated at $30,000.
·Cash Payments $2,400,000
·Non-Profit Administrative Costs $ 360,000
·Outreach/Translation $ 30,000
Total:$2,790,000
Potential partners
City staff continues to explore potential fiscal and administrative partners including Open Research Labs,San
Francisco Foundation,Mayors for a Guaranteed Income,Jain Family Institute,YMCA,and others.It is staff’s
hope to secure an administrative partner within the next month.Securing fiscal partners is an ongoing endeavor
as the City seeks a layered funding approach.
Open Research
Open Research is a non-profit research lab that studies have “a very long-time horizon,seeks to answer open-
ended questions,or develops technology that shouldn’t be owned by any one company.”Staff has met with
Open Research in an attempt to better understand the modeling and lessons learned in implementing a UBI
program in Oakland and other cities.Open Research is using a randomized controlled trial to compare those
who received UBI to an otherwise identical group who do not.Open Research is working with experts in
economic,public health,other fields to collect data.Data will measure how individuals spend their time,
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economic,public health,other fields to collect data.Data will measure how individuals spend their time,
money,and indicate impacts to their mental and physical health,as well as the effects on children and social
networks.
In 2016,Open Research launched a small feasibility study in Oakland,CA that ran for one year.The study
included fewer than 10 participants who received $1,500 per month.The second pilot with 80 individuals
launched in 2018,however the amount of money was smaller.The Survey Research Center at the University of
Michigan enrolled participants following the same protocol that will be used for the full study.The purpose of
these pilots was to test and improve the study procedures.Open Research did not intend,nor did they generate
meaningful insight as the sample size was too small and the time horizon too short.Rather,the pilots tested
payment mechanisms,refined outcome measures,tested data collection instruments and methodologies,and
developed strategies to reduce attrition in the control group.
The city’s discussions with Open Research are ongoing.Open Research UBI pilots are currently underway in
two other municipalities.Open Research offers their expertise and assistance in creating a UBI framework that
meets the City’s goals and objectives.
San Francisco Foundation
The San Francisco Foundation is one of the nation’s largest community foundations-a grantmaking public
charity dedicated to improving life within a specific region.Its mission is to mobilize resources and act as a
catalyst for change to build strong communities,foster civic leadership,and promote philanthropy in the San
Francisco Bay Area.
The San Francisco Foundation has distributed $2.5 billion in grants since 1948 and $170 million in grants were
distributed in 2019 alone. The Foundation has $1.5B in assets and funded 3,000 nonprofits in 2019.
Staff discussions with the San Francisco Foundation were extremely helpful in gaining insight on the resources
available in the Universal Basic Income space.San Francisco Foundation requested and received additional
information regarding South San Francisco’s UBI pilot and discussions are ongoing.
Mayors for a Guaranteed Income
Mayors for a Guaranteed Income (MGI)believes economic insecurity is not a partisan issue and continues to
grow.COVID has further exposed the economic fragility of American households and disproportionately
affected people of color. MGI believes that everyone deserves an income floor through a guaranteed income.
Founded by Mayor Michael D.Tubbs of Stockton,California and the Economic Security Project,Mayors for a
Guaranteed Income was created in June 2020.Mayors come together to advocate for a guaranteed income-
direct,recurring cash payments that lifts all Americans.California members include the mayors of Oakland,
Stockton, West Hollywood, Compton, Los Angeles, and Long Beach.
Staff has scheduled meetings with MGI founder,Mayor Tubbs of Stockton in order to explore a potential
partnership.MGI is currently funding participating cities with up to $500,000 per city to launch guaranteed
income pilots.
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Jain Family Institute
Jain Family Institute (JFI)is a 501c3 nonprofit applied research organization in the social sciences.Their work
includes building guaranteed income pilots,designing policy,and conducting research on guaranteed income in
partnership with governments,philanthropy,and academia.JFI are design and research partners on the
Compton Pledge,the largest city-led pilot with 800 recipients over two years.JFI has helped create research or
pilot designs in Stockton,California;Chicago,Illinois;and Newark,New Jersey.Partners include the
Economic Security Project and Stanford Basic Income Lab.
Discussions with JFI are ongoing.JFI primarily partners with local government officials,providing research
expertise and local insights on all aspects of guaranteed income policy.JFI are experts in pilot and research
design,strategy,operationalization and implementation;assembly of academic advisory boards;consulting on
cash transfer legislation, policy and media; and analysis.
YMCA
The YMCA Community Resource Center in South San Francisco is the City’s core service agency and provides
our community members most in need with food and rental assistance.The YMCA is a trusted member of the
community.The City currently partners with the YMCA in administering the City’s Rental Assistance
program.As the program’s administrators,the YMCA plays a valuable role reaching our harder to reach
populations, determining applicant eligibility, and tracking services.
Discussions with the YMCA Executive Director are ongoing.The City hopes to partner with the YMCA given
their long term standing as a trusted organization in the community.Staff believes the YMCA’s role as a
potential program administrator is a natural fit given our existing relationship and their ability to reach our
intended demographic in the city.
Other potential partners
Staff continues to explore partnerships with various nonprofit and academic institutions,namely foundations
with grant making ability.Vice Mayor Nagales has been instrumental in securing discussions with interested
partners in the local and state governments.
Alternatives
In our discussions with potential partners,creation of a task force was recommended as a means to provide a
proof of concept and to establish trust with the community,community-based organizations,and nonprofit
partners.A desired outcome of forming a taskforce is to tailor a Universal Basic Income pilot program to both
meet the needs of a targeted demographic and to identify and advocate for policy recommendations to provide
for opportunities of economic security.In partnership with the Jain Family Institute,the City of Newark
launched a taskforce in 2019 and released its findings in June 2020.
In the report, the Task Force provided immediate state-level policy recommendations to increase residents’
access to financial security and recommended principles for the City of Newark to seek in a guaranteed income
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pilot. The Task Force also recommended the City convene a Municipal Fines and Fees Task Force to study
ways in which Newark’s collection of revenue from its residents could be contributing to their financial
insecurity and to provide recommendations for potential reform. The group comprised of members from
various community-based organizations, city partners, policy/research groups, foundations, and academia. The
City of Newark is now engaging the local, state, and national foundation and donor community to seek funds to
implement a guaranteed income pilot in the city.
FISCAL IMPACT
Direct cash assistance amounts to $2.4M for a period of 12 months.In order to administer the program,staff
estimates the cost to be 15%or $360,000 plus an additional $30,000 in outreach and translation services for a
total of $2.79M.Administrative costs are based on similar program costs when partnered with a nonprofit
partner.
RELATIONSHIP TO STRATEGIC PLAN
The Universal Basic Income pilot program meets the city’s strategic goals of providing a high quality of life for
our most vulnerable residents.
CONCLUSION
Poverty continues to increase,the middle class is shrinking,and employment and incomes have become more
volatile and unpredictable in the face of COVID-19.The City continues to do everything in its power to assist
food and housing insecure households.The South San Francisco Universal Basic Income pilot program has the
potential to provide immediate and direct cash relief to those on the precipice.
Dependent on Council’s direction,City staff will continue to meet with interested foundations,academic
institutions,non-profits,and others in hopes of securing funding for the South San Francisco Universal Basic
Income pilot program.
Attachment:
1 - PowerPoint Presentation
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“I am now convinced that the simplest approach will
prove to be the most effective —the solution to
poverty is to abolish it directly by a now widely
discussed measure: the guaranteed income.”
—Rev. Dr. Martin Luther King, Jr.
What is Universal Basic Income?
“Universal Basic Income (UBI) is defined as “a
government program in which every adult citizen
receives a set amount of money on a regular basis. The
goals of a basic income system are to alleviate poverty
and replace other need-based social programs that
potentially require greater bureaucratic movement.”
Labeled as a Community of Concern by the Metropolitan Transportation Commission
What is the City doing to help?
•SSF Senior Food Box Program
•SSF Food Distribution Events partnering Second
Harvest Food Bank
•Free COVID-19 Testing Events
•Rental Assistance Program
•Landlord Assistance Program
•Small Business Recovery Grants
•Universal Basic Income Pilot
What are other cities doing?
Goals of SSF UBI Pilot Program
1. Provide immediate and direct income to
vulnerable households during COVID-19; and
2. Study UBI as a delivery vehicle for social
assistance
How would it work?
•$500 per month to 400 households for 12 months
•Partner with a Non-Profit Organization
•Academic Partner
Who would it help?
•Income Eligibility
-80% AMI
•Lowest income census tracts
•Households with Minor Children
Program Cost (Est)
Cash Payments $2,400,000
Non-Profit Administrative Costs $360,000
Outreach/Translation $30,000
Total: $2,790,000
Potential Partners
Next Steps
Universal Basic Income
City Council Study Session
February 23, 2021
City of South San Francisco
Legislation Text
P.O. Box 711 (City Hall, 400
Grand Avenue)
South San Francisco, CA
File #:21-102 Agenda Date:2/23/2021
Version:1 Item #:3.
Report regarding implementation of a Partnership for Workforce Development in the City of South San
Francisco to provide career path opportunities for underserved and disadvantaged residents and assist local
businesses in need of a skilled workforce.(Mike Lappen,Economic Development Coordinator,and Nell
Selander, Deputy Director, Economic and Community Development Department )
RECOMMENDATION
Staff recommends that the City Council hold a study session to consider establishing a Partnership for
Workforce Development and provide direction on program implementation.
BACKGROUND
This report is presented as part of a City Council Study Session on developing an Economic Mobility Strategy
for the City;and is presented along with a companion staff report on local business and entrepreneurial support.
Together,these two reports propose a framework for the City to address urgent needs for economic recovery in
the wake of COVID-19,and to position the City for long-term economic vitality in a manner that addresses
social and economic disparity.
In June 2020,ECD prepared an Economic Base Analysis for the City’s General Plan Update.Based on this
analysis,South San Francisco continues to be a major job center for San Mateo County,with 35%of all
transportation jobs,23%of all warehousing jobs,and 54%of all biotechnology jobs in the County.The City’s
largest industry sector continues to be manufacturing -representing nearly 25%of all jobs -followed by
information, professional, scientific, technical services, and transportation and warehousing.
Between 2009 and 2018,job losses occurred across a wide array of industries,including Retail Trade and office
-based industries such as Finance,Insurance and Real Estate,and Management of Companies.Jobs in
Educational Services and Public Administration also declined.This data does not include employment losses
during the COVID-19 period.
Since the beginning of COVID,staff has been researching and tracking impacts and trends in the Bay Area
economy and job market.Staff has found that South San Francisco residents’employment characteristics and
skills fit closer to higher-unemployment communities,such as East Palo Alto and Oakland,than San Mateo
County.Recent economic and labor market data show that there is a skills gap between industry in the City and
the educational attainment level and training of our residents.Based on data from the State’s Employment
Development Department (EDD),South San Francisco has the third highest unemployment rate in San Mateo
County,at just over 7%in December 2020.Likewise,the South San Francisco Unified School District prepared
a report that notes that South San Francisco residents may be vulnerable to future changes in industries,
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occupations, and skills requirements.
Compounding the problem of high unemployment and jobs-skills mismatch,staff has learned that residents are
not taking advantage of the traditional training and job placement services offered throughout San Mateo
County.In many cities,such as Menlo Park,Oakland and East Palo Alto,the local governments have taken a
pro-active approach to help their residents gain the needed skills and businesses have access to the skilled
workforce.What follows is a discussion of the traditional approach to workforce development,recent research
around a more effective,long lasting investment in the workforce,and the approach the City might take in
providing workforce development services to unemployed and underemployed South San Francisco residents.
DISCUSSION
Staff recommends forming a Partnership for Workforce Development between the City,the South San Francisco
Unified School District (SSFUSD),and a high-quality nonprofit partner to deliver rapid employment,skills
upgrade,career training,and job placement services focused on achieving economic mobility through a high-
touch, case-management driven program.
Workforce Development in the Emerging Economy
South San Francisco is not alone in its economic challenges.Research prepared by The Rand Corporation,The
Brookings Institute,The World Economic Forum,The Federal Reserve Board of St.Louis,and UCLA,show
we are entering the new decade with a more expansive view of an organization’s purpose and contribution to
society.The American workplace has changed profoundly over the past 40 years,and it continues to evolve.
Employers need workers who come to jobs with industry-specific knowledge.Most enterprises will eventually
experience a sharp need for enhanced expertise,as globalization,continued innovation,and uncertain economic
times force them to reevaluate their current skills hierarchy.
The Existing Workforce Development System
In the 1990s,local Workforce Investment Boards (WIB)were established to create a statewide and local
workforce development network to increase the employment,retention,and earnings of participants in their
programs.WIBs were also designed to improve the quality of the workforce,reduce welfare dependency,
increase economic self-sufficiency,meet the skill requirements of employers,and enhance the productivity and
competitiveness of the nation.In 2014,Congress passed the Workforce Innovation and Opportunities Act to
update the system’s mission.
The San Mateo County WIB uses a private contractor,NOVAworks,to provide workforce development
services.Staff has met with representatives from NOVAworks to discuss the range of services they provide and
how they can support residents and businesses in South San Francisco.Staff discovered that very few South
San Francisco residents have used their services.NOVAworks indicates that 22 South San Francisco have used
the services in 2020. At face value, this system is designed to help individuals find jobs and update skills.
Upon evaluating the current workforce development system and how it is employed in San Mateo County,staff
believe it falls short in preparing the workforce in the following ways:
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·Workers need to re-skill but have no clear path forward.
·Workers do not have equal access to training.
·Workers face less stability and more risk in economic displacement during a recession.
·Employers struggle to find workers with "21st-century skills".
·Educational institutions are slow to change.
·Useful information is hard to access.
·There are too few ways to develop and try out new strategies, reforms, and policies.
Previous Workforce Development Partnerships
The proposed Partnership for Workforce Development program,which is the subject of this report,will not be
the first time the City initiated an independent workforce development initiative outside of San Mateo County's
WIB.The first example occurred in the 1990s,with the creation of the biotech certification program with
Skyline College that was funded by Genentech.United Airlines had announced that it would be eliminating
approximately 14,000 jobs at San Francisco International Airport,moving its entire maintenance operation to a
new facility in Indiana.Genentech,which at the time needed skilled staff in their manufacturing and pilot plant
facilities on campus,approached the City and Skyline to retrain United’s workforce to transition to biotech
manufacturing.
The second example occurred during the Great Recession,in 2008 and 2009,when the City and the California
Community College Association hosed two biotech career fairs at the South San Francisco Conference Center.
The City partnered with,and received funding from,the Biotech Human Resources Association (BHRA),the
California Community College Association,several local chambers of commerce,and the East Bay WIB.The
BHRA and the East Bay WIB staff undertook the pre-review of all resumes and provided staff for the event.
Local businesses also participated in providing services to the job seekers.In all,35 biotech companies
participated at each event,interviewing over 500 applicants each year.The Community College Association
and the BHRA reported to the City that approximately 300 people were hired after each event.
Workforce Development and Employment System, Reimagined
A 2019 study by the Rand Corporation suggests that the current workforce development system can be updated
to take an “organizational perspective.”From the organizational perspective,training must be supplemented
with a combination of social services,community supports,and education that positions an individual for
success in the workforce.Further,the Federal Reserve Board,The Rand Corporation and Silicon Valley
Recovery Roundtable believe that local and regional government,members of the workforce,education and
training institutions,employers,unions,labor market intermediaries,and other system stakeholders would be
served by the following system features:
1.Strong connectivity.A rapid exchange of accurate and timely information across stakeholders would
support the decisions made by workers,employers,and leaders in education,training,and other relevant
institutions.
2.Flexibility and responsiveness.Workers,employers,educators,and institutions across the system would
readily adapt to changing skill requirements,market forces,and other unexpected circumstances in the
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readily adapt to changing skill requirements,market forces,and other unexpected circumstances in the
short and longer terms.
3.Aligned incentives.The incentives embedded in private or public policies would support system goals
and promote desired outcomes.
4.Data-driven,evidence-based decision making.Current and readily available data and other evidence-
based practices would be used to monitor system outputs and outcomes,identify needed reforms,test
interventions, share lessons learned, and effectively scale up proven strategies.
Developing a Local Response in South San Francisco
Staff propose engaging in a three-party Partnership for Workforce Development,with the City,SSFUSD,and
an independent non-profit or government operator of workforce training programs.At a high level,the City
would provide the seed funding with the intention of gradually replacing its funding in future years with grants,
philanthropic contributions,or private partnerships.SSFUSD would provide the space,perhaps at Baden High
School,which has appropriate-sized classrooms that are underutilized and a natural relationship with those
South San Francisco residents who have taken a non-traditional path to graduation or obtaining their GED.
Finally, a high-quality, well-connected non-profit would provide the workforce development services.
This program would aim to serve up to 100 South San Francisco residents annually.Broadly speaking,the
program would target unemployed or underemployed residents who seek to move into a higher-paying job that
require a specific training and/or certification.An example of this would be a service-sector,gig-economy
employee,maybe an Instacart shopper,who is seeking a full-time job that provides benefits.They might be a
good candidate to be trained as a forklift operator who can work at a distribution facility near the airport.The
goal of this program is to build stability for our community,for those South San Francisco residents who
because of the nature of their current employment do not have housing or health care security.
While the local WIB,NOVAworks,and community college institutions offer some employment and training
services,they lack the coordinated case management and job placement that ensures individual success.While
it is not staff’s intention to recommend replacing these services,staff does recommend local augmentation to
existing regional resources,and a more supportive,comprehensive approach to promoting economic mobility
for underemployed and unemployed South San Francisco residents.
Multi-Phase Program Implementation
Staff recommend implementing the program in three phases.
Phase 1
In Phase 1,staff recommends engaging a partner or partners to provide “rapid response”services to residents
who are unemployed and/or at risk of falling into poverty.The selected partner(s)would evaluate the
participant’s employment barriers,while taking into account their family situation,work history,education,
occupational skills,financial resources and needs,supportive service needs,interests and aptitudes.The
immediate goal of Phase 1 would be to find a job and connect the individual with social supports,such as rental
assistance,health care,and food assistance.Phase 1 may be provided virtually or offsite,although when
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possible the partner(s) would use community spaces in South San Francisco for in-person support.
Phase 2
Concurrent with delivery of services in Phase 1,and likely lasting three to nine months,the selected partner(s)
would work with City staff to design a long-term program to facilitate economic mobility and sustainability for
underemployed and unemployed workers and communities at risk.In addition to designing this new
Partnership for Workforce Development,the selected partner(s)would work with the City to establish a
financing strategy to ensure long-term program success.These planning efforts would be coordinated with,and
integrated into, the City’s new Economic Development Element as part of the General Plan Update.
Phase 3
Phase 3 is implementation of the program designed in Phase 2 and will include pursuing financing identified in
Phase 2.Phase 3 would likely include outfitting classrooms for training courses.City staff have had several
staff-level,preliminary conversations with school district staff regarding locating classroom training in
underutilized SSFUSD classrooms.In addition to these classrooms,a small physical location in South San
Francisco for case management and job placement services might be appropriate.The need for this space would
be identified during Phase 2.The initial Phase 3 implementation period will be two years and may utilize the
partner(s) identified for Phases 1 and 2, or different partner(s) depending on the program needs.
Partner Solicitation
On February 3,2021,staff issued a Request for Qualifications (RFQ)soliciting experienced partners that offer
comprehensive and sustainable workforce development programs (Attachment 1).Letters of Interest were due
on February 17,2021,and full submittals will be due March 2,2021.Attachment 2 includes the letters of
interest received in response to the RFQ.
FISCAL IMPACT
There is no fiscal impact associated with holding this study session.The next step is for staff to evaluate the
qualifications submitted in response to the RFQ and present a recommended partner or partners to Council.At
that point,staff would be seeking approval of a contract or contracts with the recommended partner(s),as well
as an appropriation for Phases 1 and 2 as described above.
A rough,estimated budget for all three Phases described above is included as Attachment 3.At this stage,staff
has identified the major program components and estimated their costs to ensure a multi-phased approach is
feasible.These budget estimates are based on staff’s past experience with program design,as well as outreach
to our colleagues in other cities and to service providers. However, these are just estimates.
Staff anticipates that the proposed Partnership for Workforce Development would be able to leverage partners
and service providers funded through other means,such as other governmental organizations and programs.
Examples include the San Mateo County WIB,NOVAworks.A well-designed program will also be eligible for
federal and state grants, as well as philanthropy funding and corporate partnerships.
Staff is currently working with the City’s representatives in Washington,DC and Sacramento to understand the
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Staff is currently working with the City’s representatives in Washington,DC and Sacramento to understand the
multitude of federal and state resources that will be available over the coming years in an effort to recover
quickly from the pandemic-induced recession.Phase 2 work will involve carefully balancing program
components to best leverage grant funding,while crafting a program that meets the specific workforce
development needs of the South San Francisco community.
Finally,the Partnership can be scaled back to meet the City’s budgetary constraints,or scaled up to increase its
reach into the community.Should Council direct staff to move forward with selecting a partner and bringing a
contract and appropriation for Phases 1 and 2 forward for approval,Council should be aware that the budget
may not be exactly as presented here.It is staff’s intention to negotiate with the most qualified partner or
partners a scope and budget the best meets the City’s needs for Phases 1 and 2.If Council would be more
comfortable with a smaller investment in Phases 1 and 2,or a larger one,that direction should be provided to
staff.
CONCLUSION
Staff recommends that the City Council hold a study session to consider establishing a Partnership for
Workforce Development in the City of South San Francisco to provide career path opportunities for
underserved and disadvantaged residents and assist local businesses in need of a skilled workforce,and provide
direction on implementation.
Attachments:
1.RFQ
2.Letters of Interest in response to the RFQ
3.Estimated Budget
4.Presentation
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Request for Qualifications
Small Business Resource and Entrepreneurship Center
in South San Francisco
Issued Wednesday, February 3, 2021
Letter of Interest due no later than Wednesday, February 17, 2021 by 5:00pm
Full submittal due no later than Wednesday, March 3, 2021 by 5:00pm
Please submit any questions regarding this Request for Qualifications by email to
[email protected] no later than Wednesday, February 24, 2021. Responses to questions
received will be posted on the City’s website at www.ssf.net/bizresources.
Executive Summary
The City of South San Francisco advances equitable and shared prosperity for South San
Franciscans by growing sustainable jobs, supporting businesses of all sizes, creating great places
to live and work, and helping everyone achieve economic self-sufficiency. The City’s economic
development programs are responsible for strengthening South San Francisco's many dive rse
neighborhoods and commercial corridors, creating a business climate where companies can grow
and prosper, and ensuring a continually high quality of life for all residents and businesses.
Through this Request for Qualifications (RFQ), the City seeks to identify a highly-qualified
partner or partners to assist the City in creating and operating a workforce development program
advancing equity and shared prosperity for unemployed and underemployed South San Francisco
residents.
City of South San Francisco’s Labor Market Challenge
As 2020 began, South San Francisco was its ninth straight year of economic expansion, driven
by growth in biotechnology and innovation. Unemployment stood at a 19 -year low of just 2.5%.
Prior to COVID, the City was facing housing costs and supply, income inequality, transportation,
and environmental sustainability challenges. COVID has exacerbated these challenges. Many
South San Francisco restaurants, personal care services, “mom and pop” stores, long-time or
legacy businesses, hotels, and non-English speaking small businesses have struggled to remain
open.
The impact of COVID-19 on our low-income residents and communities of color, including
undocumented workers, has been severe. For people who have lost jobs and income, including
house cleaners, chefs and other restaurant workers, alternative employment opportunities are
scarce. Statewide, Latinx and Black workers have experienced a 20% decline in employment
since April 2020. This decline is 11% for White workers.
Since March 2020, the City has responded to the pandemic by implementing many disaster relief
strategies to help residents and small businesses. These strategies include small business loans,
informational town halls, referrals to other financial resources, and rental assistance for
residential renters. With an eye toward beginning investing in economic recovery in 2021, South
San Francisco is focused on recovery efforts incorporating inclusion, that will provide enhanced
workforce and training opportunities for our most vulnerable residents.
Services for Unemployed & Underemployed Residents
The City is seeking qualified organizations (also referred to as partners) to provide a full range of
services to help the City develop and operate a comprehensive and sustainable workforce
development program. The City understands that unemployed and underemployed job seekers
require assistance in overcoming barriers to employment that range from limited education, lack
of work experience and work history, to having an ex -offender background that make it difficult
to obtain employment. The City also knows that employers seek a workforce that is skilled and
adaptable to change. Ultimately, the City desires to partner with an organization or organizations
to provide, at a minimum, the following services.
Market research and identification of employer needs;
Outreach and recruitment to all South San Francisco residents in need, including Spanish,
Tagalog and Chinese speaking residents;
Skills assessment, evaluation, and support in upgrading basic job skills;
Classroom career training;
Orientation and case management;
Job readiness training; and
Job placement.
Multi-Phase Program Development
The City is approaching the development of a Workforce Development Program in three phases.
The City is currently seeking a partner or partners to immediately undertake Phase 1 and spend
roughly six months working with City staff on Phase 2, both described below. Once Phase 2 is
completed, the City will determine a procurement process to fully implement the desired
program either utilizing responses to this RFQ or soliciting new or additional organizations to
partner with for Phase 3.
Phase 1
In Phase 1, the selected partner(s) will provide “rapid response” services to South San Francisco
residents who are unemployed and/or at risk of falling into poverty. The selected partner(s)
would evaluate the participant’s employment barriers, while taking into account the participant’s
family situation, work history, education, occupational skills, financial resources and needs,
supportive service needs, interests and aptitudes. The immediate goal of Phase 1 would be to find
a job. Phase 1 may be provided virtually or offsite, although when possible the City desires the
selected partner(s) to utilize community spaces in South San Francisco for in -person support.
Partner(s) involved would also assist with marketing and outreach to potential residents and job
seekers.
Phase 2
Concurrent with delivery of services in Phase 1, and likely lasting three to nine months, the
selected partner(s) will work with City staff to design a long-term program to facilitate economic
mobility and sustainability for underemployed and unemployed workers and communities at risk.
In addition to designing this new Workforce Development Program, the selected partner(s)
would work with the City to establish a financing strategy to ensure long-term program success.
Phase 3
Phase 3 is implementation of the program designed in Phase 2 and will include pursuing
financing identified in Phase 2. The initial implementation period will be two years and may
utilize the partner(s) identified for Phases 1 and 2, or different partner(s) depending on the
program needs. Partner(s) involved would also assist with marketing and outreach to potential
residents and job seekers.
At this time, a budget has not been determined for any phases. The City wishes to engage the
most qualified partner/partners and together determine an appropriate budget for Council
consideration. Appropriation of funds for the program and an agreement or agreements with the
selected partner or partners are subject to City Council approval.
Submittal Requirements
Responses to this RFQ must include the following two components: a letter of interest and a full
submittal of qualifications. These components are detailed below.
1. Letter of Interest
A Letter of Interest (LOI) is due no later than Wednesday, February 17, 2021 by 5:00pm via
email to [email protected] with subject line: Workforce Development Program LOI. The LOI
should be addressed to the attention of Mike Lappen, City of South San Francisco, 400 Grand
Ave, South San Francisco, CA 94080. No hardcopy submittals will be accepted.
The LOI must address, at a minimum:
Affirmation that your organization intends to submit a full submittal of qualifications in
response to this RFQ;
A bit about your organization, including key staff, experience working in other
jurisdictions, and any experience in serving South San Francisco;
Your organization’s total annual budget and number of individuals served;
What types of service(s) will be addressed in the full submittal (see list under Services for
Unemployed & Underemployed Residents section); and
Who are the potential partners (sub-consultants) that may be involved.
The LOI is not intended to be a lengthy submittal, rather a brief introduction to your organization
and an alert to the City that you intend to respond more completely later. Please limit your LOI
to no more than three pages.
2. Full submittal of qualifications.
A full submittal of qualifications is due no later than Wednesday, March 3, 2021 by 5:00pm via
email to [email protected] with subject line: Workforce Development Program Qualifications.
The full submittal of qualifications should be addressed to the attention of Mike Lappen, City of
South San Francisco, 400 Grand Ave, South San Francisco, CA 94080. No hardcopy submittals
will be accepted.
The full submittal of qualifications must include the following components:
1. Organization Experience & Team Member Qualifications:
State the experience of the organization and its team members in delivering the services
described in this RFQ (see Services for Unemployed & Underemployed Residents
section).
What experience does your organization(s) have delivering these services in other
jurisdictions in the Bay Area?
Please provide a list of organization leadership and staff that will work on this
project, including their qualifications, relevant experience, and other projects they
will be working on simultaneously. Resumes, if included, should be attached as
an appendix.
If more than one organization is teaming up on this submittal, please describe the
relationship between the organizations and identify the point of contact for the
City.
2. Description of Services Provided and Metrics:
Detail your organization’s approach to delivering the services described in this RFQ (see
Services for Unemployed & Underemployed Residents section).
How will services be provided to South San Francisco residents and what needs
will be addressed? Be specific and reference those services listed in the Services
for Unemployed & Underemployed Residents section, or services not listed that
your organization is experienced in providing.
Do you currently provide services to South San Francisco residents? Please tell us
about that experience, including any metrics or outcomes observed.
How will your organization provide services to non-English speaking residents?
Describe your per-client cost for delivering rapid employment, case management,
and training services in other jurisdictions.
Is there a specific industry focused training that your organization believes would
benefit South San Francisco?
3. Description of Financial Position and Fundraising Experience:
Tell us about the financial health of your organization and your experience securing a
range of financing for service provision.
Please provide your organization’s operating budget, annual report, and more
recently completed financial audit.
Describe your experience seeking, winning, and administering local, state, and/or
federal grants, as well as private, philanthropic grants and corporate partnerships.
4. Appendices:
Please include the following appendices to your submittal of qualifications.
Provide a list of at least three references. A least one of the references should be a
contact within a local jurisdiction in which you provide services.
Review the attached Professional Services Agreement and indicate whether or not
you accept the terms as written.
If you would like, please attach the resumes for all members of your team that you
anticipate will provide services in South San Francisco.
Terms and Conditions
The City reserves the right to:
Extend the due date of the RFQ, or cancel, in whole or in part, this solicitation.
Interview none, any or all respondents to this RFQ.
Request additional information.
Reject, in whole or in part, any or all submittals, and to waive minor irregularities in any
submittal.
Award in whole or in part, by item or group of items, when such action serves the best
interests of the City.
Seek and obtain additional information beyond the due date if the submittals received are
unsatisfactory.
Issue Addenda to clarify or modify elements of this RFQ.
Require Submitters to accept the City’s standard insurance and indemnification
requirements
The following terms and conditions apply to this RFQ process and all submittals:
All RFQ submittals will become the property of the City. The City may use any and all
ideas and materials included in any submittal.
No reimbursement will be made by the City for any cost incurred by organization in
preparation or submittals of a response to this RFQ.
The RFQ is not a contract or a commitment of any kind by the City and does not commit
the City to award exclusive negotiating rights. The issuance of this RFQ does not
constitute an agreement by the City that the City Council will actually enter into any
contract.
By responding to this RFQ, the Submitter represents that it and its subsidiaries do not and
will not discriminate against any employee or applicant for employment on the basis of
race, religion, sex, color, national origin, sexual orientation, ancestry, marital status,
physical condition, pregnancy or pregnancy-related conditions, political affiliations or
opinion, age, or medical condition.
Submitters and all other information and documents submitted in response to this RFQ
are subject to the California Public Records Act, California Government Code §§ 6250
through 6276.48) (CPRA), which generally mandates the disclosure of documents in the
possession of the City upon the request of any person, unless the content of the document
falls within a specific exemption category.
Non-Liability: By participating in the RFQ process, each respondent agrees to hold the
City and its and their officers, employees, agents, representatives, and consultants
harmless from all claims, liabilities, and costs related to all aspects of this RFQ.
Attachments
1. Professional Services Agreement Template
3687332.1
Attachment 1 – Professional Services Agreement Template
CONSULTING SERVICES AGREEMENT BETWEEN
THE CITY OF SOUTH SAN FRANCISCO AND NAME OF CONSULTANTS
THIS AGREEMENT for consulting services is made by and between the City of South San
Francisco (“City”) and _______________ (“Consultant”) (together sometimes referred to as the “Parties”)
as of _______________ (the “Effective Date”).
Section 1. SERVICES. Subject to the terms and conditions set forth in this Agreement, Consultant
shall provide to City the services described in the Scope of Work attached as Exhibit A, attached hereto
and incorporated herein, at the time and place and in the manner specified therein. In the event of a
conflict in or inconsistency between the terms of this Agree ment and Exhibit A, the Agreement shall prevail.
1.1 Term of Services. The term of this Agreement shall begin on the Effective Date and shall
end on _______________, the date of completion specified in Exhibit A, and Consultant
shall complete the work described in Exhibit A prior to that date, unless the term of the
Agreement is otherwise terminated or extended, as provided for in Section 8. The time
provided to Consultant to complete the services required by this Agreement shall not affect
the City’s right to terminate the Agreement, as provided for in Section 8.
1.2 Standard of Performance. Consultant shall perform all services required pursuant to this
Agreement in the manner and according to the standards observed by a competent
practitioner of the profession in which Consultant is engaged in the geographical area in
which Consultant practices its profession. Consultant shall prepare all work products
required by this Agreement in a substantial, first -class manner and shall conform to the
standards of quality normally observed by a person practicing in Consultant's profession.
1.3 Assignment of Personnel. Consultant shall assign only competent personnel to perform
services pursuant to this Agreement. In the event that City, in its sole discretion, at any
time during the term of this Agreement, desires the reassignment of any such persons ,
Consultant shall, immediately upon receiving notice from City of such desire of City,
reassign such person or persons.
1.4 Time. Consultant shall devote such time to the performance of services pursuant to this
Agreement as may be reasonably necessary to meet the standard of performance
provided in Sections 1.1 and 1.2 above and to satisfy Consultant’s obligations hereunder.
Section 2. COMPENSATION. City hereby agrees to pay Consultant a sum not to exceed
____________________, notwithstanding any contrary indications that may be contained in Consultant’s
proposal, for services to be performed and reimbursable costs incurred under this Agreement. In the event
of a conflict between this Agreement and Consultant’s proposal, attached as Exhibit A, or Consultant’s
compensation schedule attached as Exhibit B, regarding the amount of compensation, the Agreement
shall prevail. City shall pay Consultant for services rendered pursuant to this Agreement at the time and in
the manner set forth herein. The payments specified below shall be the only payments from City to
Consultant for services rendered pursuant to this Agreement. Consultant shall submit all invoices to City in
the manner specified herein. Except as specifically authorized by City, Consultant sh all not bill City for
duplicate services performed by more than one person.
Consultant and City acknowledge and agree that compensation paid by City to Consultant under this
Agreement is based upon Consultant’s estimated costs of providing the services re quired hereunder,
including salaries and benefits of employees and subcontractors of Consultant. Consequently, the parties
further agree that compensation hereunder is intended to include the costs of contributions to any pensions
and/or annuities to which Consultant and its employees, agents, and subcontractors may be eligible. City
therefore has no responsibility for such contributions beyond compensation required under this Agreement.
2.1 Invoices. Consultant shall submit invoices, not more often than once per month during
the term of this Agreement, based on the cost for services performed and reimbursable
costs incurred prior to the invoice date. Invoices shall contain the following information:
Serial identifications of progress bills (i.e., Progress Bill No. 1 for the first invoice,
etc.);
The beginning and ending dates of the billing period;
A task summary containing the original contract amount, the amount of prior
billings, the total due this period, the balance available under the Agreement , and
the percentage of completion;
At City’s option, for each work item in each task, a copy of the applicable time
entries or time sheets shall be submitted showing the name of the person doing
the work, the hours spent by each person, a brief description of the work, and
each reimbursable expense;
The total number of hours of work performed under the Agreement by Consultant
and each employee, agent, and subcontractor of Consultant performing services
hereunder, as well as a separate notice when the total number of hours of work by
Consultant and any individual employee, agent, or subcontractor of Consultant
reaches or exceeds eight hundred (800) hours, which shall include an estimate of
the time necessary to complete the work described in Exhibit A;
The amount and purpose of actual expenditures for which reimbursement is
sought;
The Consultant’s signature.
2.2 Monthly Payment. City shall make monthly payments, based on invoices received, for
services satisfactorily performed, and for authorized reimbursable costs incurred. City
shall have thirty (30) days from the receipt of an invoice that complies with all of the
requirements above to pay Consultant. City shall have no obligation to pay invoices
submitted ninety (90) days past the performance of work or incurrence of cost.
2.3 Final Payment. City shall pay the last ten percent (10%) of the total sum due pursuant to
this Agreement within sixty (60) days after completion of the services and submittal to City
of a final invoice, if all services required have been satisfactorily performed.
2.4 Total Payment. City shall pay for the services to be rendered by Consultant pursuant to
this Agreement. City shall not pay any additional sum for any expense or cost whatsoever
incurred by Consultant in rendering services pursuant to this Agreement. Cit y shall make
no payment for any extra, further, or additional service pursuant to this Agreement.
In no event shall Consultant submit any invoice for an amount in excess of the maximum
amount of compensation provided above either for a task or for the entire Agreement,
unless the Agreement is modified prior to the submission of such an invoice by a properly
executed change order or amendment.
2.5 Hourly Fees. Fees for work performed by Consultant on an hourly basis shall not exceed
the amounts shown on the compensation schedule attached hereto and incorporated
herein as Exhibit B.
2.6 Reimbursable Expenses. The following constitute reimbursable expenses authorized by
this Agreement _____________________________. Reimbursable expenses shall not
exceed $_____________________. Expenses not listed above are not chargeable to City.
Reimbursable expenses are included in the total amount of compensation provided under
Section 2 of this Agreement that shall not be exceeded.
2.7 Payment of Taxes, Tax Withholding. Consultant is solely responsible for the payment of
employment taxes incurred under this Agreement and any similar federal or state taxes.
To be exempt from tax withholding, Consultant must provide City with a valid California
Franchise Tax Board form 590 (“Form 590”), as may be amended and such Form 590
shall be attached hereto and incorporated herein as Exhibit ____. Unless Consultant
provides City with a valid Form 590 or other valid, written evidence of an exemption or
waiver from withholding, City may withhold California taxes from payments to Consultant
as required by law. Consultant shall obtain, and maintain on file for three (3) years after the
termination of this Agreement, Form 590s (or other written evidence of exemptions or
waivers) from all subcontractors. Consultant accepts sole responsibility for withholding
taxes from any non-California resident subcontractor and shall submit written
documentation of compliance with Consultant’s withholding duty to City upon request. .
2.8 Payment upon Termination. In the event that the City or Consultant terminates this
Agreement pursuant to Section 8, the City shall compensate the Consultant for all
outstanding costs and reimbursable expenses incurred for work satisfactorily completed as
of the date of written notice of termination. Consultant shall maintain adequate logs and
timesheets in order to verify costs incurred to that date.
2.9 Authorization to Perform Services. The Consultant is not authorized to perform any
services or incur any costs whatsoever under the terms of this Agreement until receipt of
authorization from the Contract Administrator.
2.10 Prevailing Wage. Where applicable, the wages to be paid for a day's work to all classes
of laborers, workmen, or mechanics on the work contemplated by this Agreement, shall be
not less than the prevailing rate for a day’s work in the same trade or occupation in the
locality within the state where the work hereby contemplates to be performed as
determined by the Director of Industrial Relations pursuant to the Director’s authority under
Labor Code Section 1770, et seq. Each laborer, worker or mechanic employed by
Consultant or by any subcontractor shall receive the wages herein provided for. The
Consultant shall pay two hundred dollars ($200), or whatever amount may be set by Labor
Code Section 1775, as may be amended, per day penalty for each worker paid less than
prevailing rate of per diem wages. The difference between the prevailing rate of per diem
wages and the wage paid to each worker shall be paid by the Consultant to each worker.
An error on the part of an awarding body does not relieve the Consultant from
responsibility for payment of the prevailing rate of per diem wages and penalties pursuant
to Labor Code Sections 1770 1775. The City will not recognize any claim for additional
compensation because of the payment by the Consultant for any wage rate in excess of
prevailing wage rate set forth. The possibility of wage increases is one of the elements to
be considered by the Consultant.
a. Posting of Schedule of Prevailing Wage Rates and Deductions. If the schedule of
prevailing wage rates is not attached hereto pursuant to Labor Code Section 1773.2, the
Consultant shall post at appropriate conspicuous points at the site of the project a
schedule showing all determined prevailing wage rates for the various classes of laborers
and mechanics to be engaged in work on the project under this contract and all deductions,
if any, required by law to be made from unpaid wages actually earned by the laborers and
mechanics so engaged.
b. Payroll Records. Each Consultant and subcontractor shall keep an accurate
payroll record, showing the name, address, social security number, work week, and the
actual per diem wages paid to each journeyman, apprentice, worker, or other employee
employed by the Consultant in connection with the public work. Such records shall be
certified and submitted weekly as required by Labor Code Section 1776.”
Section 3. FACILITIES AND EQUIPMENT. Except as set forth herein, Consultant shall, at its sole
cost and expense, provide all facilities and equipment that may be necessary to perform the services
required by this Agreement. City shall make available to Consultant only the facilities and equipment listed
in this section, and only under the terms and conditions set forth herein.
City shall furnish physical facilities such as desks, filing cabinets, and conference space, as may be
reasonably necessary for Consultant’s use while consulting with City employees and reviewing records and
the information in possession of the City. The location, quantity, and time of furnishing those facilities shall
be in the sole discretion of City. In no event shall City be obligated to furnish any facility that may involve
incurring any direct expense, including but not limited to computer, long -distance telephone or other
communication charges, vehicles, and reproduction facilities.
Section 4. INSURANCE REQUIREMENTS. Before beginning any work under this Agreement,
Consultant, at its own cost and expense, unless otherwise specified below, shall procure the types and
amounts of insurance listed below against claims for injuries to persons or damages to property that may
arise from or in connection with the performance of the w ork hereunder by the Consultant and its agents,
representatives, employees, and subcontractors. Consistent with the following provisions, Consultant shall
provide Certificates of Insurance, attached hereto and incorporated herein as Exhibit C, indicating that
Consultant has obtained or currently maintains insurance that meets the requirements of this section and
under forms of insurance satisfactory, in all respects, to the City. Consultant shall maintain the insurance
policies required by this section throughout the term of this Agreement. The cost of such insurance shall be
included in the Consultant's bid. Consultant shall not allow any subcontractor to commence work on any
subcontract until Consultant has obtained all insurance required herein for th e subcontractor(s).
4.1 Workers’ Compensation. Consultant shall, at its sole cost and expense, maintain
Statutory Workers’ Compensation Insurance and Employer’s Liability Insurance for any
and all persons employed directly or indirectly by Consultant. The Statutory Workers’
Compensation Insurance and Employer’s Liability Insurance shall be provided with limits of
not less than ONE MILLION DOLLARS ($1,000,000) per accident. In the alternative,
Consultant may rely on a self-insurance program to meet those requirements, but only if
the program of self-insurance complies fully with the provisions of the California Labor
Code. Determination of whether a self-insurance program meets the standards of the
Labor Code shall be solely in the discretion of the Contract Administrator (as defined in
Section 10.9). The insurer, if insurance is provided, or the Consultant, if a program of self -
insurance is provided, shall waive all rights of subrogation against the City and its officers,
officials, employees, and volunteers for loss arising from work performed under this
Agreement.
4.2 Commercial General and Automobile Liability Insurance.
4.2.1 General requirements. Consultant, at its own cost and expense, shall maintain
commercial general and automobile liability insurance for the term of this
Agreement in an amount not less than ONE MILLION DOLLARS ($1,000,000.00)
per occurrence, combined single limit coverage for risks associated with the work
contemplated by this Agreement. If a Commercial General Liability Insu rance or an
Automobile Liability form or other form with a general aggregate limit is used,
either the general aggregate limit shall apply separately to the work to be
performed under this Agreement or the general aggregate limit shall be at least
twice the required occurrence limit. Such coverage shall include but shall not be
limited to, protection against claims arising from bodily and personal injury,
including death resulting there from, and damage to property resulting from
activities contemplated under this Agreement, including the use of owned and non -
owned automobiles.
4.2.2 Minimum scope of coverage. Commercial general coverage shall be at least as
broad as Insurance Services Office Commercial General Liability occurrence form
CG 0001 or GL 0002 (most recent editions) covering comprehensive General
Liability and Insurance Services Office form number GL 0404 covering Broad
Form Comprehensive General Liability. Automobile coverage shall be at least as
broad as Insurance Services Office Automobile Liability form CA 0001 (ed. 12/90)
Code 8 and 9. No endorsement shall be attached limiting the coverage.
4.2.3 Additional requirements. Each of the following shall be included in the
insurance coverage or added as a certified endorsement to the policy:
a. The insurance shall cover on an occurrence or an accident basis, and not
on a claims-made basis.
b. Any failure of Consultant to comply with reporting provisions of the policy
shall not affect coverage provided to City and its officers, employees,
agents, and volunteers.
4.3 Professional Liability Insurance.
4.3.1 General requirements. Consultant, at its own cost and expense, shall maintain
for the period covered by this Agreement professional liability insurance for
licensed professionals performing work pursuant to this Agreement in an amount
not less than ONE MILLION DOLLARS ($1,000 ,000) covering the licensed
professionals’ errors and omissions. Any deductible or self -insured retention shall
not exceed ONE HUNDRED FIFTY THOUSAND DOLLARS $150,000 per claim.
4.3.2 Claims-made limitations. The following provisions shall apply if the professional
liability coverage is written on a claims-made form:
a. The retroactive date of the policy must be shown and must be before the
date of the Agreement.
b. Insurance must be maintained and evidence of insurance must be
provided for at least five (5) years after completion of the Agreement or
the work, so long as commercially available at reasonable rates.
c. If coverage is canceled or not renewed and it is not replaced with another
claims-made policy form with a retroactive date that precedes the date of
this Agreement, Consultant must provide extended reporting coverage for
a minimum of five (5) years after completion of the Agreement or the work.
The City shall have the right to exercise, at the Consultant’s sole cost and
expense, any extended reporting provisions of the policy, if the Consultant
cancels or does not renew the coverage.
d. A copy of the claim reporting requirements must be submitted to the City
prior to the commencement of any work under this Agreement.
4.4 All Policies Requirements.
4.4.1 Acceptability of insurers. All insurance required by this section is to be placed
with insurers with a Bests' rating of no less than A:VII.
4.4.2 Verification of coverage. Prior to beginning any work under this Agreement,
Consultant shall furnish City with complete copies of all policies delivered to
Consultant by the insurer, including complete copies of all endorsements attached
to those policies. All copies of policies and certified endorsements shall show the
signature of a person authorized by that insurer to bind coverage on its behalf. If
the City does not receive the required insurance documents prior to the Consultant
beginning work, it shall not waive the Consultant’s obligation to provide them. The
City reserves the right to require complete copies of all required insurance policies
at any time.
4.4.3 Notice of Reduction in or Cancellation of Coverage. A certified endorsement
shall be attached to all insurance obtained pursuant to this Agreement stating that
coverage shall not be suspended, voided, canceled by either party, or reduced in
coverage or in limits, except after thirty (30) days' prior written notice by certified
mail, return receipt requested, has been given to the City. In the event that any
coverage required by this section is reduced, limited, cancelled, or materially
affected in any other manner, Consultant shall provide written notice to City at
Consultant’s earliest possible opportunity and in no case later than ten (10)
working days after Consultant is notified of the change in coverage.
4.4.4 Additional insured; primary insurance. City and its officers, employees, agents,
and volunteers shall be covered as additional insureds with respect to each of the
following: liability arising out of activities performed by or on behalf of Consultant,
including the insured’s general supervision of Consultant; products and completed
operations of Consultant, as applicable; premises owned, occupied, or used by
Consultant; and automobiles owned, leased, or used by the Consultant in the
course of providing services pursuant to this Agreement. The coverage shall
contain no special limitations on the scope of protection afforded to City or its
officers, employees, agents, or volunteers.
A certified endorsement must be attached to all policies stating that coverage is
primary insurance with respect to the City and its officers, officials, employees and
volunteers, and that no insurance or self-insurance maintained by the City shall be
called upon to contribute to a loss under the coverage.
4.4.5 Deductibles and Self-Insured Retentions. Consultant shall disclose to and
obtain the approval of City for the self-insured retentions and deductibles before
beginning any of the services or work called for by any term of this Agreement.
Further, if the Consultant’s insurance policy includes a self-insured retention that
must be paid by a named insured as a precondition of the insurer’s liability, or
which has the effect of providing that payments of the self-insured retention by
others, including additional insureds or insurers do not serve to satisfy the self-
insured retention, such provisions must be modified by special endorsement so as
to not apply to the additional insured coverage required by this agreement so as to
not prevent any of the parties to this agreement from satisfying or paying the self-
insured retention required to be paid as a precondition to the insurer’s liability.
Additionally, the certificates of insurance must note whether the policy does or
does not include any self-insured retention and also must disclose the deductible.
During the period covered by this Agreement, only upon the prior express written
authorization of Contract Administrator, Consultant may increase such deductibles
or self-insured retentions with respect to City, its officers, employees, agents, and
volunteers. The Contract Administrator may condition approval of an increase in
deductible or self-insured retention levels with a requirement that Consultant
procure a bond, guaranteeing payment of losses and related investigations, claim
administration, and defense expenses that is satisfactory in all respects to each of
them.
4.4.6 Subcontractors. Consultant shall include all subcontractors as insureds under its
policies or shall furnish separate certificates and certified endorsements for each
subcontractor. All coverages for subcontractors shall be subject to all of the
requirements stated herein.
4.4.7 Wasting Policy. No insurance policy required by Section 4 shall include a
“wasting” policy limit.
4.4.8 Variation. The City may approve a variation in the foregoing insurance
requirements, upon a determination that the coverage, scope, limits, and forms of
such insurance are either not commercially available, or that the City’s interests
are otherwise fully protected.
4.5 Remedies. In addition to any other remedies City may have if Consultant fails to provide
or maintain any insurance policies or policy endorsements to the extent and within the time
herein required, City may, at its sole option exercise any of the following remedies, which
are alternatives to other remedies City may have and are not the exclusive remedy for
Consultant’s breach:
a. Obtain such insurance and deduct and retain the amount of the premiums for such
insurance from any sums due under the Agreement;
b. Order Consultant to stop work under this Agreement or withhold any payment that
becomes due to Consultant hereunder, or both stop work and withhold any payment,
until Consultant demonstrates compliance with the requirements hereof; and/or
c. Terminate this Agreement.
Section 5. INDEMNIFICATION AND CONSULTANT’S RESPONSIBILITIES. To the fullest extent
permitted by law, Consultant shall indemnify, defend with counsel selected by the City, and hold harmless
the City and its officials, officers, employees, agents, and volunteers fro m and against any and all losses,
liability, claims, suits, actions, damages, and causes of action arising out of any personal injury, bodily
injury, loss of life, or damage to property, or any violation of any federal, state, or municipal law or
ordinance, to the extent caused, in whole or in part, by the willful misconduct or negligent acts or omissions
of Consultant or its employees, subcontractors, or agents, by acts for which they could be held strictly liable,
or by the quality or character of their work. The foregoing obligation of Consultant shall not apply when (1)
the injury, loss of life, damage to property, or violation of law arises wholly from the gross negligence or
willful misconduct of the City or its officers, employees, agents, or volunteers and (2) the actions of
Consultant or its employees, subcontractor, or agents have contributed in no part to the injury, loss of life,
damage to property, or violation of law. It is understood that the duty of Consultant to indemnify and hold
harmless includes the duty to defend as set forth in Section 2778 of the California Civil Code. Acceptance
by City of insurance certificates and endorsements required under this Agreement does not relieve
Consultant from liability under this indemnification and hold harmless clause. This indemnification and hold
harmless clause shall apply to any damages or claims for damages whether or not such insurance policies
shall have been determined to apply. By execution of this Agreement, Consultant acknowledges and
agrees to the provisions of this Section and that it is a material element of consideration.
In the event that Consultant or any employee, agent, or subcontractor of Consultant providing services
under this Agreement is determined by a court of competent jur isdiction or the California Public Employees
Retirement System (PERS) to be eligible for enrollment in PERS as an employee of City, Consultant shall
indemnify, defend, and hold harmless City for the payment of any employee and/or employer contributions
for PERS benefits on behalf of Consultant or its employees, agents, or subcontractors, as well as for the
payment of any penalties and interest on such contributions, which would otherwise be the responsibility of
City.
Section 6. STATUS OF CONSULTANT.
6.1 Independent Contractor. At all times during the term of this Agreement, Consultant shall
be an independent contractor and shall not be an employee of City. City shall have the
right to control Consultant only insofar as the results of Consultant's servic es rendered
pursuant to this Agreement and assignment of personnel pursuant to Subparagraph 1.3;
however, otherwise City shall not have the right to control the means by which Consultant
accomplishes services rendered pursuant to this Agreement. Notwithst anding any other
City, state, or federal policy, rule, regulation, law, or ordinance to the contrary, Consultant
and any of its employees, agents, and subcontractors providing services under this
Agreement shall not qualify for or become entitled to, and h ereby agree to waive any and
all claims to, any compensation, benefit, or any incident of employment by City, including
but not limited to eligibility to enroll in the California Public Employees Retirement System
(PERS) as an employee of City and entitlement to any contribution to be paid by City for
employer contributions and/or employee contributions for PERS benefits.
6.2 Consultant No Agent. Except as City may specify in writing, Consultant shall have no
authority, express or implied, to act on behalf of City in any capacity whatsoever as an
agent or to bind City to any obligation whatsoever.
Section 7. LEGAL REQUIREMENTS.
7.1 Governing Law. The laws of the State of California shall govern this Agreement.
7.2 Compliance with Applicable Laws. Consultant and any subcontractors shall comply with
all laws applicable to the performance of the work hereunder.
7.3 Other Governmental Regulations. To the extent that this Agreement may be funded by
fiscal assistance from another governmental entity, Consultant and any subcontractors
shall comply with all applicable rules and regulations to which City is bound by the terms of
such fiscal assistance program.
7.4 Licenses and Permits. Consultant represents and warrants to City that Consultant and
its employees, agents, and any subcontractors have all licenses, permits, qualifications,
and approvals, including from City, of what -so-ever nature that are legally required to
practice their respective professions. Consultant represents and warrants to City that
Consultant and its employees, agents, any subcontractors shall, at their sole cost and
expense, keep in effect at all times during the term of this Agreement any licenses, permits,
and approvals that are legally required to practice their respective professions. In addition
to the foregoing, Consultant and any subcontractors shall obtain and maintain during the
term of this Agreement valid Business Licenses from City.
7.5 Nondiscrimination and Equal Opportunity. Consultant shall not discriminate, on the
basis of a person’s race, religion, color, national origin, age, physical or mental handicap or
disability, medical condition, marital status, sex, or sexual orientation, against any
employee, applicant for employment, subcontractor, bidder for a subcontract, or participant
in, recipient of, or applicant for any services or programs provided by Consultant under this
Agreement. Consultant shall comply with all applicable federal, state, and local laws,
policies, rules, and requirements related to equal opportunity and nondiscrimination in
employment, contracting, and the provision of any services that are the subject of this
Agreement, including but not limited to the satisfaction of any positive obligations required
of Consultant thereby.
Consultant shall include the provisions of this Subsection in any subcontract approved by
the Contract Administrator or this Agreement.
Section 8. TERMINATION AND MODIFICATION.
8.1 Termination. City may cancel this Agreement at any time and without cause upon written
notification to Consultant.
Consultant may cancel this Agreement for cause upon 30 days’ written notice to City and
shall include in such notice the reasons for cancellation.
In the event of termination, Consultant shall be entitled to compensation for services
performed to the date of notice of termination; City, however, may condition payment of
such compensation upon Consultant delivering to City all materials described in Section
9.1.
8.2 Extension. City may, in its sole and exclusive discretion, extend the end date of this
Agreement beyond that provided for in Subsection 1.1. Any such extension shall require a
written amendment to this Agreement, as provided for herein. Consultant understands and
agrees that, if City grants such an extension, City shall have no obligation to provide
Consultant with compensation beyond the maximum amount provided for in this
Agreement. Similarly, unless authorized by the Contract Administrator, City shall have no
obligation to reimburse Consultant for any otherwise reimbursable expenses incurred
during the extension period.
8.3 Amendments. The parties may amend this Agreement only by a writing signed by all the
parties.
8.4 Assignment and Subcontracting. City and Consultant recognize and agree that this
Agreement contemplates personal performance by Consultant and is based upon a
determination of Consultant’s unique personal competence, experience, and specialized
personal knowledge. Moreover, a substantial inducement to City for entering into this
Agreement was and is the professional reputation and competence of Consultant.
Consultant may not assign this Agreement or any interest therein without the prior written
approval of the Contract Administrator. Consultant shall not assign or subcontract any
portion of the performance contemplated and provided for herein, other than to the
subcontractors noted in the proposal, without prior written approval of the Contract
Administrator.
8.5 Survival. All obligations arising prior to the termination of this Agreement and all
provisions of this Agreement allocating liability between City and Consultant shall survive
the termination of this Agreement.
8.6 Options upon Breach by Consultant. If Consultant materially breaches any of the terms
of this Agreement, City’s remedies shall include, but not be limited to, the following:
8.6.1 Immediately terminate the Agreement;
8.6.2 Retain the plans, specifications, drawings, reports, design documents, and any
other work product prepared by Consultant pursuant to this Agreement;
8.6.3 Retain a different consultant to complete the work described in Exhibit A not
finished by Consultant; or
8.6.4 Charge Consultant the difference between the cost to complete the work
described in Exhibit A that is unfinished at the time of breach and the amount that
City would have paid Consultant pursuant to Section 2 if Consultant had
completed the work.
Section 9. KEEPING AND STATUS OF RECORDS.
9.1 Records Created as Part of Consultant’s Performance. All reports, data, maps, models,
charts, studies, surveys, photographs, memoranda, plans, studies, specifications, records,
files, or any other documents or materials, in electronic or any other form, that Consultant
prepares or obtains pursuant to this Agreement and that relate to the matters covered
hereunder shall be the property of the City. Consultant hereby agrees to deliver those
documents to the City upon termination of the Agreement. It is understood and agreed
that the documents and other materials, including but not limited to those described above,
prepared pursuant to this Agreement are prepared specifically for the City and are not
necessarily suitable for any future or other use. City and Consultant agree that, until final
approval by City, all data, plans, specifications, reports and other documents are
confidential and will not be released to third parties without prior written consent of both
parties unless required by law.
9.2 Consultant’s Books and Records. Consultant shall maintain any and all ledgers, books
of account, invoices, vouchers, canceled checks, and other records or documents
evidencing or relating to charges for services or expenditures and disbursements charged
to the City under this Agreement for a minimum of three (3) years, or for any longer period
required by law, from the date of final payment to the Consultant to this Agreement.
9.3 Inspection and Audit of Records. Any records or documents that Section 9.2 of this
Agreement requires Consultant to maintain shall be made available for inspection, audit,
and/or copying at any time during regular business hours, upon oral or written request of
the City. Under California Government Code Section 8546.7, if the amount of public funds
expended under this Agreement exceeds TEN THOUSAND DOLLARS ($10,000.00), the
Agreement shall be subject to the examination and audit of the State Auditor, at the
request of City or as part of any audit of the City, for a period of three (3) years after final
payment under the Agreement.
9.4 Records Submitted in Response to an Invitation to Bid or Request for Proposals. All
responses to a Request for Proposals (RFP) or invitation to bid issued by the City become
the exclusive property of the City. At such time as the City selects a bid, all proposals
received become a matter of public record, and shall be regarded as public records, with
the exception of those elements in each proposal that are defined by Consultant and
plainly marked as “Confidential,” "Business Secret" or “Trade Secret."
The City shall not be liable or in any way responsible for the disclosure of any such
proposal or portions thereof, if Consultant has not plainly marked it as a "Trade Secret" or
"Business Secret," or if disclosure is required under the Public Records Act.
Although the California Public Records Act recognizes that certain confidential trade secret
information may be protected from disclosure, the City may not be in a position to establish
that the information that a prospective bidder submits is a trade secret. If a request is
made for information marked "Trade Secret" or "Business Secret," and the requester takes
legal action seeking release of the materials it believes does not constitute trade secret
information, by submitting a proposal, Consultant agrees to indemnify, defend and hold
harmless the City, its agents and employees, from any judgment, fines, penalties, and
award of attorneys fees awarded against the City in favor of the party requesting the
information, and any and all costs connected with that defense. This obligation to
indemnify survives the City's award of the contract. Consultant agrees that this
indemnification survives as long as the trade secret information is in the City's possession,
which includes a minimum retention period for such documents.
Section 10 MISCELLANEOUS PROVISIONS.
10.1 Attorneys’ Fees. If a party to this Agreement brings any action, including arbitration or an
action for declaratory relief, to enforce or interpret the provision of this Agreement, the
prevailing party shall be entitled to reasonable attorneys’ fees in addition to any other relief
to which that party may be entitled. The court may set such fees in the same action or in a
separate action brought for that purpose.
10.2 Venue. In the event that either party brings any action against the other under this
Agreement, the parties agree that trial of such action shall be vest ed exclusively in the
state courts of California in the County San Mateo or in the United States District Court for
the Northern District of California.
10.3 Severability. If a court of competent jurisdiction finds or rules that any provision of this
Agreement is invalid, void, or unenforceable, the provisions of this Agreement not so
adjudged shall remain in full force and effect. The invalidity in whole or in part of an y
provision of this Agreement shall not void or affect the validity of any other provision of this
Agreement.
10.4 No Implied Waiver of Breach. The waiver of any breach of a specific provision of this
Agreement does not constitute a waiver of any other b reach of that term or any other term
of this Agreement.
10.5 Successors and Assigns. The provisions of this Agreement shall inure to the benefit of
and shall apply to and bind the successors and assigns of the parties.
10.6 Use of Recycled Products. Consultant shall prepare and submit all reports, written
studies and other printed material on recycled paper to the extent it is available at equal or
less cost than virgin paper.
10.7 Conflict of Interest. Consultant may serve other clients, but none whose activities within
the corporate limits of City or whose business, regardless of location, would place
Consultant in a “conflict of interest,” as that term is defined in the Political Reform Act,
codified at California Government Code Section 81000 et seq.
Consultant shall not employ any City official in the work performed pursuant to this
Agreement. No officer or employee of City shall have any financial interest in this
Agreement that would violate California Government Code Sections 1090 et seq.
Consultant hereby warrants that it is not now, nor has it been in the previous twelve (12)
months, an employee, agent, appointee, or official of the City. If Consultant was an
employee, agent, appointee, or official of the City in the previous twelve (12) months,
Consultant warrants that it did not participate in any manner in the forming of this
Agreement. Consultant understands that, if this Agreement is made in violation of
Government Code §1090 et.seq., the entire Agreement is void and Consultant will not be
entitled to any compensation for services performed pursuant to this Agreement, including
reimbursement of expenses, and Consultant will be required to reimburse the City for any
sums paid to the Consultant. Consultant understands that, in addition to the foregoing, it
may be subject to criminal prosecution for a violation of Government Code § 1090 and, if
applicable, will be disqualified from holding public office in the State of California.
10.8 Solicitation. Consultant agrees not to solicit business at any meeting, focus group, or
interview related to this Agreement, either orally or through any written materials.
10.9 Contract Administration. This Agreement shall be administered by _________________
("Contract Administrator"). All correspondence shall be directed to or through the Contract
Administrator or his or her designee.
10.10 Notices. All notices and other communications which are required or may be given under
this Agreement shall be in writing and shall be deemed to have been duly given (i) when
received if personally delivered; (ii) when received if transmitted by telecopy, if received
during normal business hours on a business day (or if not, the next business day after
delivery) provided that such facsimile is legible and that at the time such facsimile is sent
the sending Party receives written confirmation of receipt; (iii) if sent for next day delivery
to a domestic address by recognized overnight delivery service (e.g., Federal Express);
and (iv) upon receipt, if sent by certified or registered mail, return receipt requested. In
each case notice shall be sent to the respective Parties as follows: Consultant
___________________________
___________________________
___________________________
___________________________
City:
City Clerk
City of South San Francisco
400 Grand Avenue
South San Francisco, CA 94080
10.11 Professional Seal. Where applicable in the determination of the contract administrator,
the first page of a technical report, first page of design specifications, and each page of
construction drawings shall be stamped/sealed and signed by the licensed professional
responsible for the report/design preparation. The stamp/seal shall be in a block entit led
"Seal and Signature of Registered Professional with report/design responsibility," as in the
following example.
Seal and Signature of Registered Professional with
report/design responsibility.
10.12 Integration. This Agreement, including all Exhibits attached hereto, and incorporated
herein, represents the entire and integrated agreement between City and Consultant and
supersedes all prior negotiations, representations, or agreements, either written or oral
pertaining to the matters herein.
10.13 Counterparts. This Agreement may be executed in counterparts and/or by facsimile or
other electronic means, and when each Party has signed and delivered at least one such
counterpart, each counterpart shall be deemed an original, and, when taken together with
other signed counterpart, shall constitute one Agreement, which shall be binding upon and
effective as to all Parties..
10.14 Construction. The headings in this Agreement are for the purpose of reference only and
shall not limit or otherwise affect any of the terms of this Agreement. The parties have had
an equal opportunity to participate in the drafting of this Agreement; therefore any
construction as against the drafting party shall not apply to this Agreement.
The Parties have executed this Agreement as of the Effective Date.
CITY OF SOUTH SAN FRANCISCO Consultants
____________________________ _____________________________________
City Manager NAME:
TITLE:
Attest:
_____________________________
City Clerk
Approved as to Form:
____________________________
City Attorney
2729962.1
EXHIBIT A
SCOPE OF SERVICES
EXHIBIT B
COMPENSATION SCHEDULE
Page 3 of 28
EXHIBIT C
INSURANCE CERTIFICATES
Page 4 of 28
[OPTIONAL] EXHIBIT D
FORM 590
America Works of California, Inc.
275 5th Street
Suite 307
San Francisco, CA 94103
February 16, 2021
Attention: Mike Lappen
City of South San Francisco
400 Grand Avenue
South San Francisco, CA 94080
Dear Mike Lappen,
Please accept this letter of interest on behalf of America Works of California , Inc. (AWCA), indicating
our intention to submit a completed response to the RFQ for the Small Business Resource and
Entrepreneurship Center in South San Francisco. AWCA’s unique experience serving a range of
vulnerable populations throughout California well equips AWCA to serve South San Franciscans and
their individual needs during an especially difficult time. AWCA currently serves approximately 1,800
Californians with a budget of over four and a half billion dollars ($4,672,699) annually.
AWCA, established in 2006, is a member of the America Works network of companies (AW), legally
separate entities that share common ownership and institutional knowledge. The mission of AW is to
lift people out of poverty with our unique intensive, personalized employment services. For thirty -six
(36) years, AW has provided workforce development services for a wide range of vulnerable, low -
income populations throughout the country.
As a leader in the workforce industry for more than three decades, AW offers South San Franciscans
a proven model of service for helping individuals prepare for the next step in their career while being
a reliable source of talent for local businesses. As it di d through the Great Recession and other
turbulent times, AWCA has been there for individuals and communities in their moments of greatest
need, and continually adapted to meet the changing needs of job seekers and businesses. This has
never been truer than this year, when AWCA has reshaped its service delivery to provide quality
services remotely during the pandemic. AWCA has over three hundred (300) unique trainings available
for clients to access at times most convenient to them and has increased our outreach and recruitment
initiatives to meet the growing need of employment services, especially in marginalized communities.
Through a comprehensive workforce development program, AWCA will help individuals in the South
San Francisco area find meaningful employment and self-sufficiency while also supporting the local
community and economy. AWCA is well prepared for all three phases of programming with extensive
experience conducting market research, identifying local employer needs and working with local
government and community organizations to best meet those needs. AWCA has thorough outreach
and recruitment protocols in place to support individuals with a wide range of barriers including
justice-system involvement and language barriers. AWCA staff have experience working with English
as a Second Language (ESL) learners and undergo broad-based cultural competence training to best
meet those individuals’ unique needs. AWCA offers individual assessment, career planning, case
management, job placement, and job retention services, in addition to on -site technology access,
where job seekers can access AWCA job readiness training and other online t rainings. Programming
is rooted in findings from research on local needs and job markets , and includes aid in upgrading basic
job skills to support job readiness and placement, in addition to long-term career planning and case
management.
AWCA job-readiness training is grounded in a strengths -based approach which capitalizes on
individuals’ distinct skills and experiences. AWCA has also upgraded its trainings to assist clients in
transitioning to online and virtual spaces, including the addition of trainings on Virtual Interviewing
and Accessing Virtual Trainings and Online Resources along with other trainings to promote digital
literacy. Trainings range from The Four-Hour Resume to support clients through the job search , to
Finding Your Voice in the Workplace and other classes that facilitate job retention. Other vocational
trainings are also offered including Security and OSHA safety trainings to meet the broad range of
interests and needs of our clients. Employment Skills trainings, Career Support Groups and other
educational Bridge trainings are offered in the mornings and afternoons, multiple days a week , to
provide support to our clients at times that are most accessible to them.
In California, AWCA serves a variety of job seekers, with locations in San Francisco, Oakland, Fresno,
Los Angeles, and Garden Grove (Orange County), with a total of 27 staff. Nationally, AW has 210
staff across 13 states and the District of Columbia. AWCA has the bandwidth to use staff from Fresno,
Oakland, and San Francisco to assist in program ramp up and temporarily cov er staffing until local
staff can be hired and trained. Because of AWCA’s experience throughout California, AWCA is well
prepared to uplift the South San Francisco community through job training, job placement and other
comprehensive workforce development services.
AWCA is well positioned to assess and meet the needs of the South San Francisco community through
local outreach and partnerships with relevant personnel. AWCA looks forward to the opportunity to
submit a complete RFQ to the Small Business Resource and Entrepreneurship Center in South San
Francisco. Please direct any questions to Tori Conley, Grants Manager at America Works , via phone
at 402-658-7795 or via email at [email protected]
Sincerely,
Dr. Lee Bowes
Chief Executive Officer
America Works of California, Inc.
500 ACT Drive | PO Box 168 | Iowa City, IA 52243-0168
319.337.1000 | www.act.org
February 17, 2021
Mike Lappen
City of South San Francisco
Economic and Community Development
400 Grand Avenue
South San Francisco, CA 94080
Subject: Workforce Development Program Letter of Intent
Dear Mr. Lappen:
This letter is to confirm that ACT, Inc. intends to respond to the Request for Qualifications for the Small
Business Resource and Entrepreneurship Center in the City of South San Francisco. ACT’s mission to
help all people achieve education and workforce success is aligned with the goals of this project. We see
an opportunity to help the City create a workforce development program to advance equity and shared
prosperity for unemployed and underemployed South San Francisco residents. ACT can provide a set of
Workforce assessments and curriculum, and a framework to support a Work Ready Community.
I. About ACT
ACT is a mission-driven, nonprofit organization dedicated to helping people achieve education and
workplace success. Grounded in over 60 years of research, ACT is a trusted leader in college and career
readiness solutions. The ACT® college admission assessment and the WorkKeys work readiness
assessment are seen as the gold standard in standardized assessments and support the goals of both
college and career readiness for students and job seekers. ACT helps millions of students, job seekers,
schools, government agencies and employers in the US and around the world with learning resources,
assessments, research, and work readiness credentials designed to help people succeed from elementary
school through career. In 2020, ACT’s total revenue was $246,144,005.
II. Services for Unemployed and Underemployed Residents
ACT offers a set of Workforce solutions, along with a team of dedicated professionals, to support the City
of South San Francisco workforce development program. Our portfolio includes:
x A set of workforce assessments—ACT® WorkKeys® Assessments
x A work ready credential—ACT WorkKeys National Career Readiness Certificate (ACT WorkKeys
NCRC®)
x A career readiness curriculum—ACT WorkKeys Curriculum
x A community-based framework—ACT Work Ready Communities (WRC) Initiative
500 ACT Drive | PO Box 168 | Iowa City, IA 52243-0168
319.337.1000 | www.act.org
A summary of ACT’s Workforce Solutions aligned with the City of South San Francisco’s goals:
III. ACT Work Ready Communities
ACT Work Ready Communities (WRC) empowers states, regions and counties with data, processes, and
tools that drive economic growth. Participants are leveraging the ACT WorkKeys National Career
Readiness Certificate (NCRC) to measure and close the skills gap — and building common frameworks
that link, align, and match their workforce development efforts.
There are over 500 ACT Work Ready Communities throughout the United States
(www.workreadycommunities.org). Each Work Ready Community is dedicated to the goal of making their
county more competitive and strives to close the skills gap that threatens to paralyze local economies.
By participating in ACT’s Work Ready Communities initiative, the City of South San Francisco will be
equipped to:
x Help business and industry know exactly what foundational skills are needed for a
productive workforce—and to easily communicate their needs.
x Assist individuals in understanding what skills are required by employers—and how to
prepare themselves for success.
x Support educators to close the skills gap, via tools integrated into career pathways
stackable industry-recognized credentials.
x Aid economic developers by accessing an on-demand reporting tool to market the quality
of their workforce.
In short, a Work Ready Community certification is a measure of a county’s workforce quality. It is an
assurance to business and industry that the community is committed to providing the highly-skilled
workforce required in today’s competitive global economy. Through this effort, the City of South San
Francisco can assess their own workforce strengths and follow a process to become certified as Work
Services
ACT Work Ready
Communities
ACT
WorkKeys
Assessments/
Curriculum
Market research and identification of employer needs
X
Outreach and recruitment to all South San Francisco residents in need X
Skills assessment, evaluation, and support in upgrading basic job skills X
Classroom career training X
Orientation and case management
Job readiness training
X
Job placement
500 ACT Drive | PO Box 168 | Iowa City, IA 52243-0168
319.337.1000 | www.act.org
Ready. It is the most rigorous workforce certification program in the nation, and inspires meaningful
dialogue and action by community, education, government, and business leaders.
IV. ACT Work Force Solutions
ACT Workforce Solutions comprises of a suite of assessments, certification, curriculum, and occupation
profiles that build and certify essential workplace skills. The ACT WorkKeys suite (www.act.org/workkeys)
helps:
x Individuals measure their skills and advance their career goals
x Educators ensure their students are ready for career success
x Employers find, hire, and develop quality talent
x Workforce and economic developers prepare their workforce to attract and maintain business and
industry
x Industry associations and advocacy organizations develop valuable skills credentialing systems for
a more productive, reliable, and profitable workforce
ACT WorkKeys assessments are the cornerstone of ACT workforce solutions. The assessments measure
foundational skills required for success in the workplace and help measure the workplace skills that can
affect job performance. WorkKeys assessments are relevant and widely recognized. Successful
completion of WorkKeys core assessments can lead to earning an ACT WorkKeys National Career
Readiness Certificate, which verifies the skills found to be most essential across industries and
occupations. The NCRC is a portable, nationally recognized certificate, serving as the basis for regional
and statewide economic development initiatives. Over 26,000 employers recognize the value of the NCRC
and many recommend the credential to job seekers. The certificate has been awarded to over 5 million
individuals across the United States and is included in the criteria Site Selectors look for in evaluating a
community’s pool of work ready/qualified job seekers. Communities with available NCRC data can be
important for economic developers to leverage and promote the quality of their workforce.
To support WorkKeys assessments and the National Career Readiness Certificate, ACT provides
WorkKeys Curriculum . This curriculum enables job seekers to build foundational career-relevant skills
needed for learning, personal development, and effective job performance. It is the only curriculum aligned
to the ACT Workkeys assessments and uniquely positions job seekers to obtain the ACT National Career
Readiness Certificate.
Finally, ACT offers a free, one-of-a-kind proprietary database of occupational information about the ACT
WorkKeys skills required for career readiness and workplace success. The database currently spans more
than 22,000 occupations and continues to grow (http://jobprofiles.act.org/). The program computes the
median skill level required for an occupational profile for each ACT WorkKeys skill area, as well as
minimum and maximum skill levels required for entry into specific occupations.
We appreciate the opportunity to outline how ACT’s solutions can advance the City of South San
Francisco’s career preparedness. If you have any questions, please contact Christine Nieto, Account
Executive by phone at 310.970.2169 or by email at [email protected].
Sincerely,
Blake Curwen
Vice President
To the attention of:
Mike Lappen
City of South San Francisco
400 Grand Ave
South San Francisco, CA 94080
Re: Letter of Intent for Request for Qualifications Small Business Resource and Entrepreneurship Center
in South San Francisco. Services for Unemployed & Underemployed Residents.
From: JobTrain
Contact: Barrie Hathaway
Email: [email protected]
Affirmation that our organization intends to submit a full submittal of qualifications in response to
this RFQ:
We affirm that JobTrain intends to submit a full submittal of qualifications in response to this RFQ.
A bit about organization, including key staff, experience working in other jurisdictions, and any
experience in serving South San Francisco:
JobTrain’s mission is to help those who are most in need to succeed. Our purpose is to improve the lives
of people through career training and job placement. Since the organization started in 1965, it has
grown from serving East Palo Alto to serving San Mateo County and surrounding counties. JobTrain
provides career trainings, skills upgrade trainings, job placement, a Supportive Services Center, a Career
Resource Center, a Child Development Center, and an East Palo Alto Career Center.
Experience working in other jurisdictions:
In alignment with JobTrain’s Strategic Plan, we are working to expand to reach significantly more people
in the Bay Area. Expansion to other jurisdictions include successfully launching satellite offices in San
Jose and Mountain View. In 2020 JobTrain launched a Medical Assistant class and an Information
Technology class at Goodwill in San Jose and a Culinary class in Mountain View, in partnership with
Santa Clara County.
While JobTrain currently serve residents of South San Francisco, we would like to build on our impact by
launching a satellite site in SSF that will provide more SSF residents access to our job readiness and
training services. Our program in San Jose is similar in scope to what JobTrain could provide to SSF in
terms of job readiness and training services. This recent expansion has given us valuable insights into
the nature of this type of multi-jurisdictional work and should result in a smooth program launch in SSF.
Experience in serving South San Francisco:
JobTrain is known for our flexibility to deliver programs and services that are specific to the different
communities we serve. This tailored approach allows us to pilot specific activities and unearth what
works best for each community. JobTrain and our team have a solid history of working with and serving
individuals who reside and work in South San Francisco. Our training programs are offered to everyone
in the Bay Area and over the years we have recruited, trained, and served hundreds of South San
Francisco residents.
Art Taylor, Chief Strategy Officer for JobTrain, has worked with the Office of Economic and Workforce
Development in San Francisco, and designed a set of community benefits projects where they recruited
South San Francisco residents for youth internships and trades work at the San Francisco Airport.
JobTrain also had a contract to deliver Workforce Investment Services (WIA) services in San Mateo
County for over 16 years. During the last recession JobTrain worked in partnership with Workforce to
guide and work with airline workers who were laid-off by the Airport. A majority of those helped lived
in South San Francisco. Many needed retraining, and Ruben Avelar, JobTrain’s Director of Career Center
Services, case managed them during that time.
Key Staff for Project:
Barrie Hathaway, JobTrain President and CEO. A 20-year veteran of non-profits, Barrie leads JobTrain’s
strategic direction, develops growth plans, and guides the management team. Prior to joining JobTrain,
Barrie was the Executive Director of The Stride Center, from 2004 to 2017. At the Stride Center, the
organization went from a single location in San Pablo serving 80 clients per year, to five locations from
San Pablo to San Jose, serving nearly 400 clients per year. His leadership in non-profits has been
recognized: in 2010, Barrie was named National Social Enterprise Leader of the Year by the Social
Enterprise Alliance; received the Jefferson Award for Nonprofit Leadership in 2012; and selected for the
Tipping Point Community Award in 2015. Barrie is a past fellow of the Leaderspring Executive Fellows
program and has a B.S. in Organizational Development and a Master of Nonprofit Administration from
the University of San Francisco.
Art Taylor, Chief Strategy Officer: Art has 30 years of experience in program design and development,
strategy, and planning across multiple sectors. He oversees geographic and program expansion and new
strategic initiatives and was instrumental in opening JobTrain’s Career Centers in East Palo Alto and
Santa Clara County (in San Jose). Prior to JobTrain, Art worked with the San Francisco Public Utilities
Commission, where he designed and authored Community Benefits Catalyst Policies and Programs in:
Youth Public Sector Internships, Adult Workforce Development (water, wastewater, construction
trades), STEM Education and Small Business Contractor’s Assistance. Art holds a Bachelor of Psychology
from the University of Texas at Austin; a Bachelor’s in Urban Studies and Planning, and a Master’s in
Public Administration and Public Policy credentials both awarded from San Francisco State University.
Hayam Demian, Chief Operating Officer: Hayam has 5 years of workforce development experience.
Prior to her current position she was the Director of Instruction and Career Development and
worked closely with the training program Instructors and Career Development staff to ensure
program structure and training quality meet and exceed goals to provide clients with industry
recognized set of skills that are needed to obtain entry level positions, and for career
advancement. Hayam has collaboratively worked with the team on the expansion project in Santa
Clara County. With the program team she planned and implement a healthcare training program
and an IT training program in partnership with Goodwill of Silicon Valley.
Ruben Avelar, Director of Career Center Services: Ruben is the Director of Career Center Services
for JobTrain. His primary responsibilities are to maintain consistency and continuity with JobTrain’s
Career Centers service delivery model, as it pertains to services, workshops, outreach, and data
collection. Additionally, Ruben oversees the evening program and teaches English. He has been a
part of the JobTrain organization for 25 years. He is a lifetime resident of East Palo Alto and a
graduate of UC Berkeley. Ruben has dedicated his entire professional career making a positive
difference in the lives of others.
JobTrain will also need to hire a Regional Director, and two Employment Specialists for the first phase of
this project. Other JobTrain staff will participate in the project as needed.
Organization’s total annual budget and number of individuals served:
JobTrain’s FY21 budget is $7,155,484.
Overall, in FY21 we project 2,500 individuals will benefit from a JobTrain program or service. Of these,
we project 1,025 will benefit from Career Trainings and Skills Upgrade and Job Readiness Services (425
in Career Training; 600 from Skills Upgrade and Job Readiness Services).
Types of services that will be addressed in the full submittal:
Services that will be addressed in the full submittal are: Occupational Assessments, Career Coaching,
Work Readiness Workshops/Activities (group and 1:1), Job Development, Job Placement, Career
Training, Market research and identification of employer needs; Outreach and recruitment to South San
Francisco residents in need, including Spanish, Tagalog and Chinese speaking residents; Skills
assessment, evaluation, and support in upgrading basic job skills; Orientation and Case Management
access to Career EDGE (online platform that can be accessed from anywhere). Through employer
engagement and outreach strategies, we will also form a table of employers to help guide program
implementation and growth.
South San Francisco residents will also have access to JobTrain’s Menlo Park facility, which provides full-
time accredited career trainings: Building Maintenance; Culinary Arts; Certified Nursing Assistant; IT
Service and Support; Medical Assistant; and Project Build: Carpenters Pre-Apprenticeship. Students also
benefit from Skills Upgrade Trainings and Job Readiness Services, including GED prep, ESL, computer
classes, job readiness services, and job placement services.
Our strong outcomes illustrate that the combination of career training, job placement and support
services are the key to people increasing economic security. In FY20, 81% of graduates were placed in
employment with an average wage almost $22 per hour.
Potential partners (sub-consultants) that may be involved.
JobTrain has a long history of forming partnerships with organizations that provide services that the
community needs. This is reflected in our collaboration with Cañada College, Five Keys Adult Charter
School, Stanford Wellness, nonprofits throughout San Mateo County, and more. We intend to partner
with local organizations to the extent possible. Potential partners will be assessed as we gather data
and information, assess where there may be gaps in expertise and then we will develop a strategy for
assuring that we have all we need fully implement the project. Our hiring strategy should initially cover
all the competencies needed to form partnerships.
Thank you for considering JobTrain’s Request for Qualifications.
Attachment 3
Estimated Budget for Partnership for Workforce Development
Program Element Year 1 Tasks Included
Phase 1
Rapid employment and
stabilization
$100,000 Contract with a partner or partners to offer rapid
employment and stabilization services to roughly
100 individuals.
Website enhancement $15,000 Enhance services online for virtual assistance.
Outreach & marketing $10,000 Collateral, print ads, social media, etc.
Subtotal for Phase 1 $125,000
Phase 2
Program Development $50,000 Payment for time and materials assisting City with
full program and financing strategy development.
Subtotal for Phase 2 $50,000
Program Element Year 2 Tasks Included
Phase 3
Classrooms & technology $75,000 Outfitting classrooms and purchasing technology
Outreach & marketing $15,000 Collateral, print ads, social media, etc.
Contract with Master Partner $300,000 City to contract with a partner(s) to provide case
management, skills upgrades, classroom training,
and job placement for roughly 50 individuals.
Subtotal for Phase 3 $390,000
Total for all Phases $565,000
PARTNERSHIP FOR WORKFORCE
DEVELOPMENT
CITY COUNCIL STUDY SESSION
FEBRUARY 23, 2021
THE NEW ECONOMY
•Workplace has changed & continues to evolve
•Employers need workers with industry-specific
knowledge (& there is a skills gap in the U.S.)
•SSF current has the 3rd highest unemployment
rate in the County
NEW ECONOMIC REALITY
•SSF residents may be vulnerable to future
changes in the economy
•Residents are not taking advantage of existing
workforce development services
•A pro-active, case-management driven approach
is needed
•In the ‘90s, local Workforce Investment Boards
(WIB) were established to:
•Improve the quality of the workforce
•Reduce welfare dependency
•The San Mateo County WIB:
•Uses NOVAworks to provide services.
•22 South San Francisco residents used their
services in 2020
CURRENT WORKFORCE DEV’T MODEL
EARLIER PARTICIPATION PROGRAMS
Biotech Certification Program at Skyline College (‘90s)
•United Airlines anticipated eliminating approx
14,000 jobs at SFO
•Genentech needed skilled staff on campus
•Program designed for biotech manufacturing
EARLIER PARTICIPATION PROGRAMS
Biotech Career Fairs in 2008 and 2009
•City partnered with the Biotech Human Resources
Assoc, the California Community College Assoc,
several local chambers, and the East Bay WIB
•Local businesses provided food and services
•35 companies interviewed 500 applicants each year
CURRENT WORKFORCE DEV’T MODEL
The current system falls short in many ways:
•Workers need to re-skill
•There is no career path
•There is no equal access to training
•Risk of instability & displacement during recession
•Employers struggle to find workers
•Educational institutions are slow to change
NEW WORKFORCE DEVELOPMENT MODEL
According to research, government and other
stakeholders would be served by implementing the
following system features:
•Strong connectivity
•Flexibility and responsiveness
•Aligned incentives
•Data-driven, evidence-based decision making
SOUTH SAN FRANCISCO PROGRAM
•3-party Partnership for Workforce Development:
•Target unemployed and underemployed residents;
•Identify specific training and/or certification needs;
•Start with “rapid response”; and
•Design a sustainable long term program.
•The City would provide the seed funding
•The City would seek supporting state and federal grants,
philanthropic contributions, or private partnerships
•The Program’s partners would:
•Use a local facility to offer classes
•Offer case management services
•Serve roughly 100 South San Francisco residents
annually
•Work with local employers
•On February 3, staff issued an RFQ with letter of
interests due on February 17
SOUTH SAN FRANCISCO PROGRAM
•The partner or partners would provide:
•Rapid response services
•Evaluate employment barriers
•Assess basic needs, interests and aptitudes
•Phase 1 goals:
•Find a job
•Connect with social supports
PHASE 1
•Concurrent with Phase 1, City & partner would:
•Design a long-term program
•Establish a financing strategy
•Staff is currently working with federal, state and
private representatives to seek funding sources
•“Workforce 9.0” grant with other agencies
PHASES 2
•Implement program designed in Phase 2
•Formalize partnerships
•Seek funding
•Begin providing deeper level of services,
including career training, to SSF residents
PHASES 3
•Leverage partners and service providers funded
through other means
•San Mateo County WIB, NOVAworks
•Prologis
•Teamsters
•Community College certification programs
LEVERAGING RELATIONSHIPS
BUDGET
Program Element Year 1 Tasks Included
Phase 1
Rapid employment and
stabilization
$100,000 Contract with a partner or partners to offer rapid
employment and stabilization services to roughly
100 individuals.
Website enhancement $15,000 Enhance services online for virtual assistance.
Outreach & marketing $10,000 Collateral, print ads, social media, etc.
Subtotal for Phase 1 $125,000
Phase 2
Program Development $50,000 Payment for time and materials assisting City with
full program and financing strategy development.
Subtotal for Phase 2 $50,000
Program Element Year 2 Tasks Included
Phase 3
Classrooms & technology $75,000 Outfitting classrooms and purchasing technology
Outreach & marketing $15,000 Collateral, print ads, social media, etc.
Contract with Master
Partner
$300,000 City to contract with a partner(s) to provide case
management, skills upgrades, classroom training,
and job placement for roughly 50 individuals.
Subtotal for Phase 3 $390,000
Total for all Phases $565,000
BUDGET
Program Element Year 1 Tasks Included Phase 1 Rapid employment and stabilization $100,000 Contract with a partner or partners to offer rapid employment and stabilization services to roughly 100 individuals. Website enhancement $15,000 Enhance services online for virtual assistance. Outreach & marketing $10,000 Collateral, print ads, social media, etc.
Subtotal for Phase 1 $125,000
Phase 2
Program Development $50,000 Payment for time and materials assisting City with
full program and financing strategy development.
Subtotal for Phase 2 $50,000
Program Element Year 2 Tasks Included
Phase 3
Classrooms & technology $75,000 Outfitting classrooms and purchasing technology
Outreach & marketing $15,000 Collateral, print ads, social media, etc.
Contract with Master
Partner
$300,000 City to contract with a partner(s) to provide case
management, skills upgrades, classroom training,
and job placement for roughly 50 individuals.
Subtotal for Phase 3 $390,000
Total for all Phases $565,000
Email address *
Lelan Anders
San Mateo and Sunnyvale
Special City Council Meeting (6:00 p.m.) - 02/23/2021
Comments received by the 4:00 p.m. deadline will be forwarded to the City Council and read into the record by the City Clerk. Comments received
after the 4:00 p.m. deadline will not be read during the meeting but will be entered into the record for the meeting. Approximately 300 words in
total can be read in three minutes.
Name
Address:
Government Code Section 54957.5
SB 343
Agenda: 2/23/2021 SP CC
Item #3
NOVAworks
Item Number 1
Item Number 2
Item Number 3
Item Number 4
Yes
No
Phone number
Organization:
Public Comment - Limited to items on the Special Meeting Agenda. *
Would you like your comment read during the Public Comment section of the agenda? If you select NO, your comment will be
read before the Council discusses the item. *
Email
Phone
No Response Needed
Would you like to receive a response from members of the City Council? If yes, please select your preferred method of
communication and provide your information above. *
My name is Lelan Anders, a Program Manager at NOVAworks, the Workforce Board and Employment and Training Agency serving San Mateo
County. We are pleased to see South San Francisco developing workforce strategies to assist residents, and we welcome the opportunity to
partner more closely with you.
Late last year, the County of San Mateo engaged NOVAworks to take the pulse of county workers and small businesses to leverage that
intelligence to develop a series of recommended interventions to help the county emerge from the pandemic intact and ready for future growth.
NOVAworks has identified eight recommendations. The report has been submitted to County staff and will be made public following review by
the County Board of Supervisors. I am sharing these recommendations here in the hope that South San Francisco finds these helpful in
developing its own strategies.
Category A: Prioritize saving small businesses, as they represent the majority of our county’s private enterprises.
1. Establish an office for a COVID-19 Business Recovery Ombudsperson
2. Create a “shop local” campaign
3. Provide ecommerce technical assistance for small business owners and incumbent workers
4. Establish a small business group purchasing exchange.
Category B: Train unemployed workers for a new economy
1. Convene regional workforce and education leaders to facilitate future hiring and greater access to opportunity.
2. Paid work experience initiative for unemployed workers
3. Training with subsidies for unemployed leisure and hospitality workers
Category C: Connect employers to workforce talent in a transparent and inclusive manner
1. Promote professional networks in disconnected communities (low-income, black and Latinx, people with disabilities, older workers,
undocumented workers, LGBTQ residents).
We look forward to opportunities to collaborate with you. Thank you for your time.
This form was created inside of City of South San Francisco - O ce of the City Clerk.
Submit your comment below. *
Forms
Email address *
Kathleen ButlerTom
Alta Loma Drive
Special City Council Meeting (6:00 p.m.) - 02/23/2021
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An entrepreneur center, similar to the one offered by the San Francisco SBA Entrepreneur Center from January 1998 to June 2017, will be very
beneficial to interested residents of SSF and San Mateo County overall. And a great idea when all par tners work at it.
Now retired, I know from experience in helping to physically set up the SBA Business Information Centers (BIC) in Oakland and San Jose and San
Francisco.
In addition to setting up and managing the SF BIC, my coworker and I created a very robust small business training program for the entrepreneur
center training room. Our target was to served 45 students in all training classes. SBA’s Cosponsorship agreements with non-profit and private
par tners such as the Bay Area Association of Government Guarantee Lenders (BAGGL), Cisco Systems, HP, Microsoft, or Renaissance Women’s
Business Center, SCORE and/or the Small Business Development Center and more) which resulted in a high tech training room with timely topics
for potential or existing small businesses and referrals to business counseling or local resources in San Francisco. Volunteer instructors (many
small businesses themselves or supplier diversity representatives from PGE or Microsoft or Genentech) provided per tinent information. The main
library helped demonstrate programs in the library useful and free to small businesses at one of our classes each month entitled Free Resources
to star t or grow your small business.
An entrepreneur center in SSF needs ongoing private and public partnerships to run long term, not just at the planning stage.
I am proud that the SF SBA Entrepreneur Center served thousands every year, via counseling and training.
I am hopeful a center is approved and does the same.
This form was created inside of City of South San Francisco - O ce of the City Clerk.
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Forms
City of South San Francisco
Legislation Text
P.O. Box 711 (City Hall, 400
Grand Avenue)
South San Francisco, CA
File #:21-135 Agenda Date:2/23/2021
Version:1 Item #:4.
Report regarding a study session on establishing a Small Business Resource and Entrepreneurship Center in
South San Francisco.(Ernesto Lucero,Economic Development Coordinator and Nell Selander,Deputy
Director, Economic and Community Development Department)
RECOMMENDATION
Staff recommends that the City Council receive a study session on establishing a Small Business Resource and
Entrepreneurship Center in South San Francisco to centralize support services for small businesses and
entrepreneurs and provide staff with feedback on implementing the program.
BACKGROUND
This report is presented as part of a City Council Study Session on developing an Economic Mobility Strategy
for the City;and is presented along with a companion staff report on workforce development.Together,these
two reports propose a framework for the City to address urgent needs for economic recovery in the wake of
COVID-19,and to position the City for long-term economic vitality in a manner that addresses social and
economic disparity.
The COVID-19 crisis has caused major disruption for small businesses in South San Francisco and has
intensified existing structural inequities,demanding a strong response for local economic recovery.In South
San Francisco,the high technology and biotechnology industrial sectors appear to be weathering changing
economic conditions,with the city’s biotech companies and associated real estate developers continuing to
invest in new research,construction,and essential employees.However,similar to national trends,many South
San Francisco restaurants,personal care services,“mom and pop”stores,long-time or legacy businesses,and
hotels have struggled significantly since the first shelter in place order was issued in March 2020.Many local
businesses continue to face operational challenges,a lack in business,a reduced workforce,and the need for
additional working capital to sustain through the remainder of the pandemic and survive in a post-COVID
economy.
Many small business owners and entrepreneurs in South San Francisco face specific challenges to start,grow,
or sustain their business.These challenges are felt more profoundly among non-English speaking business
owners, and those without access to technology. Specifically, challenges include the following:
·Identifying and applying for economic relief and recovery financing programs at the federal,state,
regional, and local levels.
·Understanding fluctuating real estate costs, and taking advantage of real estate opportunities.
·Producing a cogent business plan.
·Maintaining or expanding an online presence, or expanding to ecommerce.
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·Accessing capital.
·Maintaining a stable workforce, especially when housing costs are high.
·Utilizing incentives and subsidies to modernize or expand existing facilities.
·Combating declining consumer demand.
·Improving restaurant operations and marketing post-COVID.
·Start-up assistance and entrepreneurship networking opportunities.
Investing in local businesses and underserved residents alike will result in positive outcomes for all members of
the community,including the creation of sustainable jobs,higher-paying and more stable employment for at-
risk South San Franciscans,support of new business ventures,and the opportunity to diversify and strengthen
the local and regional economy.
Local Economic Snapshot
To understand the current impacts of COVID-19 on local businesses,the City conducted a survey of the
business community in December 2020 through February 2021 to gauge current challenges from COVID-19
impacts,as well as ways to support small businesses into 2021.The results align with regional and national
studies showing a great need for accessing capital,improving online presence,and obtaining technical
assistance. Attachment 1 shows survey results of 50 local small businesses.
As the economy adjusts to a post-pandemic normal,many affected industries will continue to be challenged on
new ways to conduct business,with more people working from home and more online commerce than before.
For example,the demand for corporate travel does not expect to return to pre-COVID levels in the Bay Area
until 2024.This will affect occupancy rates for hotels surrounding SFO and many restaurants and small retail
businesses will continue to face short and long-term challenges due to the health crisis.For better or worse,
some parts of the economy will never be the same.
DISCUSSION
Staff recommends establishing a Small Business Resource and Entrepreneurship Center in South San Francisco
to bring technical assistance and supportive services to bear within our community,rather than requiring
entrepreneurs and small business owners to travel outside the City to access much needed assistance to ensure
thriving and sustainable business practices.
Regional Resources for Small Businesses
According to findings in other regional recovery efforts,COVID-19 has limited access for new and small
businesses to capital markets,which has hampered start-up efforts.For people who are underemployed and
lacking a college degree,entrepreneurship development can provide entry into emerging industry sectors that
require some technical and business skills.Entrepreneurship development generally includes courses designed
to provide individuals with the tools to fine-tune business models,build sustainable financials,acquire
customers,pitch to investors,recruit a team,and thrive in an increasingly competitive and complex market.
Successful entrepreneurs know it takes more than a good idea to launch a business.
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In the private sector,educational institutions such as Menlo College and Babson College provide these types of
entrepreneurship development courses and certifications.They also provide short “bootcamp”training
programs.In the public and nonprofit sectors,Skyline’s Bay Area Entrepreneur Center,the Small Business
Development Center at the College of San Mateo,and Renaissance Entrepreneurship Center provide these
services.The City is currently contracting with Renaissance Entrepreneurship Center to begin serving South
San Francisco businesses with assistance obtaining COVID relief grants,as well as targeted support.Staff sees
this as an opportunity to enhance and expand access to support services for struggling small businesses in a
multi-phased approach.
A Local Approach to Business Support
The proposed concept of a Small Business Resource and Entrepreneurship Center located in South San
Francisco will enhance access to targeted technical assistance for local small businesses that have been
impacted by COVID-19,as well as increase access to assistance to grow after operations return to the new
normal.The Center will serve as a hub for existing regional service providers to meet businesses and
entrepreneurs where they are;staff are actively soliciting existing partners interested in having a presence in
South San Francisco.Many service providers and resources are currently available to local small businesses,
but usage is minimal due to the lack of presence in South San Francisco.As small business needs and available
resources differ depending on the industry and size of the business,such a Center could host a variety of small
business and entrepreneurship service providers offering a large catalogue of training,technical assistance,and
support.
Multi-Phased Program Development
City staff has approached the development of a Small Business Resource and Entrepreneurship Center in three
phases.Staff are currently seeking a partner or partners to immediately undertake Phase 1 and spend roughly
six months working with the City on Phase 2,both described below.Once Phase 2 is completed,staff would
determine a procurement process to fully implement the desired program.Through this study session,staff is
seeking Council’s feedback on completing procurement for Phases 1 and 2,and beginning to form a local Small
Business Resource and Entrepreneurship Center.
Phase 1.In Phase 1,staff recommend partnering with an experienced business service provider to offer “rapid
response”relief efforts to existing small businesses in South San Francisco.This would include,at a minimum,
technical assistance in applying for regional,state,and federal financial assistance,modifying business plans,
establishing an online presence by expanding to ecommerce,and negotiating real estate transactions.Phase 1 is
flexible,in that rapid response services could be provided virtually or onsite,although the long-term goal is to
offer services in a physical satellite space in South San Francisco to accommodate in-person support.A partner
at this phase would also assist in marketing and outreach to ensure services are reaching small businesses in
South San Francisco.
Phase 2.Concurrent with delivery of services in Phase 1,and likely lasting three to nine months,the selected
partner would work with City staff to design a long-term program and financing strategy to facilitate economic
sustainability for small businesses and entrepreneurs in South San Francisco.The concept would include the
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sustainability for small businesses and entrepreneurs in South San Francisco.The concept would include the
City maintaining a central flex space that could be used for offices,classes,walk-ins,and one-on-one
counseling.The importance of having a physical space is crucial to address those small businesses that are not
online or operate without technology.Ideally,the City would contract with one master contractor to operate the
space and they would manage other business service providers under one contract.These planning efforts
would be integrated into,and coordinated with,the City’s new Economic Development Element as part of the
General Plan Update.
Phase 3.Phase 3 is implementation of the program designed in Phase 2 and will include pursuing financing
identified in Phase 2.The initial implementation period would be two years,with a large portion of support
from the City for seed funding.The goal would then have a master partner,and its sub-partners bring in
additional funding resources to support a sustainable program,knowing that a Small Business Support and
Entrepreneurship Center will be fluid and flexible in the services provided,to accommodate the fluctuating
needs of a post-COVID economy.
Partner Solicitation
On February 3,2021,staff issued a Request for Qualifications soliciting experienced partners who currently
offer business support services for small businesses and entrepreneurs,as Attachment 2.Letters of Interest were
due on February 17,2021,and full submittals will be due March 3,2021.Attachment 3 includes the letters of
interest received in response to the RFQ.
FISCAL IMPACT
There is no fiscal impact associated with holding this study session.The next step is for staff to evaluate the
qualifications submitted in response to the RFQ and present a recommended partner or partners to Council.At
that point,staff would be seeking approval of a contract or contracts with the recommended partner(s),as well
as an appropriation for Phases 1 and 2 as described above.
A rough,estimated budget for all three Phases described above is included as Attachment 4.At this stage,staff
has identified the major program components and estimated their costs to ensure a multi-phased approach is
feasible.These budget estimates are based on staff’s past experience with program design,as well as outreach
to our colleagues in other cities and to service providers. However, these are just estimates.
Staff anticipates that the proposed Small Business Resource and Entrepreneurship Center would be able to
leverage partners and service providers funded through other means,such as other governmental organizations
and programs.Examples include the Small Business Administration (SBA),which is federally funded,and the
Employment Training Panel (ETP),which is state funded.A well-designed program will also be eligible for
federal and state grants, as well as philanthropy funding and corporate partnerships.
Staff are currently working with the City’s representatives in Washington,DC and Sacramento to understand
the multitude of federal and state resources that will be available over the coming years in an effort to recover
quickly from the pandemic-induced recession.Phase 2 work will involve carefully balancing program
components to best leverage grant funding,while crafting a program that meets the specific workforce
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components to best leverage grant funding,while crafting a program that meets the specific workforce
development needs of the South San Francisco community.
Finally,the Center can be scaled back to meet the City’s budgetary constraints,or scaled up to increase its reach
into the community.Should Council direct staff to move forward with selecting a partner and bringing a
contract and appropriation for Phases 1 and 2 forward for approval,Council should be aware that the budget
may not be exactly as presented here.It is staff’s intention to negotiate with the most qualified partner or
partners a scope and budget the best meets the City’s needs for Phases 1 and 2.If Council would be more
comfortable with a smaller investment in Phases 1 and 2,or a larger one,that direction should be provided to
staff.
CONCLUSION
Staff recommends that the City Council receive a study session on establishing a Small Business Resource and
Entrepreneurship Center in South San Francisco and provide staff with feedback on implementing the program.
Attachments:
1.Business Survey
2.RFQ
3.Letters of Interest in response to the RFQ
4.Estimated Budget
5.PowerPoint Presentation
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Attachment 1
SSF Small Business Survey Results
Survey of South San Francisco Businesses
In December 2020, staff emailed 4,500 businesses located in South San Francisco
inviting them to participate in a survey about how their business has been impacted by
COVID, and what support they would like the City to provide. In February 2021, staff
called 743 of these businesses, targeting small businesses in those industries most
impacted by COVID, to encourage them to complete the survey. Of those businesses
contacted, 87 businesses submitted a survey on the phone with staff or online. Below is
a summary of results from this survey.
Contact information for these businesses was obtained from the City’s database of
business license holders.
Nearly 50% of respondents own a warehouse/distribution, manufacturing, or
professional services business.
0 2 4 6 8 10 12 14 16 18 20
Arts or Recreation
Biotech
Fitness
Healthcare Services
Home Based Business
Hospitality
Manufacturing
Non-Home-Based Daycare
Non-profit Organization
Other
Personal Services
Professional or Technical
Restaurant
Retail
Warehouse or Distribution
Number of Businesses Surveyed
What kind of business do you own and/or operate? Select all
that apply.
0 respondents have gained employees, 1 respondent stayed the same with staffing
levels, and 98% of business respondents have lost employees.
0
10
20
30
40
50
60
0 1 to 10 11 to 25 26 to 100 More than 100
Number of Employees: December 2019 vs. Today
December Today
68% of business respondents are less profitable this year due to COVID.
Thinking back to one year ago today, is your business more
profitable, less profitable, or the same as last year?
Less
Profitable
68%
More
profitable
18%
Same as
last year
13%
Unsure
1%
63% of business respondents have had to modify their business practices to some
extent due to COVID.
What is the current status of your business?
Limited operations
41%
Fully operational
37%
Remote
10%
Permanently
Closed
1%
Temporarily
Closed
7%
Other
3%
86% of respondents have had to cut employees hours/jobs to some extent.
Have you taken any of the following actions this year? Please
select all that apply.
Furloughed
Employees
23%
Re-hired
Employees
13%
Laid Off
Employees
19%
Other
12%
Reduced
Employee
Hours
31%
None
2%
68% of respondents have received federal relief created for COVID.
0 10 20 30 40 50 60
PPP
EIDL
Private Bank Loans
San Mateo County Strong
Renaissance Center grant
other grants
SSF Small Business Relef Fund
did not apply for financial support
private loan from an individual
other
If you applied for and received financial support, please indicate
the program(s) from which you received funds over the past
year. Select all that apply.
It is a coin toss if a business has applied , or plans to apply for, the 2nd round of PPP.
Have you applied or plan to apply for the 2nd round of PPP
(Paycheck Protection Program) and rehire employees?
Yes
45%
No
45%
Did not qualify
3%
Not
familiar
with PPP
6%
62% of the challenges that business respondents are facing are directly connected to
financial hinders (cost of materials, lack of working capital, etc.)
0
5
10
15
20
25
30
35
40
45
Number of Respondents What challenges are you currently facing in operating your business?
Please select all that apply.
58% of respondents are seeking capital and improving their marketing and online
presence.
What resources would better support your business in 2021?
Access to capital
28%
Assistance w/
marketing &
promotions
16% Creating &
improving
websites
14% Regulatory
permitting
8%
Outdoor
Space
8%
Hiring
employees
11%
Updating
business plan
11%
Other
5%
91% of respondents did not delay rent payments.
The City adopted a small business and nonprofit eviction
moratorium that expired on August 31, 2020. Any past due rent
owed between March 1 and August 31 is due by February 28, 2021.
Did you use the eviction moratorium to delay rent payments?
No
91%
Yes
3%
Moved due to
threat of eviction
6%
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received will be posted on the City’s website at
South San Francisco restaurants, personal care services, “mom and pop” stores, long
“rapid response”
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x Your organization’s total annual budget and number of individuals served;
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’s approach to delivering the
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x ’s operating budget, annual report,
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x to accept the City’s standard insurance and indemnification
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“Effective Date”).
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Your organization’s total annual budget and number of individuals served;
Renaissance’s 2021 annual budget is $5,245,29
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x
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