HomeMy WebLinkAbout03.16.22@600 SP CCWednesday, March 16, 2022
6:00 PM
City of South San Francisco
P.O. Box 711 (City Hall, 400 Grand Avenue)
South San Francisco, CA
Municipal Services Building, Council Chambers
33 Arroyo Drive, South San Francisco, CA
Special City Council
Special Meeting Agenda
HYBRID IN-PERSON/VIRTUAL MEETING
March 16, 2022Special City Council Special Meeting Agenda
TELECONFERENCE MEETING NOTICE
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 Addiego, Vice Mayor Nicolas and Mayor Nagales and essential City
staff may 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.
The City Council may meet by teleconference, consistent with the Brown Act as amended by AB 361 (2021).
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Notification in advance of the meeting will enable the City of South San Francisco to make reasonable
arrangements to ensure accessibility to the meeting.
Page 2 City of South San Francisco Printed on 3/16/2022
March 16, 2022Special City Council Special Meeting Agenda
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Page 3 City of South San Francisco Printed on 3/16/2022
March 16, 2022Special City Council Special Meeting Agenda
Call to Order.
Roll Call.
Agenda Review.
PUBLIC COMMENTS - Comments are limited to items on the Special Meeting Agenda.
ADMINISTRATIVE BUSINESS
Report regarding a study session on a potential planning and design study to replace
the City Hall Annex. (Jacob Gilchrist, Director of Capital Projects)
1.
Report regarding the status of the Child Care Master Plan and draft recommendations.
(Kathleen White, Child Care Master Plan Consultant; Greg Mediati, Director of Parks
and Recreation)
2.
Adjournment.
Page 4 City of South San Francisco Printed on 3/16/2022
City of South San Francisco
Legislation Text
P.O. Box 711 (City Hall, 400
Grand Avenue)
South San Francisco, CA
File #:22-77 Agenda Date:3/16/2022
Version:1 Item #:1.
Report regarding a study session on a potential planning and design study to replace the City Hall Annex.
(Jacob Gilchrist, Director of Capital Projects)
RECOMMENDATION
It is recommended that the City Council review a report regarding a study session on a potential
planning and design study to replace the City Hall Annex and provide feedback to staff.
BACKGROUND/DISCUSSION
The City Hall Annex, located at 315 Maple Avenue is an 8,800 square foot City facility located on the City Hall
block. Originally dedicated as the South San Francisco Police Station in 1949, it was used for that function until
1985 when the Police Department moved to the Municipal Services Building at 33 Arroyo Avenue. Currently
the Annex houses the offices of the Building, Engineering, and Planning divisions. It also serves as the Permit
Desk for these departments. This report to Council intends to explain the reasons to consider replacing the
building and the initial steps to study a City Hall Annex replacement.
The City Hall Annex is challenging to maintain, operate, and use. The building has significant safety and code
compliance deficiencies. When considering the opportunity to reimagine the space currently taken by the
Annex, Annex Storage building, and driveway, it is clear to staff that the Annex has outlived its useful life.
In 2015, staff created a facility condition assessment of the Annex with assistance of an engineering consultant.
The assessment notes several life/safety challenges with the building. The HVAC controls, windows, and
electrical services were all rated as “poor” with a remaining useful life of 0-10 years. Since then, additional
issues have arisen. The retaining wall adjacent to the Annex storage room is of particular concern as there is
evidence of failing structural reinforcement of a wall that holds up a portion of the City Hall Parking Lot.
While the assessment does not make a recommendation for a building replacement over renovation, the original
construction method of the building makes it nearly impossible to renovate. The thick, poured concrete walls
create a stout, bunker-like structure, but this construction method is notoriously difficult to modernize with
contemporary air handling, electrical, and plumbing systems. Doing so would require puncturing walls that are
likely to crack and crumble, causing structural concerns.
The Annex and its surrounding functional area, including the adjacent landscape and storage room, present
major issues regarding compliance with the Americans with Disabilities Act. Code requirements for
accessibility mandate that buildings within a shared space and function, i.e. the City Hall Block, shall be
accessible to each other without the need to use perimeter sidewalks. Currently, that is not the condition of the
City Hall block. It is not possible to walk from City Hall to the Library or the Annex via an accessible path of
travel without using the sidewalk. As such, disabled community members are required to navigate significantly
longer distances to travel one building to another, creating an inequitable condition.
As a staff space, the building is cramped and uncomfortable. Currently, Building is planning to convert two
storage closets into office spaces. Already, one small conference area was turned into work spaces. The
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File #:22-77 Agenda Date:3/16/2022
Version:1 Item #:1.
conference room, which is used for permit reviews, Design Review Board meeting, and discussions with
developers is small and difficult to use as a collaboration space. Part of this study will include reviewing current
and future needs of the divisions housed in the Annex.
Process for Study
If directed to proceed, staff will use this initial budget to complete the following tasks:
•Hire Design Team Staff is looking to hire experts in building and designing public spaces that are
compatible with historic resources and also at the forefront of sustainable design.
•Collect Historic Documents Replacing a facility of this age requires initial investigation work of the
building history. Staff is currently reviewing the historic resource documents for City Hall and the
Grand Avenue Library to determine what level of additional analysis is needed for the Annex.
•Analyze and Assess Site While some site assessment work was completed during the Downtown
Parking Garage study, further geologic and utility location analysis need to be completed in order to
determine the optimal location for a replacement facility.
•Establish Building and Landscape Program As the site constraints and opportunities become clear, staff
will draft the overall program of elements for the plan. This program will include everything from
interior staff spaces to outdoor park areas.
•Develop Design Vision Using the established program, the design team will apply the program spaces
to the site, creating a design vision that is at once forward thinking yet compatible with the adjacent
historic buildings.
•Present Draft Plan To City Council Following internal review of design options, staff will return to
Council to present the Draft City Hall Annex Replacement design and an estimate of costs for planning,
design, and construction.
An initial budget of $3-400,000 would allow staff to proceed with the initial steps and review with Council to
determine the ultimate project direction.
Potential Vision
Tentatively, pending review of existing conditions and historic preservation requirements, the vision is to
replace the 8,800 sf building with roughly 15,000 sf of space to accommodate the following departments:
·Building
·Engineering
·Finance
·Information Technology (potentially)
·Planning
Additionally, staff will consider including approximately 7,000 sf for a licensed preschool. A major resource for
the downtown community, a preschool at this location could potentially accommodate 80-120 children.
Staff is targeting an overall project budget in the range of $30-40 million. The costs and areas included in this
staff report are very rough and will become more specific through the aforementioned process of site
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assessment and programming. The initial study will include a professional engineer’s estimate for all project
costs.
The opportunities for the area are myriad and transformative for the City Hall block. By including space for
several City departments - Building, Engineering, Finance, Planning, and potentially IT - staff remains co-
located with City Hall and the City Manager’s Office. The divisions housed in the Annex have a critical
customer service component to their work. The new Annex would be a safe, accessible, and comfortable place
for building project plan reviews, purchasing parking permits, and any other service provided by these
divisions.
In addition to the aforementioned benefits, replacing the Annex creates the opportunity to rethink some adjacent
spaces that need improvement. This study will seek to clarify the pedestrian circulation of the City Hall block,
creating a beautiful and functional experience. The study can also reconsider the park areas such as the as the
plaza immediately adjacent to the City Hall Annex as well as the road that physically separates the Annex from
City Hall. An overall vision that looks to create more successful navigability of the block could allow for a
safer and more equitable experience for residents and staff alike.
CONCLUSION
It is recommended that the City Council review a report regarding a study session on a potential planning and
design study to replace the City Hall Annex and provide feedback to staff.
Attachments
1.Slide Show - City Hall Annex Replacement Initial Study
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City Hall Annex Replacement
Initial Study
March 16 2022
About The Annex
•1949 –Opened as Police Station
•1985 –Repurposed when PD moved
to MSB
•Current home of Building, Planning, and Engineering
•Major Life Safety and Functional
Issues
Life / Safety Concerns
•Electrical, HVAC, Plumbing, Windows are in poor condition
•Significant water infiltration
•Surrounding retaining walls are failing
•Building nearly impossible to modernize
•ADA compliance of the entire City Hall Block
Life / Safety Concerns
Surrounding retaining walls are failing
Life / Safety Concerns
Significant water infiltration in staff areas
Life / Safety Concerns
Pedestrian routes do not meet accessibility codes
Staff Space Concerns
Staff plan to soon use closets as offices
City Hall Block Aerial Photograph
CITY HALL ANNEX
CITY HALL
PLAYGROUND
LIBRARY
CITY HALL
FOUNTAIN
Surrounding Functional Challenges
Existing Conditions Plan
Surrounding Functional Challenges
Grand Avenue Driveway
Surrounding Functional Challenges
Grand Avenue Driveway
Surrounding Functional Challenges
Underused Park Space
Conceptual Sketch
View from Maple and Grand Aves
Initial Study Process
Present Draft Plan To City Council
Develop Design Vision
Establish Building and Landscape Program
Analyze and Assess Site
Collect Historic Documents
Hire Design Team
Major Capital Projects Schedule
2022 2023 2024 2025 2026 2027
Civic Campus Phase 2
LPR
Orange Memorial Park
Ballfield
Orange Memorial Park
Aquatic Center
Civic Campus Phase 3
Fire Station 63
City Hall Annex
City of South San Francisco
Legislation Text
P.O. Box 711 (City Hall, 400
Grand Avenue)
South San Francisco, CA
File #:22-186 Agenda Date:3/16/2022
Version:1 Item #:2.
Report regarding the status of the Child Care Master Plan and draft recommendations.(Kathleen White,Child
Care Master Plan Consultant; Greg Mediati, Director of Parks and Recreation)
RECOMMENDATION
It is recommended that the City Council be apprised of the status of the Parks and Recreation
Department’s Child Care Master Plan, review draft recommendations, and provide feedback to staff.
BACKGROUND/DISCUSSION
Understanding the need to plan for the near,mid and long term child care needs of residents and employers,in
the fiscal year 2020/21 operating budget,the City Council authorized $100,000 in funding to be allocated to the
creation of a Child Care Master Plan.
The purpose of the Master Plan is to focus on improving and expanding the reach,quality and impact of early
childhood education programs,child care,and youth services for South San Francisco residents.The Master
Plan will be used as a resource for guiding future operations and developments of child care centers and
programs over the next 10 years.
In May 2021,Parks and Recreation staff selected a consultant,Kathleen White,to assist staff in crafting a
comprehensive Child Care Master Plan.Kathleen has spent decades studying and working in the education and
child care field,most recently serving as a faculty member and department chair for the Child Development and
Family Studies Department at City College of San Francisco.
Research strongly shows the importance of a quality early education and out-of-school time learning and
socialization experiences for children.Children who receive high-quality early care and education experiences
are more likely to have advanced language,academic,and social skills.School-age children participating in
high-quality out-of-school time programs also tend to have positive outcomes,including improved academic
performance,work habits,and study skills.The availability of high-quality early care and education programs
supports the economic success of families and of our City.Early care and education are an important economic
driver.In light of these important social and economic benefits,ensuring availability,equity,affordability,and
quality is critical for a vibrant and diverse city.
Staff will review the presentation materials and draft executive summary attached to this report,including key
findings,survey results,and draft recommendations for City Council feedback.This input will be incorporated
in the Child Care Master Plan, which will be presented before the City Council this spring.
FISCAL IMPACT
The plan and its recommendations will no doubt have significant fiscal and operational impacts if executed,
which vary in amount and scope.Additional information on these impacts,and potential funding sources,will
be provided as the plan further develops.
RELATIONSHIP TO STRATEGIC PLAN
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The Master Plan will contribute to the City’s Strategic Plan under Priority #2 by helping to build a robust
recreation program and strengthening early learning programs.
CONCLUSION
It is recommended that the City Council be apprised of the status of the Parks and Recreation Department’s
Child Care Master Plan, review draft recommendations, and provide feedback to staff.
Attachments:
1-Parks and Recreation Department’s Child Care Master Plan
2-Presentation
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Developed in partnership with
Child CareMaster PlanOF SOUTH SAN FRANCISCO
THE 2021
SHAPE SSF
2040 GENERAL PLAN
A PLAN FOR 2020–2030
EXECUTIVE SUMMARY
The 2021 Child Care Master Plan for South San Francisco (CCMP
SSF) tells a story. It contains a comprehensive overview of local
child care, including a view of the landscape, a nod to the recent
history, the evolution of the formal child care system in the city,
and then offers a summary of key findings. By establishing the
narrative of the present, the path forward is then informed by
current conditions and projected needs.
Data elements related to the assessment of child care supply
for current residents and employees, as well as an informed
projection of future needs are derived from a range of sources
listed in the “Resources” section of this report.
Spanning over 140 pages, the CCMP SSF includes an introductory
chapter that defines purpose, priorities and elements of the plan
as well as a definition of the components of quality child care and
a look back in time, establishing the role child care has played.
The key goals were to explore the varying child care needs and
gaps for children between birth and 12 years old, spanning the
time period of 2020–2030. Alignment with the 2022 SHAPE SSF
GENERAL PLAN recommendations and ensuring fidelity between
the planning documents was a priority, as was highlighting the
range of care settings and offerings currently available in the city.
Commitment to the value of a mixed delivery system centered
around family choice was prioritized.
A centerpiece of plan is the “SSF Parent/Family Survey”,
conducted in 2021. To date, 1,111 respondents described their
child care needs and challenges (survey in English and Spanish)
in securing care in South San Francisco. Parents and guardians of
infants, toddler preschoolers and school-age children weighed in
on their experiences searching for, utilizing and prioritizing child
care needs. Families in South San Francisco demonstrated that
they have similar needs to those in other communities. Child care
needs spanned a range of models including full-time and part-
time care, care for specific age groups, for children in diapers, for
those with non-traditional schedules and in need of occasional
care. Affordability and high quality were ranked as priority
elements, which is expected. Identified gaps correlated with San
Mateo County data studies, including a significant gap in school-
age child care (of almost 1000 spaces) for children attending
elementary school. Parent and guardian representation in the
survey from area public and private schools was noted.
Reaching the modest goal of providing after-school and summer
care for 50% of the school-age population should be achievable,
yet no one elementary school provided child care resources
for half of their attending students. This is especially critical, as
pandemic conditions begin to ease, parents and guardians of
school-age children represent the population that is best able to
resume employment and pre-pandemic commitments, including
5 SHAPE SSF: CHILD CARE MASTER PLAN
EXECUTIVE SUMMARY
higher education, training and pre-employment preparation. This
is due in part to vaccine availability for children over 5 years, the
resumption of in-person instruction, the compulsory nature of
elementary school and the relative developmental independence
of older children.
Other identified gaps include addressing the need for subsidized
child care for infants and toddlers, full time subsidized care for
preschoolers as well as the geographic gaps of services west of
El Camino Real to the Westborough neighborhood. While survey
respondent representation from all neighborhoods was evident,
responses from the Buri Buri/Winston Manor and Westborough
areas were the highest.
An overview of what families look for in care as well as an
explanation of the why child care is so expensive and yet, so
under-resourced is also included. Unfortunately, as child care
costs are heavily dependent on suppressing the wages of the
workforce, the contradictions within the current system are also
described.
San Mateo County data was utilized from a wide range of sources,
including the San Mateo County Child Care Partnership Council
(CCPC) report on the, Child Care and Preschool Needs Assessment,
2017 Report which is a mandated activity of child care partnership
councils throughout California as a part of the local structure of
assessing and responding to county specific child care conditions.
Additional sources were utilized to describe population details as
well the additional economic challenges for low-moderate income
families based on the high cost of living locally.
As the CCMP SSF was developed during the COVID Pandemic, the
conditions of the child care community reflected a sector in crisis.
Child care utilization, business vitality and school operations
were in flux, therefore, gaining an accurate assessment of child
care required looking back to the 2019-2020 year and projecting
forward, beyond the pandemic, and then assuming an eminent
return to stability.
Additionally, the formulation of the CCMP SSF occurred during the
final year of the development of the 2022 SHAPE SSF GENERAL
PLAN, which was in the process of being of being revised for the
first time since 1999. Frequent communications with the 2022
SHAPE SSF GENERAL PLAN development team as well as the
principal planning department staff resulted in an integrated
product that reflects a commitment to child care and thoughtful,
well-integrated recommendations within the 2022 SHAPE SSF
GENERAL PLAN. Detailed recommendations on increasing child
care availability, access and meeting the needs of the community
are found within the CCMP SSF, including the priority gaps
mentioned above, as well as numerous other stated needs.
As requested by city departments, key definitions of child
care regulations, (including those that recently changed) and
6 SHAPE SSF: CHILD CARE MASTER PLAN
EXECUTIVE SUMMARY
Key Terms in This Report
The city of South San Francisco – located within San Mateo County, CA, and the area this report covers. Abbreviated to SSF
The two surveys that factored into this report:
“SSF Parent/Family Survey” – A survey given to families and parents in the SSF area in 2021 with 1,111 respondents
“SSF Child Care Provider Survey” – A survey given to child care centers and licensed homes in 2021 with 53 respondents
2022 SHAPE SSF GENERAL PLAN – The new general plan for South San Francisco launching in 2022. This report contains
general child care recommendations that are have been integrated, co-developed or expanded and listed in Section 8 of this
report. Abbreviated to SHAPE SSF.
San Mateo County Child Care Partnership Council, Child Care and Preschool Needs Assessment, 2017 Report – The
mandated report of the Child Care Partnership Council designed to assess and summarize child care need for San Mateo
County ( produced every 5 years). Abbreviated to CCPC CCPNA
The 2021 Child Care Master Plan for South San Francisco – this report and its associated mapping resources available at ssf.
net/departments/parks-recreation/recreation-division/childcareplan Abbreviated to CCMP SSF
definitions of types of care including local regulatory agency
contacts are included. An interactive GIS map of all of the licensed
and exempt child care centers and licensed family child care
homes located in South San Francisco was developed with
accompanying heat maps that further define and elaborate on
current enrollment and existing waiting lists in city-sponsored
child care programs. The detailed mapping resources are
already available on the 2021 Child Care Master Plan for South
San Francisco website at https://www.ssf.net/departments/
parks-recreation/recreation-division/childcareplan and
can form the basis for the formulation of a comprehensive city
website that consolidates child care information for families,
as well as resources and support for business development.
This recommendation will help to inform both consumers and
providers of services and link this community.
As part of plan development, the “SSF Child Care Provider Survey”
was administered (English and Spanish) in 2021 to current center
administrators and licensed family child care homes to assist in
formulating recommendations. The need for operational support
for all child care programs as well assistance with COVID business
stabilization, renovation and repair assistance, help securing
facilities and identifying expansion resources, finding financial
resources to help families pay for child care and solutions to
staffing shortages were key survey findings.
The most important priority recommendations center around the
immediate need to address critical workforce pipeline shortages
that are actually preventing program growth and expansion.
There is an urgent need to begin building opportunities for local
residents to enter the early childhood, recreation, youth worker,
Transitional Kindergarten and K-12 education workforce pathways
with a realistic and achievable goal of at least 10% of high school
graduates in South San Francisco, pursuing local pathways in
education. Ensuring that “Grow Your Own” is a city priority and
providing workforce support (such as apprenticeships, Middle
College, dual-enrollment, partnerships with college pathway
support) to those that already reside in South San Francisco is a
first step. Providing internships and graduated pathways to local
jobs with private providers, Parks and Recreation and SSFUSD
will result in a workforce that knows the community, reflects the
community and is committed to the community. Taking a holistic
approach to addressing the need for increased salaries and
benefits and improving the viability of the profession will help to
address this workforce gap. These recommendations as well as
labor market detail and the relationship between child care and
economic growth and stability are also highlighted.
Key recommendations for improving the child care landscape
include facilitating the updating of the current Joint-Use
Agreement and Memorandum of Understanding between the
city of South San Francisco and the South San Francisco Unified
School District to ensure shared facilities and joint program
planning between the two providers of public agency child care
services is especially critical due to the 2021–2022 State Budget
which contained significant child care expansion funds including
Universal Transitional Kindergarten for all 4-year-olds and
unprecedented after-school program expansion funds. Accessing
7 SHAPE SSF: CHILD CARE MASTER PLAN
EXECUTIVE SUMMARY
available resources will take a collaborative approach. Joint
planning and engaging in shared solutions are time sensitive
recommendations, as the proposed 2022–2023 State Budget
contains additional allocations to fund the Governor’s Master
Plan for Early Learning and Care: California for All Kids, released in
December 2020. Federal American Families Plan proposals also
still include significant child care expansion funds, although the
final outcomes of this component of the Build Back Better Plan
are still in discussions.
Recommendations are included for specific city departments
including Human Resources, Planning and Zoning, Economic
Development, Parks and Recreation specifically with a range of
recommendations attributed to the city in general.
And finally, the CCMP SSF contains a summary of key legislation
and funding opportunities contained in both the federal and state
budgets as well as local financing, policy and grant opportunities.
Strategies for maximizing and braiding funding, addressing both
the current needs and gaps as well as future projected needs
concurrently and investigating financing and incentives for
encouraging employers and housing developers to meet growing
gaps in services (especially east of the Downtown areas) are
provided.
A vision of what success will look like in 2030 and strategies
for ensuring that the CCMP SSF reflects a living document that
moves the city towards a sustainable roadmap concludes the
plan. A summary of all report recommendations as well as a list
of resources utilized are also available to assist with informing
planning efforts.
As South San Francisco transitions from a residential, industrial
and business center to the regional beacon for innovation and
development, the need to elevate child care and education to
the level of infrastructure (as critical as transportation, open
space, environmental and climate factors, housing, workforce
and economic development), is critical to creating an even more
healthy and vibrant community in 2030. It will be here quickly!
8 SHAPE SSF: CHILD CARE MASTER PLAN
EXECUTIVE SUMMARY
Child CareMaster Plan
A PLAN FOR 2020–2030
OF SOUTH SAN FRANCISCO
PLAN OVERVIEW
•Cross fidelity with the General Plan
•Spans 140 pages
•Offers over 100 recommendations
•Provides 150 resources
•Child Care for Infants to 12 Years Old
3/10/2022 2021 Child Care Master Plan for South San Francisco 2
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Of the respondents:
982 resided in SSF
917 had children that attended or will attend
elementary school in 22–23
638 worked in SSF
135 had special needs
176 were employees of the City of SSF
85%worked full or part time at
24% were attending school
3/10/2022 2021 Child Care Master Plan for South San Francisco 3
Elements of the 2021 SSF Parent/Family Survey
3/10/2022 2021 Child Care Master Plan for South San Francisco 4
How can the City Support Families?
3/10/2022 2021 Child Care Master Plan for South San Francisco 5
Greatest Challenges?
53 respondents
78% of the 56 childcare centers
37% of the 53 licensed family childcare
homes
English and Spanish
3/10/2022 2021 Child Care Master Plan for South San Francisco 6
Elements of the SSF Child Care Provider Survey
3/10/2022 2021 Child Care Master Plan for South San Francisco 7
Challenges operating a childcare business?
3/10/2022 2021 Child Care Master Plan for South San Francisco 8
How can the City support childcare businesses?
Highlight childcare providers in City publications,
media, website and press releases
Develop and support a Child Care Information
website, sharing resources for providers
Work with Economic and Community Development,
4Cs, Renaissance Center and other economic
development initiatives to launch childcare business
support for licensed family childcare providers
3/10/2022 2021 Child Care Master Plan for South San Francisco 9
Sample Recommendations in Response to Findings
Link to entrepreneurship and small business incubator efforts
Develop opportunities for unlicensed caregivers to become licensed and obtain
supports for quality improvement
Encourage and incentivize developer build out of childcare facilities for employees and
residents
Track and prepare for the current Parcel Tax effort (Early Care and Education for All)
•Investigate the New Market Tax Credit Program for community development and
investments in distressed communities.
3/10/2022 2021 Child Care Master Plan for South San Francisco 10
Sample Recommendations in Response to Findings
3/10/2022 2021 Child Care Master Plan for South San Francisco 11
Child Care Spaces in SSF
2017 and 2021
3/10/2022 2021 Child Care Master Plan for South San Francisco 12
3/10/2022 2021 Child Care Master Plan for South San Francisco 13
Map of Child Care Facilities
3/10/2022 2021 Child Care Master Plan for South San Francisco 14
City Waiting List
Support the expansion of school-age childcare
›Ensure that at least 50% of all students in elementary school have access to childcare
Address the current gap for infant care for subsidized or reduced fee care
Address the current gap for preschool care for subsidized or reduced fee care
›Ensure that TK is structured to address this gap
Support the development of cooperative childcare
3/10/2022 2021 Child Care Master Plan for South San Francisco 15
Sample Recommendations in Response to Findings
Address Child Care Shortfall
The Promise of Transitional Kindergarten
Ensure that as TK is expanded for 4-year-olds
After school care is available, appropriate, and meets the needs of working parents
A mixed delivery system offered in partnership with existing providers is prioritized
Track State budget provisions for Universal Preschool and TK expansion for 3-year-olds
Support the renewal of the Child Care MOU and Joint Use Agreement with SSFUSD
Monitor and seek other State and governmental funding for TK
3/10/2022 2021 Child Care Master Plan for South San Francisco 16
Sample Recommendations in Response to Findings
Current needs in Downtown area:
Childcare for infants and toddlers
Subsidized infant, toddler and preschool
offerings for income eligible families
Future needs in the Downtown, East of
101 and Lindenville areas:
Full and reduced fee services employees
and for new residents of Lindenville and
East of 101.
Current needs West of El Camino:
Pursue city-owned locations for
childcare expansion west of El Camino
Real in Westborough, Buri Buri, West
Orange Library site, Winston Manor, etc.
2021 Child Care Master Plan for South San Francisco 17
Sample Recommendations in Response to Findings
Workforce Priority
•665 individuals work in the Child Care sector in SSF
•80% of TK-12 districts report teacher shortages
•Over the next 5 years, there are projected to be over 124,000
teacher openings annually in California
•28,000 in the San Francisco Bay region
•TK will need 11,000 new teachers by 2025 in CA
3/10/2022 2021 Child Care Master Plan for South San Francisco 18
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Seek workforce development programs and partner with colleges to:
›Offer Dual Enrollment programs and promote Middle College opportunities in the
Human Development and Education sector for high school students
›Implement apprenticeship programs for high school students and adults in
partnership with employers, SSFUSD and City
›Develop City childcare sites as intern training sites and offer college cooperative
work experience credit
3/10/2022 2021 Child Care Master Plan for South San Francisco 19
Sample Recommendations in Response to Findings
Support parents who are seeking employment to obtain college courses
and prerequisites needed to fill current teacher vacancies.
Planning for facilities, expansion, utilization of incoming federal, state and
local funds for childcare is solely dependent on the availability of teachers
and caregivers.
3/10/2022 2021 Child Care Master Plan for South San Francisco 20
Sample Recommendations in Response to Findings
Create a Joint Advisory Committee consisting of representation from City Council, P&R
Commission, SSFUSD, City staff, private providers, community resource groups, and
parents to:
›Advise on Plan implementation and review, revise and update recommendations
›Administers parent/guardian survey every 2–3 years
›Administers childcare provider survey annually
›Advise on actions related to childcare and workforce
3/10/2022 2021 Child Care Master Plan for South San Francisco 21
Sample Recommendations for Ensuring a Living Plan