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Home My WebLink About03.02.22@600 SP Joint CC & PlanningWednesday, March 2, 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 Joint Special Meeting City Council and Planning Commission Special Meeting Agenda HYBRID IN-PERSON/VIRTUAL MEETING 1 March 2, 2022Joint Special Meeting City Council and Planning Commission Special Meeting Agenda HYBRID IN-PERSON/VIRTUAL 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, Mayor Nagales, Planning Commissioners De Paz Fernandez, Funes, Tzang, Murphy and Faria, Vice Chair Shihadeh, Chair Evans 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). Under the amended rules, the City will not provide a physical location for members of the public to participate in the teleconference meeting. American Disability Act: The City Clerk will provide materials in appropriate alternative formats to comply with the Americans with Disabilities Act. Please send a written request to City Clerk Rosa Govea Acosta at 400 Grand Avenue, South San Francisco, CA 94080, or email at all-cc@ssf.net. Include your name, address, phone number, a brief description of the requested materials, and preferred alternative format service at least 24-hours before the meeting. Accommodations: Individuals who require special assistance of a disability -related modification or accommodation to participate in the meeting, including Interpretation Services, should contact the Office of the City Clerk by email at all-cc@ssf.net, 24-hours before the meeting. 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 2 March 2, 2022Joint Special Meeting City Council and Planning Commission Special Meeting Agenda ZOOM LINK BELOW - NO REGISTRATION REQUIRED Join Zoom meeting https://ssf-net.zoom.us/j/88554071801 Passcode: 486034 (Enter your email and name) Join by One Tap Mobile : US: +16699006833,,88554071801# or +13462487799,,88554071801# Join by Telephone: Dial (for higher quality, dial a number based on your current location): US: +1 346 248 7799 or +1 669 900 6833 or 833 548 0276 (Toll Free) Webinar ID: 885 5407 1801 How to observe the Meeting (no public comment): 1) Local cable channel: Astound, Channel 26 or Comcast, Channel 27 2) https://www.ssf.net/government/city-council/video-streaming-city-and-council-meetings/city-council How to submit written Public Comment before the City Council Meeting: Members of the public are encouraged to submit public comments in writing in advance of the meeting via the eComment tab by 4:00 p.m. on the meeting date. Use the eComment portal by clicking on the following link : https://ci-ssf-ca.granicusideas.com/meetings or by visiting the City Council meeting's agenda page. eComments are also directly sent to the iLegislate application used by City Council and staff. How to provide Public Comment during the City Council Meeting: 1) By Phone: (669) 900-6833. Webinar ID is 885 5407 1801. Click *9 to raise a hand to speak. Click *6 to unmute when called. By One tap mobile: US: +16699006833,,88554071801# or +13462487799,,88554071801# 2) Online at: https://ssf-net.zoom.us/j/88554071801?pwd=MDAraitOUklSSmpISlc1aXJ1MFF4UT09 a. Enter an email address and name. The name will be visible online and will be used to notify you that it is your turn to speak. b. When the Clerk calls for the item on which you wish to speak, click on "raise hand." Speakers will be notified shortly before they are called to speak. c. When called, please limit your remarks to the time limit allotted. IN-PERSON: Please complete a Digital Speaker Card located at the entrance to the Council Chamber ’s. Be sure to indicate the Agenda Item # you wish to address or the topic of your public comment. When your name is called, please come to the podium, state your name and address (optional) for the Minutes. COMMENTS ARE LIMITED TO THREE (3) MINUTES PER SPEAKER. Thank you for your cooperation. Page 3 City of South San Francisco Printed on 3/16/2022 3 March 2, 2022Joint Special Meeting City Council and Planning Commission Special Meeting Agenda Call to Order. Roll Call. Agenda Review. PUBLIC COMMENTS - Comments are limited to items on the Special Meeting ADMINISTRATIVE BUSINESS Report regarding the release of the Draft General Plan and Draft Climate Action Plan. (Lisa Costa Sanders, Project Administrator and Billy Gross, Principal Planner) 1. Adjournment. Page 4 City of South San Francisco Printed on 3/16/2022 4 City of South San Francisco Legislation Text P.O. Box 711 (City Hall, 400 Grand Avenue) South San Francisco, CA File #:22-90 Agenda Date:3/2/2022 Version:1 Item #:1. Report regarding the release of the Draft General Plan and Draft Climate Action Plan.(Lisa Costa Sanders, Project Administrator and Billy Gross, Principal Planner) RECOMMENDATION Staff recommends that City Council and Planning Commission receive a presentation on the release of the Draft General Plan and Draft Climate Action Plan. INTRODUCTION The Draft General Plan and Draft Climate Action Plan are now available for public review and comment.This City Council and Planning Commission joint study session is intended to kick-off the community outreach process and provide an overview of the format and contents of the General Plan. BACKGROUND/DISCUSSION A General Plan is the local government’s long-term blueprint for the community’s vision of future growth.Each city is required by California law to have a General Plan to guide its future land use decisions.South San Francisco’s last comprehensive General Plan update occurred in 1999. The City Council initiated South San Francisco’s General Plan update process in early 2019 by forming a General Plan Community Advisory Committee (GPCAC)and selecting the Raimi +Associates consultant team to guide the effort.The update process includes a comprehensive update of the General Plan,Climate Action Plan,Zoning Code and preparation of an overarching Environmental Impact Report (EIR).The process to date has included substantial community engagement and meetings with the public,GPCAC,Planning Commission, and City Council. Highlights of this process include: ·Nine neighborhood meetings and four pop-up meetings during August/September 2019 to inform and engage the community in the General Plan update process and understand key issues. ·Two community workshops and four pop-up meetings during December 2019/January 2020 to discuss the vision, core values, and guiding principles for the General Plan. ·GPCAC hosted four community educational forums that discussed emerging trends in mobility,housing affordability, sea level rise and adaptation, and local economic trends. ·Online visioning survey launched in June 2020. ·Eight workshops from July to October 2020 to discuss land use alternatives and the preferred land use plan. Online surveys for alternatives and the preferred alternative. ·City Council identified the Preferred Land Use Alternative in November 2020,which became the basis City of South San Francisco Printed on 2/25/2022Page 1 of 3 powered by Legistar™5 File #:22-90 Agenda Date:3/2/2022 Version:1 Item #:1. for the technical analysis and preparation of the draft General Plan and environmental documentation. ·Ten community workshops from March to May 2021 to discuss policy frameworks for each of the General Plan elements. Online surveys for each policy framework. ·Study sessions with the Planning Commission and GPCAC in August 2021 to discuss the Zoning Code update and in September 2021 to discuss the Climate Action Plan update. ·Twenty additional GPCAC meetings held throughout the process to discuss community engagement, existing conditions,vision and guiding principles,land use and mobility alternatives,and policy development. Attachment 1 includes a summary of the over 70 meetings conducted to-date. Building off these efforts,the General Plan team has prepared “Shape SSF 2040”,which presents the community’s vision for South San Francisco for the next two decades.The General Plan provides a roadmap for the City to implement policies and actions that create a resilient community,improve the quality of life of its residents,and expand economic development opportunities.The development of the General Plan was guided by an overarching vision,a set of community values,and guiding principles that were shaped through the community input process highlighted above. Following an overview of the Draft General Plan at this meeting,staff and the consultant team will continue to review the key elements of the General Plan with the City Council,Planning Commission,GPCAC and community with the following planned meetings: ·March 2 City Council/Planning Commission Kick-off Study Session ·March 8 GPCAC/Community Open House ·March 22 Community Open House (in person at Fernekes Building) ·April 6 City Council/Planning Commission Study Session on Climate Action Plan ·April 12 GPCAC meeting on Climate Action Plan ·April 20 City Council/Planning Commission Study Session on land use and mobility ·May/June Additional public outreach meetings and Zoning Code Update study sessions (to be scheduled) The Draft Zoning Code Update and Draft EIR will be released for public review and comment in April/May 2022. It is anticipated that the General Plan adoption hearings will occur in August/September 2022. FISCAL IMPACT There is no fiscal impact at this time. RELATIONSHIP TO STRATEGIC PLAN The General Plan includes goals,policies and actions that are related to each of the Strategic goals of Workforce Development,Quality of Life,Public Safety,Financial Stability,Economic Vitality and Community City of South San Francisco Printed on 2/25/2022Page 2 of 3 powered by Legistar™6 File #:22-90 Agenda Date:3/2/2022 Version:1 Item #:1. Connections. CONCLUSION It is recommended that the City Council and Planning Commission receive a presentation on the release of the Draft General Plan and Draft Climate Action Plan, and provide any preliminary feedback. Attachments 1.General Plan Meeting History 2.Draft General Plan 3.Draft Climate Action Plan City of South San Francisco Printed on 2/25/2022Page 3 of 3 powered by Legistar™7 General Plan Update Meetings Date Meeting Topic 1 January 30, 2019 CAC Introduction meeting 2 April 29, 2019 City Council & Planning Commission Kick-off meeting 3 May 14, 2019 CAC Overview of GP, discuss opportunities and challenges 4 June 11, 2019 CAC Overview of existing plan, community engagement plan 5 July 9, 2019 CAC Demographic & socio-economic trend 6 August 26,2019 Westborough sub-area meeting Input on priorities for future 7 August 27, 2019 Mayor Town Hall pop up Table w/ GP process and community input 8 August 29, 2019 Avalon + Brentwood sub area meeting Input on priorities for future 9 September 3, 2019 Winston Serra sub area meeting Input on priorities for future 10 September 4, 2019 East of 101 Sub area meeting Input on priorities for future 11 September 4, 2019 Downtown sub-area meeting Input on priorities for future 12 September 9, 2019 Orange Park + El Camino sub area Input on priorities for future 13 September 10, 2019 CAC Overview of existing conditions, report on sub-area meetings 14 September 12, 2019 Sunshine Gardens sub area meeting Input on priorities for future 15 September 18, 2019 Lindenville sub area meeting Input on priorities for future 16 September 18, 2019 Terrabay, Paradise Valley & Sign Hill sub area meeting Input on priorities for future 17 September 28, 2019 Concert in the park pop-up Input on priorities for future 18 October 10, 2019 Padres en Accion meeting (Spanish) Input on priorities for future 19 October 30, 2019 CAC Forum Emerging trends in Mobility 20 November 12, 2019 CAC Forum Existing conditions, feedback from community meetings, discuss vision and guiding principles 21 December 4, 2019 Community Visioning Workshop Community issues, vision and guiding principles 22 December 18, 2019 Community Visioning Workshop (Spanish) Community issues, vision and guiding principles 23 January 14, 2020 CAC Forum Housing Affordability and Displacement 24 January 18, 2020 City Council retreat Visioning overview 25 January 25, 2020 Pop-up (Library - Asian Art Museum) Feedback on visioning themes and guiding principles 26 February 8, 2022 Youth Advisory Council pop-up Feedback from youth in process 27 January/February 2020 Online survey Online survey on visioning themes and guiding principles 28 March 5, 2020 Developer Forum Feedback on visioning themes and guiding principles 29 May 12, 2020 CAC Forum Regional and Local Economic Trends 30 June/July 2020 Online Visioning Survey Input on vision, community values and guiding principles 31 June 23, 2020 CAC Review vision, core values, guiding principles and social equity 32 July 14, 2020 Community Workshop Land Use Alternatives 33 July 16, 2020 Planning Commission Study Session Land Use Alternatives 8 34 July 20, 2020 East 101 Workshop Land Use Alternatives 35 July 20, 2020 Downtown Workshop Land Use Alternatives 36 July/August Online Survey Land Use Alternatives 37 July 23, 2020 CAC Land Use and Mobility 38 July 28, 2020 Lindenville Workshop Land Use Alternatives 39 July 28, 2020 El Camino Real Corridor Land Use Alternatives 40 August 2020 Ask a Planner sessions (4) Listening sessions 41 August 11, 2020 CAC Land Use Alternatives 42 August 15, 2020 Youth Advisory Council Land Use Alternatives 43 August 17, 2020 Downtown Workshop (Spanish) Land Use Alternatives 44 August 19, 2020 City Council/Planning Commission study session Land Use Alternatives, vision & guiding principles 45 October 13, 2020 CAC Preferred land use alternative 46 October/November 2020 Ask a Planner sessions (4) Listening session 47 October 20, 2020 Community Workshop Preferred land use alternative 48 October 22, 2020 Planning Commission Preferred land use alternative 49 November 10, 2020 CAC Transportation 50 November 18, 2020 City Council Preferred Land Use Alternative 51 December 8, 2020 CAC Economic Development Framework 52 January 12, 2021 CAC Forum Sea Level Rise and Flooding 53 February 9, 2021 CAC Sustainability 54 February 17, 2021 EIR Scoping Meeting Public comments on scope of EIR 55 February 24, 2021 City council Housing density options 56 March 9, 2021 CAC Safety and Climate Hazards 57 March 15, 2021 Community Workshop Sustainability Policy Framework 58 March 16, 2021 Community Workshop Climate Policy Framework 59 March 17, 2021 Community Workshop Health Policy Framework 60 March 18, 2021 Community Workshop Mobility Policy Framework 61 March 23, 2021 Community Workshop Land Use Policy Framework 62 March 24, 2021 Community Workshop East of 101 Policy Framework 63 March 25, 2021 Community Workshop Lindenville Policy Framework 64 March 25, 2021 Community Workshop Parks/Conservation Policy Framework 65 March 26, 2021 Community Workshop Housing Policy Framework 66 March 31, 2021 Community Workshop Downtown Policy Framework 67 April 13, 2021 CAC Health + Environmental Justice and Equity 68 May 11, 2021 CAC Parks and Recreation Policy Framework 69 August 5, 2021 Planning Commission Zoning Code update 70 August 10, 2021 CAC Zoning Code update 71 September 14, 2021 CAC Climate Action Plan 72 September 16, 2021 Planning Commission Climate Action Plan 73 October 12, 2021 CAC Racial and Social Equity 74 January 31, 2022 Public Scoping Meeting – EIR Public comments on scope of EIR Upcoming Meetings Date Meeting Topic 75 March 2, 2022 City Council & Planning Commission Draft General Plan kick-off/overview 76 March 8, 2020 CAC & Community Open House Draft General Plan kick-off/overview 77 March 22, 2020 Community Open House Draft General Plan and Climate Action Plan 9 78 April 6, 2022 City Council & Planning Commission Climate Action Plan 79 April 12, 2022 CAC Climate Action Plan 80 April 20, 2022 City Council & Planning Commission Land Use and Mobility 81 April/May 2022 Publish Draft EIR and Zoning Code Update Open for public comments 82 May 10, 2022 CAC Zoning Code 83 May 2022 Community Outreach Comments on General Plan, Climate Action Plan and Zoning Code 84 May 2022 City Council & Planning Commission Zoning Code 85 June 14, 2022 CAC 86 June 2022 Community Outreach Comments on General Plan, Climate Action Plan and Zoning Code 87 July 2022 Planning Commission Recommendation on EIR, General Plan, Climate Action Plan and Zoning Code 88 August/September 2022 City Council Certify EIR and Adopt General Plan, Climate Action Plan and Zoning Code 10 SHAPE SSF 2040 GENERAL PLAN Released February 2022 City of South San Francisco 11 INTRODUCTION 3 *Former member CITY COUNCIL Mark Nagales, Mayor Buenaflor Nicolas, Vice Mayor Mark Addiego James Coleman Eddie Flores *Karyl Matsumoto *Richard Garbarino PLANNING COMMISSION Bassam “Sam” Shihadeh, Chair Alex Tzang, Vice-Chair Luis De Paz Fernandez Michele Evans Norm Faria Sarah Funes JulieAnn Murphy *Alan Wong *Robert Bernardo COMMUNITY ADVISORY COMMITTEE Rehman Baig Roderick Bovee Kristy Camacho Robert Cavalieri Brandon Chan Steve Firpo Nicholas Maiden Sophie Martin Courtney McCrane John Skerry Steven Yee William Zemke *Patricia Murray STAFF TEAM Mike Futrell, City Manager Sharon Ranals, Assistant City Manager Christina Fernandez, Chief Sustainability Officer Nell Selander, ECD Director Tony Rozzi, Chief Planner Billy Gross, Principal Planner Lisa Costa-Sanders, Project Administrator Jess Magallanes, Fire Chief Valerie Sommer, Library Director Greg Mediati, Parks & Recreation Director Scott Campbell, Police Chief Eunejune Kim, Public Works Director CONSULTANT TEAM Raimi + Associates Fehr & Peers FirstCarbon Solutions Strategic Economics Plan to Place Lisa Wise Consulting January Advisors GENERAL PLAN ACKNOWLEDGMENTS CITY OF SOUTH SAN FRANCISCO2040 General Plan PUBLIC DRAFT Released February 2022 12 SHAPE SSF: 2040 GENERAL PLAN INTRODUCTION 4 5 TABLE OF CONTENTS PART I: OUR PLAN Chapter 1: Our Vision for the Future 6 Chapter 2: Our Story 12 Chapter 3: Our Conversation 28 Chapter 4: Our Plan 34 PART III: OUR PEOPLE Chapter 11: Equitable Community Services 236 Chapter 12: Community Resilience 254 Chapter 13: Community Health and Environmental Justice 278 PART IV: OUR ENVIRONMENT Chapter 14: Climate Protection 312 Chapter 15: Environmental and Cultural Stewardship 334 Chapter 16: Noise 362 PART V: OUR PLAN TO GET THERE 378 APPENDICES Glossary 426 PART II: OUR PLACE Chapter 5: Land Use and Community Design 44 Chapter 6: Sub-Areas 84 Chapter 7: Housing 136 Chapter 8: A Prosperous Economy For All 138 Chapter 9: Mobility and Access 170 Chapter 10: Abundant and Accessible Parks and Recreation 204 City Hall Grand Ave. in Downtown People Participating in Holiday Programming Bay Trail 13 SHAPE SSF: 2040 GENERAL PLAN OUR VISION FOR THE FUTURE 1 6 7 CHAPTER 1Our Vision for the Future 1 PART I: OUR PLANInnovation Sustainability 7 14 OUR VISION FOR THE FUTURE Shape SSF 2040 presents our community’s vision for South San Francisco for the next two decades. The General Plan provides a roadmap for the City to implement policies and actions that create a resilient community, improve the quality of life of its residents, and expand economic development opportunities. The development of this plan has been guided by an overarching vision, a set of community values, and guiding principles that were shaped through community input. Vision South San Francisco is a place where everyone can thrive. Its high quality of life, diverse and inclusive community, livable neighborhoods and excellent services, culture of innovation, and environmental leadership ensure all people have the opportunity to reach their full potential. Diversity + Inclusion We celebrate our diversity. We proactively promote diversity and inclusion for all races, ethnicities, genders, sexual orientations, abilities, ages, religions, and cultural and socioeconomic backgrounds. We strive to ensure equitable access to services and resources for all, build collaborative partnerships, and promote civic engagement. Values Throughout the General Plan process, community members identified many shared values and beliefs. These cross-cutting community values include: diversity and inclusion, livability, sustainability, and innovation. While each guiding principle, goal, policy, and action outlines what the city wants to achieve and plans to do, these values describe how future actions should be implemented. Sustainability We strive to build and maintain a healthy and safe city. Our actions reduce climate pollution, adapt to climate disruptions, preserve natural resources, foster a prosperous and just economy, and meet the needs of current and future generations to ensure all people have the opportunity to reach their full potential. Livability We cherish our high quality of life. Residents of all ages, income levels, and abilities are able to comfortably live in a variety of housing options and can easily access quality parks, recreational facilities, libraries, and community services. We can travel via safe and reliable transportation options, including walking, biking, and public transit. Innovation We encourage innovation, creative thinking, and state-of-the art solutions. We pilot new tools and technologies and forge public-private partnerships that improve the well-being of residents and the efficiency of City operations and businesses. SHAPE SSF: 2040 GENERAL PLAN OUR VISION FOR THE FUTURE 1 8 9East of 101Pride month at City HallCity Hall Orange Memorial Park15 SHAPE SSF: 2040 GENERAL PLAN OUR VISION FOR THE FUTURE 1 10 11 Affordable, Safe, Attractive, Amenity-Rich Neighborhoods The City of South San Francisco ensures a high quality of life for all residents by providing a diverse supply of housing affordable to all income levels. The City promotes housing options for households with distinct needs, including multigenerational families, empty nesters, and younger and older adults. The City of South San Francisco encourages new housing production while also preserving affordable housing and protecting vulnerable residents from housing instability and displacement. The City guides new housing into complete neighborhoods with access to retail and services, parks and open space, community services, and transit. In promoting the production of new housing, the city will make progress to achieving a better balance of jobs and housing. The City of South Francisco enhances the safety and aesthetics of its neighborhoods. High-Quality and Accessible Services, Facilities, and Amenities for Residents at All stages of their lives • The City of South San Francisco provides high quality and accessible services, facilities, and amenities for residents at all stages of their lives. As a “smart city”, South San Francisco leverages high-speed internet technology and connectivity to improve engagement, transportation, utilities, education, public health and safety, environmental quality, energy, and the quality and efficiency of City operations. The City ensures digital equality by promoting internet connectivity in all neighborhoods to bridge access to reliable and affordable information. • The City increases access to and quality of parks and open spaces and invests in the expansion and modernization of its parks and open space system. The City supports the creation of pedestrian and bicycle linkages to Sign Hill, the San Francisco Bay Trail, schools, and community parks. The City supports South San Francisco Unified School District in its mission to graduate responsible, productive, and environmentally aware citizens by providing expanded educational and recreational opportunities and programs for all ages, including childcare, preschool, after- school activities, special needs programs, aquatics, senior services, art, theater, music, libraries, and STEM and STEAM learning opportunities. • The City supports well trained, community-centered Fire, Police, and Emergency Response that provides compassionate service, follow practices and standards for safe interactions, continually improve department practices and community relations, and respond to incidents in a timely manner. GUIDING PRINCIPLES A Safe, Convenient, and Accessible Transportation Network Well-connected to the region The City of South San Francisco prioritizes a safe, convenient, and accessible transportation network that is well-connected to the region. South San Francisco has “complete streets” that provide pedestrian and bicycle facilities that invite people of all ages and abilities. Anyone can access public transportation to get anywhere in the city or around the Bay Area. The City embraces and prepares for emerging transportation innovations and micro-mobility, such as scooters, bike share, and electric buses and vehicles. A Prosperous Downtown and Local Economy • The City of South San Francisco nurtures a thriving and diverse local economy, capitalizing on the city’s strategic location near Silicon Valley, San Francisco, San Francisco International Airport, and along critical transportation corridors. The City supports local businesses, including retail, grocery, dining, entertainment, and arts and cultural uses, while simultaneously strengthening its role as the worldwide hub of the biotech and life sciences industries and attracting more jobs in the technology sector, professional office sector, and other sectors with long-term growth potential and the ability to diversify the city’s supply of high-wage jobs. The City embraces its legacy as “The Industrial City” and supports a diversity of light industrial, manufacturing, and maker businesses to maintain a core of middle-wage jobs in the city. • The City of South San Francisco’s Downtown celebrates the city’s history and cultural diversity through community events, arts, and programming. Downtown is a destination for all, with a diversity of retail, public open spaces, services, institutions, religious facilities, entertainment, housing, and a public library. The City invests in streetscapes, sidewalks, landscaping, façade improvements and maintenance to improve safety and walkability in Downtown and create visual interest. The City provides resources to preserve and nurture local businesses that make Downtown special. The City prioritizes improvements that make Downtown accessible via public transit, including Caltrain. • The City partners with business, education, and service organizations to help build career pipelines to match residents to local jobs in the life sciences, industrial, and civil sectors through education and training, creating opportunities for social mobility, ever adapting to a changing world. The City believes its long-term economic vitality depends on having high quality, well-resourced public education and workforce training, and the City will continue to foster educational partnerships with the local school district, community college district, and other organizations. The City supports Universal Pre-K and childcare, striving to ensure every child has an opportunity to attend pre-kindergarten. A Resilient Community • A resilient community is a commitment to a thriving future for all South San Francisco city residents. The ability to survive, adapt, and grow regardless of future shocks and stresses requires an investment in policies and actions that protect our most vulnerable. Housing, transportation, employment areas, and community-serving facilities and infrastructure are all at risk from earthquakes, warmer temperatures, rising sea levels, and more extreme weather days. The City prioritizes resources for its most vulnerable communities and increases the capacity for the most disadvantaged residents and workers to withstand hazards and adapt to climate disruption. • At the same time, South San Francisco takes a leadership role in the region in creating a cleaner, healthier, and more economically viable future through conscious investments and regulatory measures. The City adopts innovative practices and partnerships aimed at climate pollution reduction, efficient energy and water use, and clean air. These sustainability and climate actions aim to fight climate change and increase community resilience.Sign Hill16 13SHAPE SSF: 2040 GENERAL PLAN 2 12 13 OUR STORY CHAPTER 2Our Story 2 PART I: OUR PLANLocal Context Community Story 17 SHAPE SSF: 2040 GENERAL PLAN OUR STORY 2 14 15 REGIONAL AND LOCAL SETTING ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ®q ®q !!!!! !!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! ! !!!!!!!San Francisco Bay Ferry Terminal San Bruno Creek C o l m a C r e e k SOUTH SAN FRANCISCO UV24 UV185 UV84 UV61 UV92 UV238 UV35 UV13 UV1 UV82 £¤101 £¤1 §¨¦880 §¨¦280 §¨¦580 §¨¦980 §¨¦380 §¨¦80 §¨¦680 Metropolitan Oakland Intl San Francisco Intl Palo Alto San Bruno Menlo Park San Mateo Hayward Belmont Burlingame Daly City San Carlos Atherton Brisbane Colma East Palo Alto Foster City Half Moon Bay Hillsborough Millbrae Pacifica San Francisco Piedmont Redwood City Oakland Orinda Alameda Berkeley Dublin Emeryville Newark San Leandro Union City Fremont Moraga Danville San Ramon AshlandBroadmoor Alamo Castro Valley Cherryland El Granada Emerald Lake Hills Fairview Diablo Highlands-Baywood Park Montara Moss Beach Norris Canyon North Fair Oaks San Lorenzo °0 2.5 51.25 Miles !!!!!City of South San Francisco Parks and Open Spaces Waterbody ®q Major Airport Caltrain Routes BART Routes Amtrak Routes Major Highway Sources: City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021). The regional setting and history of South San Francisco help tell the story of the community today and set the stage for the future of the city. Regional Location The City of South San Francisco is located on the San Francisco Peninsula in San Mateo County, about 2.5 miles south of San Francisco, and encompasses approximately 5,000 acres. It is in a basin bounded by San Bruno Mountain to the north, the Coast Range to the west, and the San Francisco Bay to the east. The City is bordered by the cities of Brisbane to the north, Daly City, Pacifica, and Colma to the west, and San Bruno to the south, as shown in Figure 1. City Hall 1907 Historical Map of the CityVista East of 101 Figure 1: Regional Location City of South San Francisco Parks and Open Spaces BART Routes Caltrain Routes Major Airport Highway Amtrak Routes Waterbody ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ®q ®q !!!!! !!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! ! !!!!!!!San Francisco Bay FerryTerminal San Bruno Creek C o l m a C r e e k SOUTH SAN FRANCISCO UV24 UV185 UV84 UV61 UV92 UV238 UV35 UV13 UV1 UV82 £¤101 £¤1 §¨¦880 §¨¦280 §¨¦580 §¨¦980 §¨¦380 §¨¦80 §¨¦680 Metropolitan Oakland Intl San Francisco Intl Palo Alto San Bruno Menlo Park San Mateo Hayward Belmont Burlingame Daly City San Carlos Atherton Brisbane Colma East Palo Alto Foster City Half Moon Bay Hillsborough Millbrae Pacifica San Francisco Piedmont Redwood City Oakland Orinda Alameda Berkeley Dublin Emeryville Newark San Leandro Union City Fremont Moraga Danville San Ramon AshlandBroadmoor Alamo Castro Valley Cherryland El Granada Emerald Lake Hills Fairview Diablo Highlands-Baywood Park Montara Moss Beach Norris Canyon North Fair Oaks San Lorenzo °0 2.5 51.25 Miles !!!!!City of South San Francisco Parks and Open Spaces Waterbody ®q Major Airport Caltrain Routes BART Routes Amtrak Routes Major Highway Sources: City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021). Sources: City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021) 18 SHAPE SSF: 2040 GENERAL PLAN 2 16 17 OUR STORY Local Context The map shows important features in South San Francisco placed into the three categories below, each denoted with an icon. 7 9 6 4 2 8 3 5 10 11 1 3 5 9 11 10 7 2 4 6 8 Downtown Downtown is the heart of the community, retaining small, culturally diverse businesses, public open spaces, institutions, religious facilities, entertainment, housing, and a public library. East of 101 South San Francisco—the Birthplace of Biotechnology—is a hub of biotech industry with over 200 biotech companies east of 101. Avalon-Brentwood Sunshine Gardens Winston Serra Westborough Paradise Valley/Terrabay El Camino Real South San Francisco enjoys convenient access to cities throughout the San Francisco Bay Area via Bay Area Rapid Transit (BART). The South San Francisco BART station is located within the northern part of the City, while the San Bruno station is located just south of the City. Lindenville Orange Park Orange Memorial Park is South San Francisco’s first and largest developed park. Sign Hill Serving as a monument to South San Francisco’s industrial history, Sign Hill provides over 65 acres of open space in the city. Sign Hill is on the National Register of Historic Places. Natural Resources and Open Space Residential Neighborhoods Transit Colma Creek flows in a west- east direction through the city from its origin on San Bruno Mountain to its terminus in the San Francisco Bay. The Bay Trail is a planned 500-mile walking and cycling path around the San Francisco Bay, connecting parks, open spaces, schools, transit and to each other. The section of the Trail is adjacent to both industrial and biotech districts, has views of the Bay and San Francisco International Airport, and connects Brisbane Lagoon to the San Bruno Canal. South San Francisco’s recently updated Caltrain station provides daily connections south to San Jose and north to San Francisco, and is directly accessible to Downtown and to the East of 101 areas. 1 Figure 2: Local Context Sources: City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021).19 1 2 11 4 5 10 6 7 9 8 3 SHAPE SSF: 2040 GENERAL PLAN OUR STORY 2 18 19 Sphere of Influence and Sub-Areas While the citywide policies in the General Plan are expected to be applied throughout all of South San Francisco, many local interventions and actions are needed on a smaller scale to address issues and concerns unique to certain neighborhoods. The General Plan augments citywide goals and policies and provides policies and implementation actions specific to South San Francisco’s unique sub-areas. The sub-areas are referenced throughout the General Plan, and the Sub-Areas Element establishes a detailed range of policies related to housing, employment, public realm, connectivity, and more. Sphere of Influence In addition to the sub-areas, South San Francisco has two unincorporated areas within its Sphere of Influence (SOI). One area contains Ponderosa Elementary School and the privately- owned California Golf Club of San Francisco. The other area is within the Avalon-Brentwood planning sub-area and is primarily made up of single-family housing. Both areas are a part of unincorporated San Mateo County. The sub-areas include: Figure 3: Sphere of Influence and Sub-Areas East of 101 (3) Avalon-Brentwood (5) Downtown (1) Lindenville (4) Sunshine Gardens (9) Orange Park (6) Westborough (10) Paradise Valley/Terrabay (7) Winston Serra (11) Sign Hill (8) El Camino Real (2) City Parks, Open Space, and Joint Facilities 20 1800’s 1890 1976 Present 1907 1950 1960 1908 1923 The land now known as South San Francisco was inhabited by the Ramaytush Ohlone people, specifically the Urebure Tribe who lived at the base of the San Bruno Mountain until the late eighteenth century, when Spanish settlers moved into their land.1 2 During the 1800s, the area was owned by the Mexican government, then divided into ranches mostly used for cattle grazing, dairy operations, stockyards, and packing plants.3 In 1890, the South San Francisco Land and Improvement Company acquired land in the area to develop a town next to the packing plants. With the completion of the Southern Pacific Railroad between San Francisco and San Jose in 1907, South San Francisco’s convenient transportation access made it a prime location for industrial uses, including steel manufacturing. The City of South San Francisco incorporated in 1908, with industrial uses located to the east of the Southern Pacific Railroad and residences to the west in a grid pattern in the Downtown area. Population boomed during the first and second World Wars, leading to the federal government to build housing for military personnel at Lindenville and other sites in the city. In the 1950s, the city converted marshland in the East of 101 subarea into industrial land, reshaping the shoreline and providing opportunity for more industrial and oice growth. A defining moment in the city’s history occurred in 1976, when Robert Swanson and Dr. Herbert Boyer founded Genentech, a company founded with the mission of using recombinant DNA technology to create medicine. This earned the City of South San Francisco a new nickname, “birthplace of biotechnology,” and attracted other biotechnology and pharmaceutical companies to the area. Today, South San Francisco continues to be a place where people, employers, and more can find opportunities to thrive. As evidenced by South San Francisco’s transition from a ranch to the “Industrial City” to the “Birthplace of Biotechnology,” the city’s identity has evolved significantly over time and will continue to do so in perpetuity. During the first half of the twentieth century, steel manufacturers, shipbuilders, lumber companies, and other industries began to call South San Francisco home. The Chamber of Commerce promoted local business by declaring South San Francisco “The Industrial City” and building a large cement sign with this nickname on Sign Hill in 1923.4 These developments were demolished in the 1950s and eventually replaced with single family housing and industrial buildings. Residential and industrial uses expanded in the 1950s, 1960s, and beyond. Historical Context SHAPE SSF: 2040 GENERAL PLAN OUR STORY 2 20 21 1. History of South San Francisco. (2019). City of South San Francisco. Retrieved From: http://www.ssf.net/home/showdocument?id=128 2. “The Ramaytush Ohlone.” (2021). The Association of Ramaytush Ohlone. Retrieved From: https://www.ramaytush.org/ramaytush-ohlone.html 3. City of South San Francisco General Plan. (1999). City of South San Francisco. Retrieved From: http://www.ssf.net/home/showdocument?id=478 4. History. (2019). City of South San Francisco. Retrieved From: http://www.ssf.net/our-City/about-south-san-francisco/history 21 SHAPE SSF: 2040 GENERAL PLAN OUR STORY 2 22 23 COMMUNITY PROFILE AND TRENDS Demographic Trends More than half of all South San Franciscans speak a language other than English at home. Nearly a quarter of the population speaks English less than very well. 0 10,000 191019201930194019501960197019801990200020102017 20,000 30,000 40,000 50,000 60,000 70,000 80,000people live inSSF as of 2017 stable youth population: growing older population: 67,120 +1% +69% Population and Households Race/Ethnicity over Time Educational Attainment Over TimeMedian Household Income in Relation to Housing 2,000 19,300 46,600 63,60067,120 English Only 42% Spanish 26% Tagalog 13% Mandarin or Cantonese 10% Other Indo-European Languages 4% Other Languages 3% Other Asian and Pacific Island Languages 2% LanguagesSpokenAt Home ##% ##% $##,### $##,### Did not complete High School 2017 1980 ##% ##% Some College 2017 1980 ##% ##% Master’s Degree 2017 1980 ##% ##% High School or Equivalent 2017 1980 2019 Income Housing 2020 Income Housing 2021 Income Housing ##% ##% Bachelor’s Degree $##,### $##,### $##,### $##,### 2017 1980 Hispanic/Latino (27%) White (45%) Asian or Pacific Islander (23%) Other (1%) Black or African American (4%) 1990 Hispanic/Latino (34%) White (22%) Asian or Pacific Islander (38%) Other (4%) Black or African American (2%) 2010 Hispanic/Latino (33%) White (18%) Asian or Pacific Islander (42%) Other (5%) Black or African American (2%) 2020 South San Francisco has undergone much change since the end of the 20th century. As South San Francisco has continued to grow, the demographic characteristics of the city’s residents have continued to evolve. The continued growth of jobs has boosted South San Francisco’s economy but has contributed to the city’s jobs-housing imbalance. This has led to housing affordability and displacement issues, in addition to more commuter traffic congestion. The risks associated with climate change hazards have also increased, with sea level rise posing the greatest risk to South San Francisco. These opportunities and trends helped to shape the General Plan. Race/Ethnicity Over Time Languages Spoken at Home As the city has continued to grow, the racial composition has evolved since 1990, with a majority Asian Pacific Islander and Latino population in 2020. The majority of Asian Pacific Islanders reside in the Westborough sub-area, while the majority of Latinos reside in the Downtown sub-area. English Only 42% Spanish 26% Tagalog 13% Mandarin or Cantonese 10% Other Indo-European Languages 4% Other Languages 3% Other Asian and Pacific Island Languages 2% 42% 26% 13% 10% 4% 3%2% Since 1990, more people (families, multi- generational families, and non-families) are living together in a single household. Community Health Place, income, living conditions, race, and education are all significant contributing factors to the health and livelihood of a community and its individuals. In the county, White and Asian residents are likely to live 10 years longer than Black or Pacific Islanders. 0 10,000 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000 2010 2017 20,000 30,000 40,000 50,000 60,000 70,000 80,000people live inSSF as of 2017 stable youth population: growing older population: 67,120 +1% +69% Population and Households Race/Ethnicity over Time Educational Attainment Over Time Median Household Income in Relation to Housing 2,000 19,300 46,600 63,60067,120 English Only 42% Spanish 26% Tagalog 13% Mandarin or Cantonese 10% Other Indo-European Languages 4% Other Languages 3% Other Asian and Pacific Island Languages 2% LanguagesSpokenAt Home ##% ##% $##,### $##,### Did not complete High School 2017 1980 ##% ##% Some College 2017 1980 ##% ##% Master’s Degree 2017 1980 ##% ##% High School or Equivalent 2017 1980 2019 Income Housing 2020 Income Housing 2021 Income Housing ##% ##% Bachelor’s Degree $##,### $##,### $##,### $##,### 2017 1980 Hispanic/Latino (27%) White (45%) Asian or Pacific Islander (23%) Other (1%) Black or African American (4%) 1990 Hispanic/Latino (34%) White (22%) Asian or Pacific Islander (38%) Other (4%) Black or African American (2%) 2010 Hispanic/Latino (33%) White (18%) Asian or Pacific Islander (42%) Other (5%) Black or African American (2%) 2020 Population Growth Since 1990, the city has seen a significant increase in older adult population (age 60+) and stable/decreasing youth population (age 18 and under). Most children live near downtown, and most older adults live in the western side of the city. Education Attainment Rates of educational attainment have greatly increased since 1990, but Pacific Islanders and Latinos have the lowest high school graduation rates (under 75%). 0 10,000 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000 2010 2020 20,000 30,000 40,000 50,000 60,000 70,000 80,000 2,000 19,300 46,600 63,600 66,100 South San FranciscoPopulation Growth1910–2020 increase inhousehold size+11% latino & paciﬁc islanderhigh school graduation rate 75% Sources: U.S. Census Bureau, 2015-2019 American Community Survey 5-Year Estimates, Table B03002 Source: U.S. Census Bureau, 2015-2019 American Community Survey 5-Year Estimates, Table C16001 Sources: U.S. Census Bureau, 2015-2019 American Community Survey 5-Year Estimates, Table DP05; U.S. Census Bureau, 2020 Census Redistricting Data; U.S. Census Bureau, 2010 Census Redistricting Data Source: American Community Survey 5-year estimates Source: U.S. Census Bureau, 2015-2019 American Community Survey 5-Year Estimates, Table S1501 22 SHAPE SSF: 2040 GENERAL PLAN OUR STORY 2 24 25 Economic Trends South San Francisco continues to be a jobs-rich community that attracts workers from across the region to its unique mix of businesses. Between 2009 and 2018, employment growth in South San Francisco was primarily driven by jobs in biotechnology and logistics (warehousing and distribution) businesses. Jobs at businesses engaged in non-biotechnology manufacturing declined during this period. South San Francisco—the Birthplace of Biotechnology—is booming. The economy is anchored by a thriving biotech community, which continues to grow. South San Francisco is home to the largest biotech cluster in the world, with over 200 biotech companies. South San Francisco’s inventory of light industrial space is declining as the expansion of office/R&D space for biotechnology businesses drives reuse or redevelopment of existing industrial buildings. biotech companies largest cluster in the entire world! 200+ Genentech Lithotype SPI Group Housing Trends Per the Regional Housing Need Allocations (RHNA), the City of South San Francisco must permit about 4,000 housing units between 2023 and 2031 at varying levels of affordability to meet this requirement and local housing needs. Housing in Downtown Housing in Downtown South San Francisco has historically provided relatively affordable housing and a diverse mix of housing for its residents. Although housing costs in South San Francisco are lower than San Mateo County overall, apartment rents and home sales prices are rapidly growing in the city and county. Housing affordability challenges in South San Francisco were worsened by relatively slow growth of median household incomes in both the city and San Mateo County (from 2010-2017). Over the past decade, San Mateo County’s jobs-housing imbalance has substantially worsened. Between 2010 and 2015, the county added an estimated 72,000 jobs and 3,800 housing units, a ratio of 19 jobs for every new constructed residential unit. South San Francisco has approved approximately 12,000 jobs and 800 homes, which translates to 15 jobs per housing unit. Between 2010 and 2015, the County added an estimated 72,000 jobs and 3,800 housing units, a ratio of 19 jobs for every new constructed unit. South San Francisco has approved approximately 12,000 jobs and 800 homes, which translates to 15 jobs per housing unit. Jobs San Mateo County Total Jobs per housing unit: 19 Housing Jobs Housing 72,000 12,000 3,800 800 South San Francisco Total Jobs per housing unit: 15 Between 2010 and 2015, the County added an estimated 72,000 jobs and 3,800 housing units, a ratio of 19 jobs for every new constructed unit. South San Francisco has approved approximately 12,000 jobs and 800 homes, which translates to 15 jobs per housing unit. Jobs San Mateo County Total Jobs per housing unit: 19 Housing Jobs Housing 72,000 12,000 3,800 800 South San Francisco Total Jobs per housing unit: 15 Source: US Census Longitudinal Employer-Household Dynamics (LEHD). Housing: SSF Parcel data 23 San Bruno Mountain State & County Park San Francisco Bay Ferry Terminal San Bruno Creek C o l m a C r e e k AirportBlvdChestnut AveE Grand Ave Grand Ave Oyster Point Blvd SAi rpor t Bl vdH ills id e B lv d Forbes Blvd Gateway B lv d DNAWaySisterCitiesBlvd E l Ca mi n o R e a lJunipero Ser r a Bl vdW e s tb o roughBlvd C a ll a n B lv d H i c k e y B l v d SpruceA v e S Linden AveUtah AveSSpruceAveGellertBlvd §¨¦380 §¨¦280 ¬«35 ¬«82 £¤101 Unincorporated Area City of Pacifica City of San Bruno City of Colma City of Daly City City of Brisbane San Francisco International Airport °0 0.5 10.25 Miles !!!!!City of South San Francisco Unincorporated Area in City Sphere Ferry Terminal Caltrain Station Caltrain BART Station BART Highway Arterial Roads Local Roads City Parks and Joint Facilities Context Parks Waterbody Streams Sources: Adapting to Rising Tides (2021); City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021). 100-year Flood Zones 52 Inches (100-year flood + 2040 sea level rise) 77 Inches (100-year flood + 2100 sea level rise) NavigableSlough Sea Level Rise Risk SHAPE SSF: 2040 GENERAL PLAN OUR STORY 2 26 27 Mobility Trends Most trips in South San Francisco are made in a car. However, many employees who work in South San Francisco get to work by riding transit or walking, with BART and SamTrans being the most popular transit services in the City. Non-auto options are important for residents who do not have access to a car as well as for residents who would like to drive less frequently or use another mode. SamTrans Bus on Grand Ave. South San Francisco BART Station The city is uniquely positioned to capitalize on transportation improvements that may help reshape travel patterns for residents and employees, including expansions of Caltrain, SamTrans, and ferry service along with the introduction of high occupancy toll lanes on U.S.-101. The regional jobs-housing imbalance not only has socioeconomic effects related to housing affordability and gentrification, but also significant transportation effects associated with longer commutes, increased regional traffic congestion, and growing greenhouse gas emissions. ranssamT Climate Change Both gradual climate change (like sea level rise) and hazard events (such as heat waves) can expose people, infrastructure, economy, building and property, and ecosystems to a wide range of stress-inducing and hazardous situations. These hazards and their impacts are likely to disproportionately affect the most sensitive populations in the city. 38% Water Level Drop of Lake Oroville, Memorial Day 2021 Source: "Boats on Lake Oroville" by Frank Schulenburg, licensed under CC BY-SA 4.0 King Tide Flooding of Oyster Point Marina Sea levels may rise by as much as 3 feet by the end of the century. East of 101 and Lindenville will need to address sea level rise. 52 Inches (100-year flood + 2040 sea level rise) Figure 4: Sea Level Rise Risk (2100 Mid-level Scenario) 77 Inches (100-year flood + 3ft sea level rise 100-year Flood Zones City of South San Francisco BART Station City Parks, Open Space, & Joint Facilities Caltrain Station Arterial Road Streams Unincorporated Area in City Sphere BART Caltrain Local Road Highway Waterbody Sources: Adapting to Rising Tides (2021); City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021).24 29SHAPE SSF: 2040 GENERAL PLAN 3 28 29 OUR CONVERSATION CHAPTER 3Our Conversation 3 PART I: OUR PLANCommunity Engagement 25 SHAPE SSF: 2040 GENERAL PLAN OUR CONVERSATION 3 30 31 COMMUNITY ENGAGEMENT PROCESS Throughout the General Plan Update process, the planning team conducted a variety of engagement activities that included public workshops, neighborhood meetings, pop-up events, focus groups, and commission and committee meetings. Due to the COVID-19 pandemic occurring midway through the planning process, community engagement events shifted to online meeting platforms and used the interactive surveys and features of the project website. Whenever possible, meetings and materials were available in a bilingual (Spanish/ English) format. The following is a summary of the outreach activities. Community Advisory Committee (CAC) The City formed a CAC to provide high-level feedback on the project issues; the vision and guiding principles; land use and transportation alternatives; and climate adaptation, economic development, social equity, and other key policy topics. The CAC also serves as a sounding board for public engagement. To dive deeper into key topics, CAC Community Forums examined emerging themes that could shape the future of South San Francisco. Forums covered topics, including climate adaptation, economic development, housing, and transportation. The forums brought local and regional experts together with CAC and community members to share insights and answer questions related to the latest trends impacting the city. CAC Meeting on Housing and Displacement Community Meetings Community Workshops Interactive workshops were held throughout the city that were planned around the key phases of the planning process, primarily the visioning, alternatives, and policy framework phases. Activities included mapping exercises and real-time balloting to equally gather input from every workshop participant. Pop-Up Meetings To meet with community members at times and locations convenient for everyone, “pop-up” workshops or “intercept” meetings were held at popular locations and well-attended events in South San Francisco. Accessible materials were prepared for three distinct pop-up workshops during the visioning, alternatives, and draft plan phases of the project. Neighborhood Meetings Meetings were held in neighborhoods throughout the city to provide an overview of the planning process, increase awareness about outreach activities and citywide workshops, and discuss key issues and new opportunities within the neighborhood. In total, nine in person and five virtual neighborhood meetings were held. Community Workshop Library Pop-Up Event Downtown Neighborhood Meeting Mapping Activity at Community Workshop Concert in the Park Pop-Up Event Preferred Alternative Miro Board 26 SHAPE SSF: 2040 GENERAL PLAN OUR CONVERSATION 3 32 33 Community Surveys Community surveys were conducted in most phases of the planning process, either as live polling questions in workshops or through the project website. The Community Visioning Survey (available on the website from December 2019 to February 2020 in English and Spanish) gathered community members’ feedback on the visioning themes and guiding principles, where they desire change and improvement (e.g., amenities, circulation improvements, and location of new land uses), and their big ideas for the city. Five Land Use Alternatives Surveys (available on the website from July to August 2020 in English and Spanish) asked participants to review and provide feedback on the draft vision statement, guiding policies, and proposed land use alternatives for the whole city and four sub-areas (Downtown, El Camino, East of 101, and Lindenville). The third Community Workshop (October 20, 2020) focused on reviewing the preferred land use alternative maps that reflected feedback gathered in the summer alternatives surveys. Meeting participants provided input through a live poll and survey that allowed participants to annotate the land use plan with their feedback. Ten Policy Framework documents were developed by the General Plan Update team as an interim step in the planning process before drafting the elements (or chapters). Each document is centered on a specific topic and highlights key outcomes, performance metrics and policies for the public to review. The Frameworks were available on the project website throughout the spring of 2021, where community members could annotate the documents with their feedback. These policy frameworks were introduced through ten virtual meetings and short videos. Survey Results from Land Use/Neighborhoods Community Conversation Excerpt From Land Use Community Conversation—East of 101 #001 Posted by Diana Benitez on 03/12/2021 at 8:24pm [Comment ID: 1565] - Link Type: Suggestion Agree: 1, Disagree: 0 I agree, but think we should do more. Reply by Lina on 03/12/2021 at 8:25pm [Comment ID: 1566] - Link Type: Suggestion Agree: 1, Disagree: 0 No, this policy is more than enough for commercial areas. #002 Posted by Diane Stokes on 04/13/2021 at 6:33pm [Comment ID: 1985] - Link Type: Suggestion Agree: 0, Disagree: 0 Chestnut and Grand. Small green patch of grass. Does the city own it? If so, can you have the bench or a new bench face the grass and not the street. #003 Posted by Cooper Blauck on 04/14/2021 at 7:09pm [Comment ID: 1995] - Link Type: Suggestion Agree: 0, Disagree: 0 The problem is that City Hall tends to forget all us small business people here in SSF - the city tends to put a lot of its own issues onto small business to fix. We are not a business friendly city. #004 Posted by Anonymous on 04/16/2021 at 3:23am [Comment ID: 2021] - Link Type: Suggestion Agree: 0, Disagree: 0 It is essential to focus on flood protection to protect homes and other buildings. Further, flooding caused by construction changes would cause home and business insurance prices to soar and taxes to increase due to FEMA flood zone changes. #005 Posted by Cooper Blauck on 04/14/2021 at 7:06pm [Comment ID: 1992] - Link Type: Suggestion Agree: 1, Disagree: 0 More housing in SSF? Seriously? Downtown is already a congested mess and the city keeps adding more and more housing. Where are all these cars supposed to go? From someone who grew up on SSF (and still lives here) the development has been a distaste. Page 2SSFGPU_LUFramework_2021_0311_clean.pdf Printed 08/05/2021 #009 Posted by Judy Luk on 04/15/2021 at 6:56pm [Comment ID: 2005] - Link Agree: 2, Disagree: 0 I agree the RHNA requirements are not realistic. From reading through this document, it seems the only places with potential for building a more realistic number of affordable housing units are Lindenville and East 101. However, a really dedicated focus will be needed to insure the units built are actually affordable to lower-income residents and essential workers in our community, and developers have not hijacked the process to build what suits them. #010 Posted by Diane Stokes on 04/13/2021 at 6:42pm [Comment ID: 1987] - Link Agree: 1, Disagree: -1 Energy efficient design? Stacking people on top of each other throughout a city is bad for mental and physical health(especially for those who didn't want the building craze), not to mention the dirt and debris build up. All those appliances and utilities being used will surely show us glowing up in space. And then the carbon ! Where is the infrastructure for all these buildings??? #011 Posted by Rich Garbarino on 04/08/2021 at 6:48pm [Comment ID: 1957] - Link Agree: 1, Disagree: -7 RHNA numbers are not realistic. Where are these units to be built? East of 101/Lindenville can only accommodate a portion of housing units. Rezoning R1 areas to add ADU’s, 4plex/duplex will not necessarily create affordable housing...building costs too high to rent out at BMR rates and recover investment costs. The legislature has to realize that more than 50% of the county is dedicated open space. The state needs to restore RDA to create funding to build affordable housing. Reply by Old Town Citizen Group on 04/21/2021 at 11:05pm [Comment ID: 2033] - Link Type: Question Agree: 4, Disagree: 0 Why only mention East of 101/Lindenville? Why not mention empty lots along El Camino and near both SB & SSF BART, where it is practical and in need of upgrading, along with bringing in grocery/retail service stores? Affordability should be a consideration for ALL residents throughout EVERY neighborhood in SSF. Why wasn't affordable housing required for Cadence(s) on Airport? There should be no difference for any teacher, young family, or recent graduate, for example, in being able to afford to rent/own throughout all of SSF. Page 5SSFGPU_LUFramework_2021_0311_clean.pdf Printed 08/05/2021 Small Group Input: Stakeholder Interviews and Focus Group Meetings Meetings were held with representatives of a range of community groups, business leaders, advocacy organizations and community leaders early in the engagement process to help identify key assets and opportunities. To ensure that multiple perspectives are represented, specific focus group meetings were held with community members that represent a range of socio-demographic backgrounds, including youth, the Spanish speaking populations, and other groups not traditionally involved in General Plan processes. The meetings were facilitated in English, Spanish, Chinese, or other languages as needed. City Council and Planning Commission Updates The City Council and Planning Commission received periodic updates on the General Plan Update. Additionally, meetings and joint study sessions were held with the City Council, the Planning Commission, and various Committees throughout the planning process at key phases to gather input and provide direction. Shape SSF Website: shapessf.com Used throughout the engagement process, the project website connected community members to project updates and deliverables, upcoming events, and meeting summaries. The site included an interactive component to encourage the community to share their stories and complete surveys or provide feedback through interactive activities. The website will continue to be used as a Digital General Plan that is interactive and accessible to the public. Mapping Activity at Community Workshop Shapessf.com Landing Page 27 SHAPE SSF: 2040 GENERAL PLAN 4 34 35 OUR PLAN CHAPTER 4Our Plan 4 PART I: OUR PLANWhat is a General Plan? PlanningProcess 28 SHAPE SSF: 2040 GENERAL PLAN OUR PLAN 4 36 37 WHAT IS A GENERAL PLAN? The City of South San Francisco embarked on a comprehensive update to the SSF General Plan, titled “Shape SSF 2040.” Shape SSF 2040 is a forward-looking blueprint for the city’s vision through the year 2040. The goals, policies, and actions in Shape SSF 2040 serve as a compass for decision-makers and shape future plans, ordinances, and initiatives of the City. The South San Francisco 2040 General Plan informs and is implemented by the City’s various ordinances, specific plans, programs, and ongoing activities. It sets overall City policy and priorities for how to use and manage its physical, social, and economic resources. Developed through an extensive public involvement process, and through analysis and review by community advisory boards and commissions, City staff, and elected officials, it documents a shared vision for the future and sets the policies and programs to achieve that vision. The General Plan also informs community members of the ground rules that guide physical and social development within our community. Residents South San Francisco residents use the General Plan to understand the community vision regarding how, when, and where the city should develop and change as a place to live, to work, and to invest. Business Owners Businesses use the General Plan to understand economic development priorities and available resources. Developers Developers use the General Plan to understand the City’s development needs, preferences, and physical parameters. Statutory Requirements A General Plan is a city policy document required by State law (Government Code Section 65300-65303.4) that provides a “long term, comprehensive, integrated, internally consistent and compatible statement” of goals and policies that reflect local conditions and community vision. Within this general requirement, some aspects of the general plan are tightly prescribed, while others are left to the discretion of individual cities or counties. State law also allows for the inclusion of optional “elements” and organization of the elements to “accommodate local conditions and circumstances” (Gov’t Code § 65300.7), subject to the City’s discretion. This General Plan addresses the following additional topics: community design; mobility; parks; community health; resilience; community services; economic development; and climate protection. In sum, the general plan: • Must set forth a “statement of development policies” that includes “objectives, principles, standards, and plan proposals,” and must include eight mandatory elements – land use, circulation, housing, conservation, environmental justice, open space, noise, and safety – as well as any optional elements the City chooses. (Gov’t Code § 65302). • Must be an “internally consistent and compatible statements of policies.” (Gov’t Code § 65300.5). • “. . . may include any other subjects which, in the judgment of the legislative body, relate to the physical development of the county or city.” (Gov’t Code § 65303). • Should “accommodate local conditions and circumstances” (Gov’t Code § 65300.7) • “. . .may be adopted in any format deemed appropriate or convenient by the legislative body, including the combining of elements,” provided it meets other minimum requirements (Gov’t Code § 65301). Housing in Paradise Valley/Terrabay 29 SHAPE SSF: 2040 GENERAL PLAN OUR PLAN 4 38 39 PLANNING PROCESS The General Plan process is made up of five stages that began in 2019 and ended in 2022. The process is incremental in that each phase informs the work done within the following stage. Existing Conditions (Summer, 2019): In this initial phase of the planning process, the General Plan Update team assessed the current conditions and policies of South San Francisco to gain a greater understanding of the city’s key issues, community assets, and future opportunities and trends. Listening and Visioning (Spring 2019–Spring 2020): Community input through workshops, stakeholder interviews, and focus groups lead the development of a long-term Vision, Core Values, and Guiding Principles for the General Plan. All the policies and programs within the General Plan are guided by these three features. Community Workshop in Spanish Downtown Vision Concept (Photo from Downtown Station Area Specific Plan, Dyett and Bhatia) Alternatives (Summer–Fall 2020): In this stage, different land use and transportation development alternatives were created for the community to assess the trade-offs between different future growth patterns in South San Francisco and to identify which alternative best meets the community’s Vision. Through a series of community meetings evaluating three alternatives, the planning team finalized a preferred alternative in November 2020. This process also informed the development of the Final Preferred Land Use Plan. Review + Adopt (Winter 2021–Summer 2022): The last stage of the planning process includes the publishing of the Public Review draft of the General Plan for City Council, Planning Commission, and community review. Additionally, an Environmental Impact Report (EIR) is prepared and published to evaluate the potential impact of the General Plan. This phase also includes preparing and publishing updates to the City’s Zoning Code and revising the City’s Climate Action Plan. Once all these documents are reviewed and adopted, the final South San Francisco General Plan is released! Policy Development (Fall 2020–Fall 2021): Goals, policies, and implementation actions for all chapters of the General Plan were developed by the planning team and presented as Policy Frameworks. These Policy Frameworks were introduced through ten virtual meetings and short videos and were then posted on the project website to gather public feedback that shape the development of the final version of these policies, goals, and actions. Westborough Sub-Area Meeting 30 SHAPE SSF: 2040 GENERAL PLAN OUR PLAN 4 40 41 HOW TO USE THE GENERAL PLAN SHAPE SSF SHAPE SSF 2040 GENERAL PLAN 2040 GENERAL PLAN 2040 GENERAL PLAN Released January 2022 City of South San Francisco KEY TERMS FOCUSED ON THROUGHOUT THE CHAPTER. TARGETS AND KEY PERFORMANCE METRICS Targets are defined as the level of performance to measure goal implementation. The key performance indicators are the specific data used to measure progress. Key Performance Indicator: Low-income food insecurity GOALS Goals: Goals are statements describing the envisioned end state for the community. Goals are broad in both purpose and aim but are designed specifically to establish directions and outcomes. The following is an example of a goal: "South San Francisco is a leader in promoting healthy communities through collaboration, prevention, and education" POLICIES THAT CORRESPOND TO THE GOAL LISTED ABOVE. Policies: Policies are specific position statements that support the achievement of goals and serve as guides to the City Council, Planning Commission, other City commissions and boards, and City staff when reviewing development proposals and making other decisions. Policies seek to achieve the goals by mandating, encouraging, or permitting certain actions. Language used to describe this intent includes require, conduct, maintain, and implement. The following is an example of a policy: "Collaborate with San Mateo County Health to share health-related data." GOAL POLICY THAT CORRESPONDS TO THE GOAL AND IMPLEMENTATION ACTION(S) IMPLEMENTATION ACTIONS THAT CORRESPOND TO THE LISTED POLICY. Implementation Measure/Action: Implementation is a specific program or strategy to carry out a policy and fulfill a goal. Implementation actions may be ongoing or new and include identified timelines and responsible City departments. Some actions are foundational, with other future actions dependent on their implementation. The following is an example of an implementation action: "Action CHEJ-1.1.2: County health partnerships. Continue to work with San Mateo County and healthcare service providers to educate residents..." PRIORITY LEVEL THAT’S GIVEN TO THE SPECIFIC IMPLEMENTATION ACTION. DEPARTMENT RESPONSIBLE FOR SPECIFIC IMPLEMENTATION ACTION Target: Decrease the percentage of adults who are low-income food insecure 31 SHAPE SSF: 2040 GENERAL PLAN OUR PLAN 4 42 43 Our Place contains elements that focus on the built environment of South San Francisco. It includes the following chapters: Chapter 5: Land Use and Community Design—The Land Use and Community Design Element establishes the citywide pattern, scale, and character of residential, office, industrial, retail and services, recreation, public, and all other land uses throughout the City of South San Francisco. Chapter 6: Sub-Areas—The Sub-Areas Element augments citywide goals and policies and provides policies and implementation actions specific to South San Francisco’s unique sub-areas. The Element establishes a detailed range of policies related to housing, employment, public realm, connectivity, and more. Chapter 7: Housing—The Housing Element is the primary planning guide to meet the current and future housing needs of everyone in South San Francisco. It outlines goals, policies, and programs to meet these needs while balancing other community objectives and resources. Housing Elements are intended to support various housing types for all income groups, help develop lower and moderate- income housing, remove constraints to housing, conserve and improve existing housing, and promote fair housing opportunities. Chapter 8: A Prosperous Economy For All—The Economic Development Element contains policies and actions to support the local economy by retaining and growing thriving sectors, expanding in emerging industries, supporting small local businesses, and creating pathways to economic opportunity to the city’s residents. Chapter 9: Mobility and Access—The Multimodal Mobility Element improves the mobility of people throughout the city. The Mobility Element establishes the transportation framework for active transportation (walking and biking), transit ridership, and auto travel. Chapter 10: Abundant and Accessible Parks and Recreation—As the city grows and the recreational needs of its residents evolve, the policies and actions within this element protect the spaces and services the community already enjoys while expanding the breadth of service of the City’s parks, trails, and recreation services. GENERAL PLAN ORGANIZATION South San Francisco’s General Plan elements are grouped into four overarching parts: Our Place, Our People, Our Environment, and Our Plan to Get There. Each part contains State required elements and optional elements/topics. Our Place is designated by the color yellow. All elements within Our Place use it as their color theme. Our People is designated by a navy blue. All elements within Our People use it as their color theme. Our Environment is designated by a royal blue. All elements within Our Environment use it as their color theme. Our Plan to Get There is designated by the color turquoise. Bay Trail Our People contains elements that focus on the safety and well-being of the people of South San Francisco. It includes the following chapters: Chapter 11: Equitable Community Services—By equitably planning and prioritizing growth for the future, the City can ensure that all residents have the opportunity to thrive. This General Plan applies an equity lens in all elements and, specifically, this Equitable Community Services Element provides the opportunity to address the underlying causes of inequities through topics, such as community engagement, racial equity implementation, and prioritizing amenities and services in disadvantaged communities. Chapter 12: Community Health and Environmental Justice—The City’s physical, social, and economic environments combine to make specific individuals and communities face a disproportionate burden of environmental pollution yet also have access to fewer of the city’s existing health-promoting assets. This Element includes goals and policies that address existing community health concerns as well as approaches to managing new development to prevent future health and environmental justice issues. Chapter 13: Community Resilience—Both gradual climate change and acute hazard events can expose people, infrastructure, transportation, buildings and property, and ecosystems to a wide range of stressors. This Element includes goals and policies that will proactively advance community resilience, preparing the community for all hazards, including climate disruption, while ensuring a high-quality response and recovery from future disasters. Our Environment contains elements that focus on the natural environment and environmental aspects that affect South San Francisco’s natural environment. It includes the following chapters: Chapter 14: Climate Protection—To avoid catastrophic climate change impacts, the City affirms its commitment to combat climate change and continues to take action to attain State greenhouse gas reduction targets. The Climate Protection Element includes comprehensive approaches to reduce greenhouse gases through clean and active transportation systems, fossil-fuel free energy systems, decarbonized buildings, and zero waste solutions. Chapter 15: Environmental and Cultural Stewardship—As South San Francisco grows, the City will foster urban ecology in South San Francisco through open space planning and connectivity, habitat diversity, urban forestry, planting and vegetation, and land and vegetation management. Additionally, the City will protect important cultural resources, including historic architectural, tribal cultural, and archaeological resources through identification, preservation, and education initiatives. Chapter 16: Noise—The Noise Element ensures compliance with State requirements and promotes a program of achieving acceptable noise levels throughout South San Francisco. Our Plan to Get There summarizes the implementation actions to achieve the vision and critical goals of the General Plan. It outlines an approach to annually review General Plan implementation and track and monitor process through the online data dashboards. 32 SHAPE SSF: 2040 GENERAL PLAN LAND USE AND COMMUNITY DESIGN 5 44 45 CHAPTER 5Land Use and Community Design 5 PART II: OUR PLACE45 Community Design Housing 33 South City ShuttleSHAPE SSF: 2040 GENERAL PLAN LAND USE AND COMMUNITY DESIGN 5 46 47 South San Francisco has a strong local economy that offers a diversity of employment opportunities for current and future residents and enhances the fiscal sustainability of the City. There is a diverse supply of housing types affordable to different income levels and household compositions that promote a high quality of life for all residents. South San Francisco is an attractive community with a public realm that fosters activity and social interaction and celebrates South San Francisco's history and culture. There are amenities available throughout the city that enhance the quality of life and enjoyment of residents, employees, and visitors. Residents have convenient and equitable access to services, jobs, public facilities, and transportation infrastructure throughout the city. A sustainable and resilient built environment promotes equity and positive health outcomes. WHERE WE WANT TO BE IN THE FUTURE Contextually-Relevant Architecture in DowntownPERFORMANCE METRIC Housing near transit Target: Increase the number of housing units within a half-mile radius of BART and Caltrain stations and other high-quality public transit service PERFORMANCE METRIC Building square footage of industrial, research and development (R&D), and office uses. Target: All residences are within a complete neighborhood PERFORMANCE METRIC Building square footage of industrial, research and development (R&D), and office uses. Target: Stable or increasing supply of building square footage for employment uses 1 2 3 How Our Plan Gets Us There The Land Use and Community Design Element establishes the citywide pattern, scale, and character of residential, office, industrial, research and development (R&D), retail and services, recreation, public, and all other land uses throughout the City of South San Francisco through the 2040 General Plan horizon. It anticipates and aims to preserve and grow a range of housing types for different income levels throughout the city, to ensure that all people in all stages of life, present and future, have opportunities to live affordably in South San Francisco. The Land Use and Community Design Element simultaneously supports existing commercial, industrial, and R&D land uses and provides opportunities for new industries in a manner that is compatible with city character and minimizes impacts on residents. Finally, the Land Use and Community Design Element provides guidance to create a pedestrian-friendly public realm – including sidewalks, streets, and other public spaces – that simultaneously beautify the community and help improve pedestrian, bicycle, and transit connectivity throughout the city. Performance Metrics Refer to page 81 to view a full list of Performance Metrics for this chapter. 2021 DATA: 1,498 DWELLING UNITS WITHIN 10 MINS. (HALF MILE) TO HIGH QUALITY TRANSIT. PERCENT OF POPULATION WITHIN COMPLETE NEIGHBORHOODS: 86% OF POPULATION 2021 DATA: 27,003,540 SQUARE FEET 34 SHAPE SSF: 2040 GENERAL PLAN LAND USE AND COMMUNITY DESIGN 48 49 KEY ISSUES AND OPPORTUNITIES The City of San Francisco has a diverse mix of land uses that provide opportunities to live, shop, work, and play (see Table 1 and Figure 5). Understanding how land is currently used in South San Francisco is important for understanding opportunities for preservation and future growth through the General Plan horizon year (2040). This section describes the existing pattern of land use and identifies issues and opportunities for future uses to encourage a vibrant community where everyone can thrive. Grand Ave. Downtown Single-Family Housing Residential South San Francisco’s most common land use is residential, with single-family homes covering about 34% of land and multifamily housing covering about 6% of land (see Table 1). In fact, single-family residential is the dominant land use in all sub-areas except El Camino Real, Lindenville, and East of 101, meaning that there are distinct residential neighborhoods throughout most of the city. While South San Francisco has historically been a place where people of all income levels can find a place to live, regional housing demand has driven up the prices of home ownership and rentals across the Bay Area in recent years, making it more challenging for people earning at or below the county’s median household income to establish and retain residency in South San Francisco. Residents in some areas of South San Francisco are particularly vulnerable to displacement; per the Health and Social Equity Existing Conditions Report prepared for this General Plan, the sub-areas of Downtown, Sign Hill, El Camino Real, and Sunshine Gardens are most at risk for gentrification. The Downtown sub-area is especially vulnerable to future gentrification and displacement due to its high percentage of low-income residents and people of color, high number of cost-burdened renters, high concentration of Naturally Occurring Affordable Housing (NOAH) units that are vulnerable to price or rent increases, and proximity to public transit and neighborhood amenities. Table 1: Existing Land Use (2019) Type Acres Area % Within City of South San Francisco 4,226.0 94.8 Residential 1,773.5 39.8 Single-family residential 1,506.5 33.8 Duplex/triplex/quadplex 66.5 1.5 Multifamily 183.4 4.1 Mobile home park 17.1 0.4 Commercial 250.4 5.6 Hotel 57.0 1.3 General retail/service 110.9 2.5 Auto retail 43.2 1.0 Food retail 32.9 0.7 Mixed use (commercial/residential)6.5 0.1 Industrial and R&D 1,313.7 29.5 Office 190.0 4.3 R&D 322.1 7.2 Warehouse 639.5 14.4 Manufacturing/processing 162.1 3.6 Parks, Open Spaces, and Common Greens 442.4 9.9 Public and Institutional 292.9 6.6 Vacant 153.1 3.4 Within Sphere of Influence 230.0 5.2 Residential 41.4 0.9 Single-family residential 41.4 0.9 Parks, Open Spaces, and Common Greens 183.4 4.1 Golf Course 183.4 4.1 Civic and Institutional 4.7 0.1 Vacant 0.5 0.0 Grand Total 4,456.0 100.0 Notes: 1. Totals do not include utilities and transportation infrastructure. 2. Totals may not add due to rounding. 5 35 SHAPE SSF: 2040 GENERAL PLAN LAND USE AND COMMUNITY DESIGN 5 50 51 Single Family Homes in Residential Neighborhood Cadence Housing Development along Airport Blvd.Building in East of 101 Sub-Area Astrazeneca Campus The City of South San Francisco is committed to creating opportunities for everyone to live in South San Francisco, regardless of income. Per the draft 2023-2031 Regional Housing Needs Allocation (RHNA), the City of South San Francisco must permit a minimum of 3,950 housing units within this timeframe at varying levels of affordability to meet this requirement. In addition, the City must continue permitting new housing to comply with the 2023 - 2031 RHNA cycle as well as future RHNA cycles during the General Plan horizon year. Opportunities and considerations related to growing South San Francisco’s housing stock include the following: Community benefits New development must create community benefits for both residents and employees. Diverse housing types A range of housing types for different income levels and household types must be produced to balance job and housing growth and distribute the potential impacts of future growth in the city. Impacts of future growth The City must consider the impacts of future growth, including potential displacement, on existing residents and be strategic about the amount and pace of growth. Sustainability The City must identify methods to make sure land use decisions and development promotes sustainability, such as creating complete neighborhoods and encouraging new development to incorporate energy-efficient design. Industrial and Research and Development (R&D) Considering that South San Francisco is the “Industrial City” and the “Birthplace of Biotechnology,” it is perhaps not surprising that industrial and R&D land uses are the second-most common land use (29.5% of land) in the city, after residential. Most industrial and R&D uses, which power South San Francisco’s economy and position the city as a global leader and worldwide hub of life science uses, are concentrated in the Lindenville and East of 101 sub-areas. Although industrial development is a traditional strength of South San Francisco, R&D’s recent expansion, specifically, the enormous growth of the life sciences cluster, has created pressure to convert existing industrial land into other uses. Redevelopment of industrial properties could likely result in declining business diversity due to the loss of businesses engaged in production, distribution, and service and repair (PDR) activities. These companies often provide jobs that pay above minimum wage for people without advanced degrees, so the loss of these businesses could decrease the amount of these types of employment opportunities for residents. Additional opportunities and considerations for the General Plan, as related to industrial and R&D land uses, include but are not limited to the following: Production, distribution, and service and repair businesses (PDR) Retain businesses engaged in production, distribution, and service and repair, while simultaneously continuing to expand R&D uses. Emerging technologies Apply flexible design and land use regulations that help incubate emerging technologies. Business diversity Maintain business diversity to remain a world class life sciences destination and an economic engine for the region. Job opportunities for all Provide opportunities to connect jobs in South San Francisco to residents of all educational backgrounds and skills. Protection from negative impacts Ensure residents are protected from potential negative impacts of these uses, including noise, odors, and other forms of pollution. Creative economy Encourage creatives and creative industries, such as artists, publishers, digital technology companies, and designers, to thrive in South San Francisco by encouraging the use of industrial spaces for creatives and enhancing the vitality of arts and culture in South San Francisco. South City Lumber and Supply 36 SHAPE SSF: 2040 GENERAL PLAN LAND USE AND COMMUNITY DESIGN 5 52 53 La Tapatia Retail Storefront City Hall Centennial Way Dog Park Commercial Commercial development, which includes hotels, office, retail, and personal services, is spread throughout South San Francisco and covers about 6% of land. El Camino Real, Airport Boulevard, Grand Avenue, and Linden Avenue have high concentrations of commercial land uses and are popular places to shop and dine. The city has a diverse mix of retail establishments and restaurants, and these include both chains and local businesses. Downtown in particular has a wide variety of culturally diverse small businesses, including businesses owned by local residents, that should be supported and preserved due to the valuable services and jobs they provide to the community. Additional considerations to improve access to and promote commercial development in South San Francisco include: Improved access to commercial centers While South San Francisco has great business diversity, not all residents have convenient access to retail, restaurants, and services, meaning they must rely on cars to access daily necessities. It is important to find opportunities to ensure all residents have convenient access to commercial centers, either by allowing for diversity of land uses in some neighborhoods or by improving transportation connections to commercial centers. E-commerce The rise of e-commerce has created challenges for brick and mortar retail. In the future, the City may consider clustering retail in targeted areas, creating experiential opportunities in retail centers, and aligning retail growth with residential growth. Civic Parks, open spaces, and common greens (10% of land as of 2019) and civic/institutional land uses are distributed throughout South San Francisco for use of residents, employees, and visitors alike. Downtown has a high concentration of civic uses, including City government facilities at City Hall, the Annex and the Grand Avenue Public Library. Though public uses are covered in more detail in the Equitable Community Services Element and Abundant and Accessible Parks and Recreation Element, the Land Use Element covers the relative impact of population and employment growth on the distribution of these services and amenities. Population and employment growth will create more demand for parks, recreational facilities, and public facilities, as well as improved infrastructure in areas expected to experience significant development through the General Plan horizon. Opportunities and considerations for the General Plan, as related to civic land use, include but are not limited to the following: The impact of growth on public facilities and services The City will need to ensure future and existing residents are well-served by both new and existing public facilities, parks, and recreational facilities. Park access in neighborhoods most in need Seek new park and recreation funding opportunities for construction and maintenance that could help expand and improve access to parks and open spaces across the city, including in areas with lower park access, such as Downtown and Sunshine Gardens. Infrastructure for development The City will need to ensure areas that undergo residential development over the General Plan horizon are supported with adequate transportation and utility infrastructure as development occurs. 37 San Br uno Moun tain State & County Park San Francisco Ba y Ferry Termina l San B runo Creek C o l m a C r e e k AirportBlvdChestnut AveE Grand Ave Grand Ave Oyste r Po in t Blvd SAirpor t Bl vdH ills id e B lv d F o r be s Blv d Gateway B lv d DNAWaySisterCitiesBlvd E l Ca mi n o R e a lJunipero Ser r a Bl vdW e s tb o roughBlvdC a ll a n B l v d H i c k e y B l v d SpruceA v e S Linden AveUtah AveSSpruceAveGellertBlvd §¨¦380 §¨¦280 ¬«35 ¬«82 £¤101 Unin corporated Area City of Pacifica City of San Bruno City of Colma City of Daly City City ofBrisbane San Francisco International Airport °0 0.5 10.25 Miles Sources: City of Sout h S an Franc isco (2019); County of San Mateo (2019); ESRI (2021).!!!!!City of South San Franc isco Ferry Terminal Ca ltrain Station Cal trai n BART Station BART Highway Arterial Roads Loca l Roads Ci ty Parks and Joint Facilities Context Parks Waterbody Industrial Middle Residential Mixed Us e Mu ltifamily Residentia l Office, R&D, Biotech Open Space Parks and Comm on Greens Public and Insti tutionalRetail and Services Single-Family Residential Vacant/Utilities/Transp ortation Existing Land Us e SHAPE SSF: 2040 GENERAL PLAN LAND USE AND COMMUNITY DESIGN 5 54 55 Figure 5: Existing Land Use (2019) Multifamily Residential Vacant/Utilities/ TransportationIndustrial Single-Family Residential Open SpaceMixed Use Middle Residential Parks and Common AreasOffice, R&D, Biotech Retail Services Public and Institutional Sources: City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021). City of South San Francisco BART Station Caltrain Station Arterial Road Unincorporated Area in City Sphere BART Context ParksCaltrain Local Road Ferry Terminal Station Highway Waterbody 38 SHAPE SSF: 2040 GENERAL PLAN LAND USE AND COMMUNITY DESIGN 5 56 57 COMMUNITY DESIGN Community design refers to what somebody sees and experiences when spending time in South San Francisco’s streets, commercial districts, and public spaces. Community design is impacted by a few factors, including landscaping and tree canopy; public art; the location, scale, and architectural character of homes, stores, parks, offices, and other spaces; and how easily one can travel between destinations. Quality community design can enhance one’s quality of life. Beautiful, well-designed, pedestrian-scale buildings, streets, and public spaces can increase one’s pride in South San Francisco, improve community safety, strengthen connections to local arts and culture, and make South San Francisco a more attractive place to live, visit, and work. The City has several planning documents that provide design guidelines for development in the city, including the SSF BART Transit Village Plan (2001), the South El Camino Real Area Design Guidelines (2010), the El Camino Real/Chestnut Avenue Area Plan (2011), and the South San Francisco Downtown Station Area Specific Plan (2015). Community design is impacted by the character and age of buildings, as well as their interaction with the surrounding environment. Building design and character in South San Francisco varies greatly by neighborhood. For instance, Downtown features two historic retail corridors, Grand Avenue and Linden Avenue, where a variety of historic structures and land uses contribute to the creation of memorable corridors with diverse architectural styles. In East of 101, on the other hand, building character is significantly different, as there is a high concentration of large office and R&D buildings built after 2000 that are set far back from the street. The result is often a lack of connection and cohesion between buildings and sidewalks, that further discourages pedestrian activity or connections. Key components of quality building design include using sustainable, long-lasting building materials, orienting buildings towards streets to create inviting spaces, and designing buildings to reflect local history. The General Plan seeks to facilitate building design that creates walkable and inviting spaces, such as locating parking behind buildings, allowing for outdoor plazas and dining, and locating building frontages in close proximity to the sidewalk edge, where appropriate. Accessibility, connectivity, and the quality of the pedestrian environment are important characteristics of community design. Walkable neighborhoods often enjoy economic benefits, including higher property values, increased private investment, and tourism. Residents in walkable neighborhoods typically engage in more physical activity than residents in neighborhoods with low walkability, which leads to improved public health outcomes. The General Plan seeks to improve pedestrian connections throughout the community, as well as bicycle and public transit connections, to ensure South San Francisco is an accessible, connected community for all. A major opportunity to improve connectivity is a potential Colma Creek restoration project, which would transform the Creek into a public amenity that many can use and enjoy. Streets throughout the city, including Linden Avenue and Grand Avenue, can also become more vivid and inviting places for pedestrians via improvements to the public realm. Public realm improvements on these streets and others could include integration of public art and programming in public spaces, providing street amenities, including lighting and benches, and incorporating landscaping and street trees. These improvements can simultaneously beautify the community and make South San Francisco a more desirable place to walk. Building Frontage Close to Sidewalk Edge Grand Ave. One and Two Tower Pl. The State Building on Linden Ave. Gateway Business Park (Top) Outdoor Dining, (Bottom) Accessible Crosswalk Street View on the Corner of Grand Ave. and Spruce Ave. 39 ! ! ! ! !!!!!!!!!!!!!!! ! ! !!! ! !!! ! ! ! !!!! ! !!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! !!!!!!!!!!!!!!!!!!!! !!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! ! ! !!! !!!! ! !!!!!!!!!!!!!!!!!!! ! ! ! ! ! !!!! ! ! ! ! ! ! !!! ! ! !!!!!!!!!!!!!!!!!!!!!!!!! !! !!!!!!!!!!!! ! !!!!San Bruno Mountain State & County Park San Francisco Bay San Bruno Creek C o l m a C r e e k §¨¦380 §¨¦280 ¬«35 ¬«82 £¤101 Unincorporated Area City of Pacifica City of San Bruno City of Colma City of Daly City City of Brisbane San Francisco International Airport °0 0.5 10.25 Miles Mixed Us eCivic/Other Non-Residen tial Residential Low Density Residential Medium Density Residential Medium High Density Residential High Density Residential Downtown Residential Core Urban Residential San Mateo County Low Density Residential Low Density Mixed Use Lindenville Neighborhood Center Grand Avenue Core Medium Density Mixed Use High Density Mixed Use East of 101 Mixed Use Downtown Transit Core East of 101 Transit Core Business and Professional Office Business Technology Park Business Technology Park High Community Commercial Oyster Point Coastal Commercial Mixed Industrial Mixed Industrial High Industrial Transition Zone Public Transportation School Planned Development Parks and Recreation Open Space Streams Proposed road network additions SHAPE SSF: 2040 GENERAL PLAN LAND USE AND COMMUNITY DESIGN 5 58 59 General Plan Land Use See enlarged version on following spread. Biotech Office Under Development in East of 101 Sub-Area Colma Creek in East of 101Sub-Area The General Plan Land Use map (Figure 6) shows the location and the intended use of each parcel of land in South San Francisco. The land use map is a graphic representation of the land use policies contained within the General Plan Land Use and Community Design Element. Each parcel is given a land use designation, which provides a vision of a parcel’s intended use or uses. Citywide Land Use Vision The General Plan land use map and policies identify opportunities to develop and preserve housing, employment, parks, and more across the city. Specifically, the General Plan Land Use and Community Design Element creates a land use scheme that aims to: • Maintain industrial uses in Lindenville and East of 101 to: a) Preserve the “Industrial City” heritage, b) Retain a base of above minimum wage paying jobs that match skillsets of residents and c) Maintain small and diverse businesses critical for a thriving economy. • Retain life science uses that will ensure South San Francisco will remain a world class life sciences destination and an economic engine for the region • Create new, vibrant residential neighborhoods in East of 101 and Lindenville, ensuring appropriate City services, amenities, and retail to support new residential growth • Produce a range of housing types for different income levels and household types across the city to balance job and housing growth and distribute the potential impacts of future growth • Celebrate the history, culture, and diversity of the Downtown and its residents and maintain Downtown as the heart of the community by: a) Retaining small, culturally diverse businesses, b) Protecting existing Downtown residents from the impacts of neighborhood displacement, and c) Creating programming for arts and cultural resources • Transform Colma Creek into a public amenity that manages flooding and sea level rise, restores ecology, increases public access, and improves public access to the San Francisco Bay and Bay Trail • Consider the impacts of future growth, including potential displacement and traffic impacts, on existing residents and business, being strategic about the amount and pace of growth • Improve bike, pedestrian, and public transit connectivity throughout the city Given availability of vacant land, market conditions, and the community’s desire for change or preservation in respective parts of the city, most land use changes in this General Plan update are focused in four sub-areas: Downtown, East of 101, El Camino Real, and Lindenville. For more details on policies relative to each planning sub-area, including the sub-areas not expected to undergo significant change, reference the Sub-Areas Element. GENERAL PLAN LAND USE 40 ! ! ! ! !!!!!!!!!!!!!!! ! ! !!! ! !!! ! ! ! !!!! ! !!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! ! ! !!! !! !! ! !!!!!!!!!!!!!!!!!!!! ! ! !!! !!! ! ! ! !!!!!! ! ! !!!!!!!!!!!!!!!!!!!!!!!!! !! !!!!!!!!!!!! ! !!!!San Bruno Mountain State & County Park San Francisco Bay San Bruno Creek C o l m a C r e e k §¨¦380 §¨¦280 ¬«35 ¬«82 £¤101 Unincorporated Area City of Pacifica City of San Bruno City of Colma City of Daly City City ofBrisbane San Francisco International Airport °0 0.5 10.25 Miles Mixed Us eCivic/Other Non-Residen tial Residential Low Density Residential Medium Density Residential Medium High Density Residential High Density Residential Downtown Residential Core Urban Residential San Mateo County Low Density Residential Low Density Mixed Use Lindenville Neighborhood Center Grand Avenue Core Medium Density Mixed Use High Density Mixed Use East of 101 Mixed Use Downtown Transit Core East of 101 Transit Core Business and Professional Office Business Technology Park Business Technology Park High Community Commercial Oyster Point Coastal Commercial Mixed Industrial Mixed Industrial High Industrial Transition Zone Public Transportation School Planned Development Parks and Recreation Open Space Streams Proposed road network additions SHAPE SSF: 2040 GENERAL PLAN LAND USE AND COMMUNITY DESIGN 5 60 61 Figure 6: General Plan Land Use Medium High Density Residential Business Technology Park HighGrand Avenue Core Medium Density Mixed Use High Density Mixed Use East of 101 Mixed Use San Mateo County Low Density Residential Low Density Residential Business and Professional OfficeLow Density Mixed Use Downtown Residential Core Transportation Transportation School Open Space Medium Density Residential Business Technology Park Community Commercial Mixed Industrial Mixed Industrial High Industrial Transition Zone Oyster Point Coastal Commercial Lindenville Neighborhood Center Urban Residential High Density Residential Planned Development Public Parks and Recreation Downtown Transit Core East of 101 Transit Core City of South San Francisco Context Parks Waterbody Residential Civic/Other Mixed Use Non-Residential Streams 41 SHAPE SSF: 2040 GENERAL PLAN LAND USE AND COMMUNITY DESIGN 5 62 63 1 2 3 4 Residential: Residential designations define the predominantly residential areas of the city and range from single family homes to multifamily housing. NonResidential: Nonresidential designations provide locations for commercial, office, industrial, and R&D uses. Mixed Use: Mixed use designations provide areas for a range of residential or commercial uses in vertical or horizontal patterns. Civic: Civic designations identify a range of public facilities such as schools, parks, and government facilities. Floor Area Ratio (FAR)1:1 Ratio 1 Story (100% Lot Coverage) 2 Stories (50% Lot Coverage) 4 Stories (25% Lot Coverage) Floor Area Ratio (FAR). The development intensity of buildings can be measured through floor area ratio (FAR), which divides gross building area by lot area. A higher FAR indicates greater development intensity, or greater building height and/or lot coverage. Table 2: General Plan Land Use DesignationsLand Use Designations The General Plan includes over 30 land use designations, described in Table 2 and mapped in the General Plan Land Use Map (Figure 6). The land use designations and locations are compatible with the zoning districts found in the updated Zoning Ordinance. For each land use designation, the uses allowed and the standards for development intensity (dwelling units per acre for residential development and floor area ratio (FAR) for nonresidential development) are specified. There are four broad categories of land use designations: While the General Plan land use designations are broad, the zoning districts include specific allowances and prohibitions of uses (including conditional uses), dimensional requirements such as building setbacks, parking standards, and building heights. Land use designations and zoning districts must be compatible but need not be identical. Land Use Designation Description Example Residential Low Density Residential Detached, single-family residential development (maximum residential densities up to 8 dwelling units per acre (du/ac) Medium Density Residential Attached or detached single-family housing, duplexes, triplexes, fourplexes, townhouses, condominiums (maximum residential densities up to 22 du/ac) Medium-High Density Residential A mix of medium density residential development, including townhouses, condominiums, and apartment buildings (maximum residential densities up to 37.5 du/ac) High Density Residential A mix of residential development, including townhouses, condominiums, and apartment buildings (maximum residential densities up to 50 du/ac) Downtown Residential A higher density mix of residential housing types, compatible in scale with adjacent Downtown residential districts (maximum residential densities up to 125 du/ac) Urban Residential A higher-density residential area with a variety of multifamily housing choices (maximum residential densities up to 180 du/ac) San Mateo County Low Density Residential Detached single-family housing on large parcels (maximum residential densities up to 2.2 du/ac) Zoning regulations must be within the range of the allowed intensity and uses found in the General Plan. Where the documents differ, the General Plan takes precedence. Note that the maximum density of any land use designation may be exceeded to complement General Plan Housing Element policy (in accordance with the density bonus provisions of Section 65915 of the California Government Code). 42 SHAPE SSF: 2040 GENERAL PLAN LAND USE AND COMMUNITY DESIGN 5 64 65 Land Use Designation Description Example Mixed Use Low Density Mixed Use Lower-scale, mixed use blending residential, commercial, and retail uses and public spaces serving both surrounding neighborhoods and visitors from nearby areas (minimum FAR from 1.5 up to 2.25 with community benefits; residential densities up to 60 du/ac) Lindenville Neighborhood Center Neighborhood center with retail and commercial uses along the ground floor (minimum FAR from 2.0 up to 3.0 with community benefits; maximum residential densities up to 80 du/ac) Grand Avenue Core The historic retail center of the city (minimum FAR from 1.5 up to 4.0 with community benefits; maximum residential densities up to 100 du/ac) Medium Density Mixed Use A broad range of commercial, office, and residential uses and public spaces serving both surrounding neighborhoods and visitors from nearby areas (FAR from 0.5 up to 3.5 with community benefits, of which up to 0.5 FAR can be non-residential; maximum residential densities up to 120 du/ac) High Density Mixed Use A walkable mixed-use area located in Lindenville and along the S El Camino corridor with a focus on mixed use (residential/commercial) and high-density multifamily development (FAR from 0.5 up to 4.5, of which up to 0.5 FAR can be non-residential if residential is provided onsite; maximum residential densities up to 180 du/ac) East of 101 Mixed Use A walkable mixed-use area located adjacent to the East of 101 Transit Core with a focus on mixed use (residential/commercial), hotel, and high-density multifamily development (FAR from 0.5 up to 5.0 with community benefits, of which up to 0.5 FAR can be non-residential; maximum residential densities up to 200 du/ac) Downtown Transit Core A vibrant, mixed-use area located adjacent to the Caltrain Station that allows the highest intensities in the Downtown area (minimum FAR from 2.0 up to 8.0 with community benefits; maximum residential densities up to 180 du/ac) East of 101 Transit Core Transit-oriented community with a walkable street pattern and a vibrant mix of high-density multifamily and employment uses with supportive retail, services, and amenities (minimum FAR from 2.0 up to 8.0 with community benefits; maximum residential densities up to 120 du/ac to 200 du/ac) Land Use Designation Description Example Non-Residential Community Commercial Shopping centers and major commercial districts provide retail, services, hotels, and other amenities (FAR up to 0.5) Oyster Point Coastal Commercial A mixed-use area that allows for office, hotel, and other commercial uses (FAR ranges from 0.5 up to 2.2 with community benefits). For additional information, refer to the Oyster Point Specific Plan report. Business Technology Park Campus-like environments for corporate headquarters, research and development facilities, and offices (FAR ranges from 0.5 up to 1.0 with community benefits) Business Technology Park High High-density corporate headquarters, research and development facilities, and offices (FAR ranges from 0.5 up to 2.0 with community benefits) Business and Professional Office Administrative, financial, business, professional, medical, and public offices in locations proximate to BART or Caltrain stations (FAR ranges from 1.0 up to 2.5 with community benefits) Mixed Industrial Industrial lands for a wide range of manufacturing, processing, general service, warehousing, storage and distribution, and service commercial uses (FAR ranges from 0.4 up to 1.0 with community benefits) Mixed Industrial High High-density industrial lands for a wide range uses (FAR ranges from 0.4 up to 2.0 with community benefits) Industrial Transition Zone A transition between a mixed-use area and high industrial area with a mix of residential and industrial uses (FAR ranges from 0.4 up to 3.5 with community benefits; residential densities up to 120 du/ac) Genentech Master Plan Private campus with corporate headquarters, research and development facilities and offices. For additional information, refer to the Genentech Campus Master Plan report. 43 SHAPE SSF: 2040 GENERAL PLAN LAND USE AND COMMUNITY DESIGN 5 66 67 Growth Projections Growth projections refer to the amount of development likely to be in place in the General Plan horizon year of 2040. Growth projections consist of existing development that will remain in 2040, as well as new development expected to occur between the date of General Plan adoption (2022) and 2040. These growth projections are based on an understanding of historic, current, and projected demographic and economic conditions in the city. Actual growth of the city through the year 2040 will be dependent on a variety of factors, including economic and demographic trends, developer interest, and potential hazards. New development between now and 2040 will be consistent with regulations in the updated Zoning Ordinance. As much of the city is already built out and vacant parcels are few in number, most development will occur at sites that are currently developed and will undergo intensification or redevelopment. Growth projections are shown in Table 3. Most employment and residential growth is anticipated in Lindenville and East of 101. Of the remaining sub-areas, Downtown and El Camino are projected to experience the most residential growth. All other sub-areas are expected to experience population growth attributable to residential infill, including accessory dwelling unit (ADU) development. Table 3: Estimated Growth Projections Land Use Designation Description Example Civic/Other Planned Development Planned residential, mixed use, or non-residential development. Du/ac and FAR dependent on project. Public Land reserved for public facilities, including government offices, the library, and the sewer treatment plant School Land reserved for school sites and facilities Transportation Land for transportation uses, including regional rail lines like BART and Caltrain. Parks and Recreation Parks, recreation complexes, public golf courses, and greenways. Open Space Reserved land for natural and active open space uses, including sites slopes greater than 30%, sensitive habitats, wetlands, creeks, areas subject to flooding, and power transmission line corridors Note: Maximum residential densities not inclusive of Assembly Bill 2345 density bonus. 2018 2040 Projections Percent Change Population 67,4001 107,200 59% Housing units 21,2002 39,000 84% Employment 52,6003 137,600 162% Notes: 1. American Community Survey, 5-year estimates (2014-2019), Table DP05. 2. American Community Survey, 5-year estimates (2014-2019), Table B25001. 3. Source: U.S. Census LEHD, 2017; Strategic Economics, 2019 44 SHAPE SSF: 2040 GENERAL PLAN LAND USE AND COMMUNITY DESIGN 5 68 69 POLICY FRAMEWORK Gateway Childcare Center in East of 101 GOAL LU-1: Create complete neighborhoods, where residents can access most of their everyday needs within a short walk, bike, or transit trip. INTENT: To encourage residents to live healthy lifestyles, reduce dependence on automobiles, and bolster pedestrian activity and community vibrancy by providing walkable access to services and amenities. Policy LU-1.1: Support mixed use activity centers. Support a network of vibrant mixed use activity centers located throughout the city. Mixed use centers should include business and services, housing, healthy food, parks, and other gathering places. Policy LU-1.2: Connectivity in complete neighborhoods. Improve walk, bike, and accessibility in complete neighborhoods. Policy LU-1.3: Improve access to healthy foods. Encourage development of community gardens, allowing food “pop-ups” and mobile vendors throughout the city, encouraging siting of grocery stores and markets in areas where residents lack convenient access to healthy food, and supporting and expanding the South San Francisco Farmers’ Market. Policy LU-1.4: Maintain and expand public facilities and services. Maintain and expand public facilities to better support the community, including schools, libraries, utilities, and recreational spaces, particularly in neighborhoods lacking these resources. Seek opportunities to co-locate new public projects near compatible civic uses such as schools and campuses to create nodes of activity and services. Policy LU-1.5: Create places and opportunities for neighborhood events. Create places and opportunities for neighborhood events that bring the South San Francisco community together. Policy LU-1.6: Promote Childcare and pre-K facilities. Promote childcare and pre-K facilities in South San Francisco. Policy LU-1.7: Create new Lindenville and East of 101 mixed use neighborhoods. Facilitate the construction of new mixed-use neighborhoods in Lindenville and East of 101 that are well connected to services, transit, amenities, public buildings, and parks and recreational facilities. Complete Neighborhood A neighborhood where residents can reach community amenities (e.g., grocery stores and retail), public facilities (e.g., parks and community centers) and services (e.g., health care and affordable childcare) within a 20-minute walk 45 SHAPE SSF: 2040 GENERAL PLAN LAND USE AND COMMUNITY DESIGN 5 70 71 GOAL LU-2: Equitable transit-oriented communities near transit centers, including SamTrans stops and Caltrain and BART stations, that mix high quality development, affordable housing, community services, and improved mobility options. INTENT: To provide residents, employees, and visitors with convenient, safe, and efficient transportation options near housing, services, and employment. Policy LU-2.1: Prioritize development near transit centers. Collaborate with developers and property owners to locate new housing, mixed use, and employment uses near transit centers to minimize reliance on personal automobiles. Policy LU-2.2: Architectural transitions near transit centers. Require development projects near transit centers to use architectural transitions, such as setbacks, transitions in building height, and landscaping, when adjacent to lower-density residential properties. Policy LU-2.3: Develop connected transit-oriented communities. Develop strong pedestrian, shuttle, and bicycle connections to and/from transit via pedestrian- oriented building design, creating safe and convenient road crossings, and providing street furniture and amenities. Policy LU-2.4: Implement mobility hubs at transit stations: Evaluate implementation of “mobility hubs” at the Caltrain Station, South San Francisco BART Station, and the South San Francisco Ferry Terminal. Policy LU-2.5: Encourage shared parking in neighborhoods. Encourage shared parking and park once strategies to minimize parking demand and reduce vehicle trips. Locate parking behind commercial buildings. Policy LU-2.6: Develop gathering spaces near mobility hubs. Develop community gathering spaces, including plazas and pocket parks, near mobility hubs. Work with developers and property owners (including BART and Caltrain) near high-quality transit stops to provide community amenities, including privately- owned public open spaces, plazas, community gardens, recreational spaces, seating, lighting, public restrooms, water fountains, and other amenities for public use. GOAL LU-3: A diverse range of housing options that create equitable opportunity for people of all ages, races/ethnicities, abilities, socio-economic status, genders, and family types to live in South San Francisco. INTENT: To foster a diverse community of South San Francisco residents. To create housing opportunity for everyone, regardless of income level, to live in South San Francisco. Policy LU-3.1: Create affordable and workforce housing. Actively facilitate adding affordable and workforce housing in all South San Francisco neighborhoods equitably. Policy LU-3.2: Update zoning to be in compliance with State housing law. Continually update the Zoning Ordinance to be in compliance with State housing law. Policy: LU-3.3 Encourage diversity of housing types. Encourage a variety of housing types to be developed at a range of densities to equitably serve varying household types, including, but not limited to, single- family attached and detached, accessory dwelling units, multifamily apartments, townhomes, duplexes, triplexes, quadplexes, and condominiums. Policy LU-3.4: Facilitate multi-generational housing. Encourage development of housing types that support multi-generational households and opportunities to age in place. Policy LU-3.5: Facilitate live/work housing. Provide opportunities for live/work options to support a creative economy and meet the changing needs of workspaces. Policy LU-3.6: Facilitate housing for all needs. Facilitate housing for seniors, special needs groups, including the developmentally disabled, and non- traditional family groups by requiring a diverse range of housing configurations that are Americans with Disabilities Act (ADA) compliant and flexible. Policy LU-3.7: No net loss in housing. Require no net loss in the number of residential units during reconstruction or renovation. Policy LU-3.8: Implement Inclusionary Housing Ordinance and State Density Bonus. Continue to implement the City’s Inclusionary Housing Ordinance and State Density Bonus to encourage development of housing affordable to low-income households. Policy LU-3.9: Incentivize and preserve affordable housing and develop models to expand homeownership. Develop regulatory mechanisms via the Zoning Ordinance, Inclusionary Housing Ordinance, and community benefits agreements to incentivize development of affordable housing, including workforce housing, and develop programming to preserve affordable housing and expand homeownership. GOAL LU-4: High-quality residential neighborhoods. INTENT: To promote residential neighborhoods designed for a high quality of life for neighborhood residents and visitors. Policy LU-4.1: Implement objective design standards. Adopt and implement objective design standards to manage new low-density development. Policy LU-4.2: Encourage small-scale residential infill development. Encourage small-scale residential infill development in existing residential neighborhoods. Policy LU-4.3: Promote complete neighborhoods by allowing some commercial uses in residential neighborhoods. Locate new commercial uses in existing residential neighborhoods on connector and boulevard street types and/or at key neighborhood street intersections to promote complete neighborhoods. Encourage and support home businesses. Policy LU-4.4: Improve pedestrian and bicycle connectivity in residential neighborhoods. Link existing residential neighborhoods by providing convenient pedestrian and bicycle connections to nearby destinations, such as parks, public facilities, and shopping centers. Policy LU-4.5: Neighborhood compatibility. Require new development to be compatible and well- integrated with existing residential neighborhoods. Policy LU-4.6: Develop neighborhood design guidelines. As appropriate, develop design guidelines for residential neighborhoods in South San Francisco to promote high-quality design. Policy LU-4.7: Support neighborhood associations. Support neighborhood associations throughout South San Francisco to facilitate community building and neighborhood identity. Policy LU-4.8: Promote maintenance and improvement of property through code enforcement. Promote maintenance and improvement of property through code enforcement to encourage investment and reinvestment in neighborhoods. Policy LU-4.9: Encourage amenity space for physical activity / healthy living in multifamily development. Encourage new multifamily development to provide amenity space (gyms, active spaces, outdoor open space, flex working spaces, etc.) which promote physical activity and healthy living options. Policy LU-4.10: Encourage walkable connections in multifamily development. Encourage new multifamily developers to provide convenient, walkable connections to nearby trails, transit, and open space to promote active lifestyles. Policy LU-4.11: Encourage neighborhood compatible uses. Encourage compatible uses like schools, parks, recreation and community centers, childcare facilities, and residential neighborhoods. 46 SHAPE SSF: 2040 GENERAL PLAN LAND USE AND COMMUNITY DESIGN 5 72 73 GOAL LU-5: South San Francisco remains a hub of R&D employment, operations, and innovation and is home to the largest worldwide cluster of life science uses. INTENT: To ensure South San Francisco remains a worldwide hub of innovation. Policy LU-5.1: Maintain a critical mass of land zoned for R&D. Maintain a critical mass of land zoned for R&D to ensure South San Francisco remains a friendly place for R&D companies. Policy LU-5.2: Maintain high-quality design and development standards. Maintain high-quality design and development standards for R&D companies that support a mix of larger, higher-intensity campuses. Policy LU-5.3: Require campus open space. Require significant public and private open space and outdoor amenities. Work with development projects to provide publicly accessible, private open space as part of their site plans. Policy LU-5.4: Zone to attract emerging technology businesses. Allow and attract innovative and emerging technology businesses to South San Francisco through flexible use and zoning requirements. Policy LU-5.5: Improve connectivity for R&D workforces. Maintain vehicular infrastructure and improve circulation to accommodate the unique demands for R&D workplaces. Policy LU-5.6: Community benefits framework. Continue to update and refine the community benefits framework that requires R&D companies to contribute to community goals and amenities, including parks and public spaces, affordable housing, and transportation demand management. Policy LU-5.7: Collaboration with property owners. Collaboration with property owners and new private developer to define collective action to achieve plan goals. GOAL LU-6: Opportunities for industrial uses to thrive in Lindenville and East of 101. INTENT: To preserve industrial uses in South San Francisco and ensure they do not create negative environmental impacts. Policy LU-6.1: Preserve industrial uses in areas designated Mixed Industrial High. Prohibit the introduction of new residential, commercial, and other non-residential uses in areas designated as Mixed Industrial High to preserve land for industrial uses. Policy LU-6.2: Prohibit incompatible use encroachment. Prohibit additional encroachment of incompatible uses into industrial areas in Lindenville and East of 101, except where residential growth is planned. Policy LU-6.3: Encourage redevelopment of older or marginal industrial areas. Encourage the redevelopment of existing older or marginal industrial areas with new, Mixed Industrial High areas. Facilitate creative and innovative building and space design to support emerging industrial uses. Policy LU-6.4: Monitor Industrial land availability. Monitor the availability of industrial land and building square footage. Policy LU-6.5: Preserve production, distribution, service, and repair (PDR) businesses. Preserve production, distribution, and repair (PDR) businesses in South San Francisco. Policy LU-6.6: Encourage non-polluting industries. Encourage development of non-polluting industries that are not major sources of air, water, or noise pollution. Policy LU-6.7: Provide efficient permitting of industrial uses. Continue to provide efficient permitting and transparent development processes to ensure City government is friendly to industrial development. Policy LU-6.8: Maintain industrial circulation in Lindenville and East of 101. As residential and mixed uses are added to Lindenville and East of 101, maintain vehicular infrastructure and improve circulation to accommodate vehicular transportation needs for industrial land uses, including logistics and warehousing land uses, and minimizing conflicts with new uses. Policy LU-6.9: Goods movement in Lindenville and East of 101. Maintain an up-to-date truck routes map that minimizes exposures to sensitive land uses. Manage truck idling in new residential neighborhoods in Lindenville and East of 101. GOAL LU-7: A diverse economy and range of businesses by maintaining, beautifying, and expanding spaces for neighborhood commercial, including retail, restaurants, and small offices. INTENT: To nurture and provide opportunity for businesses to succeed in South San Francisco. Policy LU-7.1: Promote complete neighborhoods. Promote new commercial uses and revitalize existing commercial areas in locations that provide convenient access to a range of goods and services. Policy: LU-7.2 Concentrate neighborhood-serving commercial. Allow existing strip commercial corridors like El Camino Real to intensify with standalone residential uses and concentrate neighborhood- serving commercial uses into mixed use activity centers. Policy LU-7.3: Determine incentives to create community facilities. Determine development incentives to encourage the creation of additional community facilities, including early childhood education, community space, artist space, and workforce training centers. Potential incentives could include not counting such uses towards floor area ratio maximums, providing density bonuses, and similar provisions. Policy LU-7.4: Intensify low-density strip commercial and shopping centers. Intensify low-density strip commercial and shopping centers into mixed use activity centers that are accessible to transit options. Policy LU-7.5: Foster pedestrian and bicycle access in neighborhood commercial development. Require new commercial development to foster pedestrian and bicycle access by minimizing building setbacks from the sidewalk, providing safe, accessible pedestrian connections, and creating secure and convenient bike storage. Policy LU-7.6: Support business upkeep and maintenance. Develop programs to support building upkeep and maintenance and formalized partnerships with business associations. Policy LU-7.7: Affordable spaces for emerging businesses. Support affordable and flexible commercial and industrial building space for new and emerging businesses. Policy LU-7.8: Allow Mobile Vendors. Encourage pop- up stores and cafes to be located in public and private spaces that are empty or underutilized to create an amenities-rich environment that attracts residents and visitors. 47 SHAPE SSF: 2040 GENERAL PLAN LAND USE AND COMMUNITY DESIGN 5 74 75 GOAL LU-8: A network of attractive, pedestrian-oriented, human-scale and well-landscaped streets and civic spaces throughout the city for all ages and abilities. INTENT: To foster pedestrian connectivity and beautify the public realm to improve community health and safety and strengthen South San Francisco’s distinct community character. Policy LU-8.1: Expand arts and cultural programming in public spaces. Expand arts and cultural programming in South San Francisco’s public spaces. Policy LU-8.2: Create an attractive pedestrian environment. Facilitate a diverse and attractive pedestrian environment through the provision of street furniture, lighting, and other amenities. Policy LU-8.3: Improve pedestrian connections and sidewalks. Improve pedestrian connections and sidewalk infrastructure across the city, especially between residential and commercial areas, keeping in mind mobility needs of children, families, seniors, and people with disabilities. Policy LU-8.4: Require street trees. Require new development to add street trees along streets and public spaces that provide shade, attractive landscaping, and contribute positively towards public health outcomes and climate mitigation and adaptation. Policy LU-8.5: Provide plazas and gathering places. Improve existing and create new plazas and public gathering places throughout the city. Policy LU-8.6: Sustainable design in the public realm. Encourage use of sustainable design features in the public realm, including sustainable building and construction materials, permeable paving, drought- tolerant landscaping, and green infrastructure. Policy LU-8.7: Improve the Colma Creek public realm. Improve the public realm along Colma Creek to beautify the city and enhance the creek as a recreational amenity. Policy LU-8.8: Maintain and protect public views. Maintain and protect unique public views of the city, the bay, and local landmarks from major thoroughfares and hillside open spaces. Policy LU-8.9: Ensure ADA accessibility. Ensure all new developments, public infrastructure and facilities, and transit infrastructure meet ADA accessibility standards. Policy LU-8.10: Ensure adequate infrastructure and utilities. Ensure adequate infrastructure and utility services (electricity, water, internet) for all future development and when feasible, underground utilities (new and existing) to enhance the public realm. Policy: LU-8.11 Transfer of development rights for non-active rail spurs. Incentivize owners of properties with non-active rail spurs to transition land to open space or transportation uses by allowing owners to transfer development rights to parcels within the sub-area. GOAL LU-9: High level of quality in architecture and site design in all renovation and construction of buildings. INTENT: To develop safe, attractive, and inviting buildings and sites. Policy LU-9.1: Create new and update existing design guidelines and development standards. Create new and update existing design guidelines and development standards, including form-based codes, aspirational design standards, and design guidelines. Policy LU-9.2: Encourage architectural and visual interest in new development. Encourage distinctive architecture and elements that add visual interest to buildings to enhance people’s perceptions of South San Francisco as an interesting and inviting place. Policy LU-9.3: Require quality building materials. Require high-quality, long-lasting building materials on all new development projects in the city. Policy LU-9.4: Require walkable and inviting buildings and spaces. Require building design that creates walkable and inviting spaces, such as locating parking behind buildings, allowing for outdoor plazas and dining, and locating building frontages in close proximity to the sidewalk edge, where appropriate. Policy LU-9.5: Orient buildings to public spaces. When possible, orient buildings to face streets, public spaces, or shared private spaces. IMPLEMENTATION ACTIONS Policy Implementation Action Priority Primary Responsibility GOAL LU-1: Create complete neighborhoods, where residents can access most of their everyday needs within a short walk, bike, or transit trip. Policy LU-1.1 Action LU-1.1.1: Maintain vacant building inventory. Maintain an inventory of vacant buildings and encourage developers and potential business owners to locate their development/ businesses in areas most in need of their resources. Medium Economic Development and Housing Division (ECD) Action LU-1.1.2: Implement mixed use rezoning. Identify key activity areas that currently feature single-use commercial or residential zoning designations, and re-zone to allow for mixed use development that could provide more convenient access to local commercial. High Planning Division (ECD) Action LU-1.1.3: Complete neighborhoods study. Initiate a study to determine appropriate locations for siting everyday needs, including services, healthy food, public facilities, and shopping within a short walk, bike, or transit trip of all residents. Medium Planning Division (ECD) Policy LU-1.2 Action LU-1.2.1: Department coordination for complete neighborhoods planning. Ensure coordination between the Economic & Community Development and Public Works Departments to align needed transportation improvement projects with land use planning in complete neighborhoods. Medium Planning Division (ECD) Action LU-1.2.2: Develop infrastructure improvement program for complete neighborhoods. Develop a formal program and structure to evaluate and facilitate the repair, maintenance, and expansion of bicycle, pedestrian, and transit infrastructure in complete neighborhoods. Medium Planning Division (ECD) Policy LU-1.3 Action LU-1.3.1: Rezoning and public easements for healthy foods. Identify parcels and areas in public rights-of-way that can facilitate community gardens and re-zone to allow urban agriculture. Medium Planning Division (ECD) Policy LU-1.5 Action LU-1.5.1: Funding for neighborhood events. Seek funding, sponsors, and partnerships to provide community involvement programs such as Light Up the Night, Neighbors Night Out, and other similar activities and programs designed to strengthen neighborhoods. Medium City Manager Refer to the Implementation Matrix within the "Our Plan to Get There" chapter to view additional information regarding implementation actions such as timeframe and secondary department responsibilities. 48 SHAPE SSF: 2040 GENERAL PLAN LAND USE AND COMMUNITY DESIGN 5 76 77 Policy Implementation Action Priority Primary Responsibility Policy LU-1.6 Action LU-1.6.1: Zone for Childcare and pre-K. Revise the Zoning Ordinance to allow childcare and pre-K facilities throughout the city.High Planning Division (ECD) Action LU-1.6.2: Fund and expand childcare and pre-K. Coordinate with public institutions, including San Mateo County, and seek State, federal, and private funding sources to maximize resources to fund and expand childcare, including after-school care, and pre-K in South San Francisco. High Recreation Division (P&R) GOAL LU-2: Equitable transit-oriented communities near transit centers, including SamTrans stops and Caltrain and BART stations, that mix high quality development, affordable housing, community services, and improved mobility options. Policy LU-2.1 Action LU-2.1.1: Explore incentives to increase the provision of affordable housing. Explore updates to the City's Inclusionary Housing Ordinance that would provide incentives to increase the provision of affordable housing units throughout the city. High Economic Development and Housing Division (ECD) Action LU-2.1.2: Develop Specific Plans around transit centers. Initiate a request for proposals (RFP) process to develop specific plans around key transit centers, including Caltrain and BART. High Planning Division (ECD) Action LU-2.1.3: Update existing Specific Plans. Following adoption of the General Plan, review the existing Oyster Point Specific Plan (2011) and others and make changes to ensure consistency. High Planning Division (ECD) Action LU-2.1.4: Community benefits framework. Continue to update the community benefits framework that requires new non-residential development near transit centers to contribute to community goals and amenities, including parks and public spaces, affordable housing, and transportation demand management. Medium Planning Division (ECD) Action LU-2.1.5: Community engagement near transit centers. Engage closely with residents, business owners, and other stakeholders to ensure the community receives desired benefits from new development at transit centers and to ensure the community is apprised of development. Medium Planning Division (ECD) Policy LU-2.3 Action LU-2.3.1: Coordination with local and regional transit agencies. Ensure coordination between local agencies including Community Development Department, Transportation Department, and Public Works, along with regional transit agencies including Caltrain, BART, and SamTrans to align mobility and infrastructure improvements efforts. Medium Planning Division (ECD) Policy Implementation Action Priority Primary Responsibility Policy LU-2.3 Action LU-2.3.2: Incorporate wayfinding signage. Incorporate wayfinding signage near transit to guide people to local destinations, including schools, Downtown, parks, shopping, healthcare, and public facilities. Medium Planning Division (ECD) Action LU-2.3.3: Incorporate gateway elements near transit centers. Incorporate local art, gateway signage, and landscaping near major transit centers to welcome people to South San Francisco and imbue these areas with local identity. Medium Planning Division (ECD) Action LU-2.3.4: Upgrade pedestrian/bicycle scaled lighting. Determine areas where pedestrian- and bicycle-scaled lighting could be installed to create safe and dynamic corridors and destinations Medium Planning Division (ECD) Policy LU-2.4 Action LU-2.4.1: Mobility hubs study. Conduct study to determine financial costs, infrastructural needs, economic feasibility, and community desire for mobility hubs.Medium Planning Division (ECD) Policy LU-2.5 Action LU-2.5.1: Study parking strategies near transit centers. Study potential parking strategies near transit centers, including parking maximums, park-once strategies, parking fees, and shared parking. Low Planning Division (ECD) GOAL LU-3: A diverse range of housing options that create equitable opportunity for people of all ages, races/ethnicities, abilities, socio-economic status, genders, and family types to live in South San Francisco. Policy LU-3.1 Action LU-3.1.1: Coordinate with SSFUSD regarding housing on closed school sites. Work with the South San Francisco Unified School District (SSFUSD) to study the potential of developing housing and community services, such as childcare, on closed school sites, including the former Foxridge school site. Medium City Manager Action LU-3.1.2: Allow housing on sites with institutional uses. Revise the Zoning Ordinance to allow housing development on sites used for institutional purposes, such as educational facilities and churches. High Planning Division (ECD) Action LU-3.1.3: Develop workforce housing program. Partner employment growth with residential development through partnerships with large employers, density bonuses, height bonuses, transfer of development rights, and other similar incentives. Medium Economic Development and Housing Division (ECD) 49 SHAPE SSF: 2040 GENERAL PLAN LAND USE AND COMMUNITY DESIGN 5 78 79 Policy Implementation Action Priority Primary Responsibility Policy LU-3.9 Action LU-3.9.1: Encourage preservation and upkeep of naturally-occurring affordable housing. Study and implement programming and regulations to encourage preservation and upkeep of existing naturally-occurring affordable housing (NOAH), such as rental protections for residents in NOAH units. Medium Economic Development and Housing Division (ECD) Action LU-3.9.2: Explore equity homeownership models. Explore expanded use of shared equity homeownership models, including a community land trust, to increase home ownership.Low Economic Development and Housing Division (ECD) GOAL LU-6: Opportunities for industrial uses to thrive in Lindenville and East of 101. Policy LU-6.3 Action LU-6.3.1: Encourage property assemblage and master planning. Encourage the assemblage of adjacent parcels by providing greater development incentives for master planned redevelopment of specific locations than would be available for development on a parcel-by- parcel basis. Medium Planning Division (ECD) Action LU-6.3.2: Provide density bonuses for assembled parcels. Develop density bonus program for assembled parcels and/or master planned parcels of former industrial uses or commercial transitioning to residential uses. Medium Planning Division (ECD) Policy LU-6.5 Action LU-6.5.1: Establish flexible development standards for industrial uses. Establish flexible development standards (including FAR) that allow industrial uses to make building improvements and change with market conditions. Medium Planning Division (ECD) Policy LU-6.6 Action LU-6.6.1: Cleanup of Hazardous sites. Seek funding to finance cleanup and redevelopment of contaminated sites.Medium Sustainability (CM) Policy Implementation Action Priority Primary Responsibility Policy LU-6.7 Action LU-6.7.1: Online permitting. Seek efficiencies to make development permitting as simple and efficient as possible, including incorporating online permitting.Medium Building Division (ECD) Action LU-6.7.2: Streamline permitting for specific uses. Identify industrial uses that benefit from proximity to the airport and life sciences cluster and create streamlined permitting to attract such uses. Medium Planning Division (ECD) GOAL LU-7: A diverse economy and range of businesses by maintaining, beautifying, and expanding spaces for neighborhood commercial, including retail, restaurants, and small offices. Policy LU-7.6 Action LU-7.6.1: Develop programs related to building upkeep and maintenance. Develop programs, such as the formation of Business Improvement Districts, to support building upkeep and maintenance, signage, and façade improvements for neighborhood commercial and small businesses. Medium Economic Development and Housing Division (ECD) Action LU-7.6.2: Support formalization of business associations. Support formalization of several local business associations to better coordinate with SSF Chamber of Commerce in addressing neighborhood or district-specific challenges. Medium Economic Development and Housing Division (ECD) Policy LU-7.8 Action LU-7.8.1: Create standards for mobile food markets. Support greater street life by allowing food vendor markets at centrally located spots.Medium Planning Division (ECD) GOAL LU-8: A network of attractive, pedestrian-oriented, human-scale and well-landscaped streets and civic spaces throughout the city for all ages and abilities. Policy LU-8.1 Action LU-8.1.1: Identify arts and cultural districts. Identify areas and cultural resources that make up distinct cultural districts.Medium Planning Division (ECD) Action LU-8.1.2: Create design policies for arts and cultural areas. Identify actions that can bring the arts, culture, and significant natural features closer to the community. Implement small-scale public realm projects, such as identifying graphics, sidewalk and streetscape improvements, wayfinding, and public art. Low Recreation Division (P&R) Action LU-8.1.3: Identify financing for arts and cultural programming. Study potential of financing public art and cultural programming in public spaces, along roadways, and along Colma Creek through the development of an Arts and Cultural Program. Medium Recreation Division (P&R) 50 SHAPE SSF: 2040 GENERAL PLAN LAND USE AND COMMUNITY DESIGN 5 80 81 Policy Implementation Action Priority Primary Responsibility Policy LU-8.2 Action LU-8.2.1: Consider a city-wide streetscape master plan.High Planning Division (ECD) Action LU-8.2.2: Street corridor design standards. Identify corridors of visual significance in the city and develop a set of cohesive standards for landscaping, lighting, street furniture, sidewalk and crosswalk design, utility placement and treatment, and other elements for the respective corridors. This action is related to the street typology concept presented in the Mobility Element. Medium Planning Division (ECD) GOAL LU-9: High level of quality in architecture and site design in all renovation and construction of buildings. Policy LU-9.1 Action LU-9.1.1: Aspirational design standards. Consider creating aspirational design standards, rather than minimum standards, that lead to more successful developments.Medium Planning Division (ECD) Action LU-9.1.2: Form-based codes. Develop form-based codes for the new mixed use and high-density residential areas proposed in the Lindenville, East of 101 and El Camino Real sub-areas. Medium Planning Division (ECD) Action LU-9.1.3: Create location-specific design guidelines. Create location-specific design guidelines that help to reinforce the character of a neighborhood, such as the industrial history of Lindenville. Medium Planning Division (ECD) Action LU-9.1.4: Periodic review of development procedures. Review the city’s design guidelines, development standards and development review procedures on a periodic basis to allow for new and innovative design techniques and evolving technologies. Medium Planning Division (ECD) Policy LU-9.3 Action LU-9.3.1: Create building materials list. Establish a list of preferred and discouraged building materials for different building, walls, and fence types. Consider developing distinctive standards for different zoning classifications, emphasizing durability, aesthetics, and visual continuity in materials and design. Low Planning Division (ECD) Policy LU-9.4 Action LU-9.4.1: Develop utility equipment design standards. Develop and adopt new standards to minimize the detrimental appearance of accessory utility equipment (transformers, cable cabinets, utility meters, utility lines, etc.) by integrating them into less prominent areas of the site or by screening them with landscaping, artistic features, or architectural materials compatible with the primary structures. Ensure that such facilities are sited so as not to impede pedestrian access. Low Planning Division (ECD) PERFORMANCE METRICS PERFORMANCE METRIC: Housing near transit Target Increase the number of housing units within a half-mile radius of BART and Caltrain stations and other high- quality public transit service 2021 DATA: 1498 DWELLING UNITS WITHIN 10 MINS. (HALF MILE) TO HIGH QUALITY TRANSIT.Data Source County Assessor Data Sunshine Gardens El C a m i n o R e a l Winston-SerraOutside of CityBART Tracks B A R T Tr a c k s BART Tracks B A R T Tra cks BART Tracks BART Tracks 0.5 Mile RadiusSouth San Francisco BART Station Land within 0.5 Mile Proximity of SSF BART Station Caltrain Route Caltrain Route Caltrain Route Caltrain Route Caltrain Route Caltrain RouteEast of 101Lindenville Downt o w n Sign Hil l 0.5 Mile Radius South San Francisco Caltrain Station Land within 0.5 Mile Proximity of SSF Caltrain Station 51 SHAPE SSF: 2040 GENERAL PLAN LAND USE AND COMMUNITY DESIGN 5 82 83 PERFORMANCE METRIC: Complete neighborhoods, where residents can reach community amenities (e.g., grocery stores and retail), public facilities (e.g., parks and community centers) and services (e.g., health care and affordable childcare) within a 20-minute walk Target All residences are within a complete neighborhood PERCENT OF POPULATION WITHIN COMPLETE NEIGHBORHOODS: 86% OF POPULATION PERFORMANCE METRIC: Building square footage of industrial, research and development (R&D), and office uses. PERFORMANCE METRIC: Increase the number of housing units by permitting housing at low, moderate, and above-moderate income levels Target Stable or increasing supply of building square footage for employment uses 2021 DATA: 27,003,540 SQUARE FEET Data Source County Assessor Data Target 871 very low income units, 502 low income units, 720 moderate income units, 1863 above moderate income units for a total of 3,956 housing units.2023-2031 TARGET DATE PROGRESS: 0% COMPLETED Data Source HCD Annual Progress Reports San Bruno Mountain State & County Park San Francisco Bay Ferry Terminal San Bruno Creek C o l m a C r e e k AirportBlvdChestnut AveE Grand Ave Grand Ave Oyster Point Blvd SAirpor t Bl v dH ills id e B lv d F or bes Blvd Gateway B lv d DNAWaySisterCitiesBlvd E l Ca mi n o R e a lJunipero Ser r a Bl vdW e s tb o roughBlvdC alla n B lv d H i c k e y B l v d SpruceA v e S Linden AveUtah AveSSpruceAveGellertBlvd §¨¦380 §¨¦280 ¬«35 ¬«82 £¤101 Unincorporated Area City of Pacifica City of San Bruno City of Colma City of Daly City City of Brisbane San Francisco International Airport °0 0.5 10.25 Miles !!!!!City of South San Francisco Unincorporated Area in City Sphere Ferry Terminal Caltrain Station Caltrain BART Station BART Highway Arterial Roads Local Roads City Parks and Joint Facilities Context Parks Waterbody Sources: City of South San Francisco (2019); County of San Mateo (2019); Urban Footprint (2021); ESRI (2021). k Key Activity Center !³Supermarkets Ja Public Transit Stops !k Schools "'Healthcare Facilities 20-minute Walkshed by Activity Center BART Chestnut Ave and El Camino Real Downtown South Spruce Ave and El Camino Real Westborough Shopping Center BART Chestnut Ave & El Camino Real Downtown South Spruce Ave & El Camino Real Westborough Shopping Center City of South San Francisco BART Station Caltrain Station Arterial Road Unincorporated Area in City Sphere BART Context Parks Caltrain Local Road Ferry Terminal Station Key Activity Center Supermarkets Public Transit Stops Schools Healthcare Facilities Highway Waterbody 20-Minute Walkshed by Activity Center Sources: City of South San Francisco (2019); County of San Mateo (2019); Urban Footprint (2021); ESRI (2021). 52 SHAPE SSF: 2040 GENERAL PLAN SUB-AREAS 6 84 85 CHAPTER 6Sub-Areas 6 PART II: OUR PLACEDistinct Community Sub-Areas Connectivity 53 SHAPE SSF: 2040 GENERAL PLAN SUB-AREAS 6 86 87 WHERE WE WANT TO BE IN THE FUTURE Distinct community sub-areas with unique character, architectural diversity, and land uses. Opportunities for people earning all income levels and comprising a variety of household compositions to live a high quality of life in all sub-areas. Connectivity to services, jobs, public facilities, and transportation within and between sub-areas.Gateway Blvd. East of 101 Sub-AreaHow Our Plan Gets Us There While the citywide policies in the Land Use and Community Design Element are expected to be applied throughout all of South San Francisco, many local interventions and actions are needed on a smaller scale to address issues and concerns unique to certain neighborhoods, shown in Figure 7. The Sub-Areas Element augments citywide goals and policies from the Land Use and Community Design Element and provides policies and implementation actions specific to South San Francisco’s unique sub- areas. The Sub-Areas Element establishes a detailed range of policies related to housing, employment, public realm, connectivity, and more in the Downtown, East of 101, El Camino Real, and Lindenville sub-areas, which are the sub-areas anticipated to undergo the most change under the General Plan horizon. For the other residential sub-areas, little change is expected over the General Plan horizon and, thus, the General Plan establishes a framework to enhance existing assets and character. The Sub-Areas Element expands on Goal 1 of the Land Use Element, which prioritizes the creation of complete neighborhoods where residents can access most of their daily needs within a short walk, bike, or transit trip. Figure 8 depicts existing complete neighborhoods, showing daily amenities, including supermarkets, public transit stops, schools, and healthcare facilities within a 20-minute walkshed of key activity centers including the South San Francisco BART Station, Chestnut Avenue and El Camino Real, Downtown, South Spruce Avenue and El Camino Real, and Westborough Shopping Center. The Sub-Areas Element identifies policies and actions both to enhance access to existing amenities identified in this Figure and to promote development of daily amenities currently missing within a 20-minute walk of these activity centers. 54 San Bruno Mountain State & County Park San Francisco Bay Ferry Terminal San Bruno Creek C o l m a C r e e k AirportBlvdChestnut AveE Grand Ave Grand Ave Oyster Point Blvd SAi rpor t Bl vdH ills id e B lv d F o rbes Blvd Gateway B lv d DNAWaySisterCitiesBlvd E l Ca mi n o R e a lJunipero Ser r a Bl vdW e s tb o roughBlvdC a ll a n B l v d H i c k e y B l v d SpruceA v e S Linden AveUtah AveSSpruceAveGellertBlvd §¨¦380 §¨¦280 ¬«35 ¬«82 £¤101 Unincorporated Area City of Pacifica City of San Bruno City of Colma City of Daly City City of Brisbane San Francisco International Airport °0 0.5 10.25 Miles !!!!!City of South San Francisco Unincorporated Area in City Sphere Ferry Terminal Caltrain Station Caltrain BART Station BART Highway Arterial Roads Local Roads City Parks and Joint Facilities Context Parks Waterbody Sources: City of South San Francisco (2019); County of San Mateo (2019); Urban Footprint (2021); ESRI (2021). k Key Activity Center !³Supermarkets Ja Public Transit Stops !k Schools "'Healthcare Facilities 20-minute Walkshed by Activity Center BART Chestnut Ave and El Camino Real Downtown South Spruce Ave and El Camino Real Westborough Shopping Center SHAPE SSF: 2040 GENERAL PLAN SUB-AREAS 6 88 89 Figure 7: Sub-Areas East of 101 Avalon-Brentwood Downtown Lindenville Sunshine Gardens Orange Park Westborough Paradise Valley/Terrabay Winston Serra Sign HillEl Camino RealSources: City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021).City of South San Francisco BART Station Caltrain Station Arterial Road Unincorporated Area in City Sphere BART Context Parks Caltrain Local Road Ferry Terminal Station Highway Waterbody Figure 8: Complete Neighborhoods BART Chestnut Ave & El Camino Real Downtown South Spruce Ave & El Camino Real Westborough Shopping Center Sources: City of South San Francisco (2019); County of San Mateo (2019); Urban Footprint (2021); ESRI (2021).City of South San Francisco BART Station Caltrain Station Arterial Road Unincorporated Area in City Sphere BART Context Parks Caltrain Local Road Ferry Terminal Station Key Activity Center Supermarkets Public Transit Stops Schools Healthcare Facilities Highway Waterbody 20-Minute Walkshed by Activity Center City Parks, Open Space, & Joint Facilities 55 SHAPE SSF: 2040 GENERAL PLAN SUB-AREAS 6 90 91 DOWNTOWN The Downtown sub-area is located in the heart of the city, between Lindenville and Sign Hill. The area includes a broad mix of land uses, but as of 2019, residential uses account for 70% of land area. Park space is extremely limited, with only two parks (the City Hall Tot Lot and the Cypress and Pine Park) accounting for less than a half-acre. Downtown contains the city’s two historic retail corridors, Grand Avenue and Linden Avenue. Each is defined by zero setback buildings with lively storefronts, but each is relatively short, lasting only a few blocks. The sub-area includes a large concentration of locally-designated historic landmarks, particularly along Grand Avenue, and the Grand Avenue Commercial Historic District, among other cultural and historic resources. Downtown houses just under one-fifth of the City’s entire population, and its residents are far more likely to be under 18, far less likely to be over 65, and more likely to identify as Hispanic/Latino compared to citywide averages. Vision Statement Downtown is a home and gathering place for people of different income levels, races, and ethnicities. It is a center of art and culture, small and local business, housing, and transit that embrace the entire community. It celebrates the culture and history of the Downtown and of its residents. New growth is balanced with policies, actions, and investments to protect vulnerable residents, homes, and businesses from displacement, allowing them to sustain roots in the community. New community gathering spaces provide opportunities for existing and new residents to connect and interact. The General Plan maintains Downtown as the heart of South San Francisco. It retains the core community land use vision articulated in the Downtown Station Area Specific Plan (DSASP) to create a vibrant and successful community center and a source of local pride. Like the DSASP, the General Plan retains historic activity-filled commercial corridors along Grand Avenue and Linden Avenue and compatible land use and density standards in surrounding residential neighborhoods. It promotes new residential, mixed use, and employment uses in order to support a sustainable and thriving Downtown. The General Plan retains most existing DSASP land use designations and policy in order to create predictable, incremental growth in Downtown. New policies also address the impacts of growth and gentrification on existing residents and businesses. South San Francisco has a vivid arts and cultural identity and much of the city’s arts and cultural community is centered in Downtown. An important aim of this General Plan is to celebrate the history, culture, and diversity of Downtown and its residents and maintain Downtown as the heart of the community by retaining small, culturally diverse businesses and providing resources and programming to support arts, culture, and Downtown’s heritage. City Hall Housing in Downtown Grand Ave. Medium High Density Residential Grand Avenue Core High Density Mixed UseLow Density Residential Low Density Mixed Use Downtown Residential Core Medium Density Residential Lindenville Neighborhood Center Urban Residential High Density Residential Public Parks and Recreation Downtown Transit Core General Plan Land Use Designations 56 SHAPE SSF: 2040 GENERAL PLAN SUB-AREAS 6 92 93 The El Camino Real sub-area is the central corridor of the city, extending more than two and a half miles from northwest to southeast. It has a mix of land uses, though retail is the most common use. It contains approximately one-tenth of the city’s entire population, and its residents are less likely to be children and more likely to be seniors. The General Plan aims to create a dynamic and accessible boulevard for all. El Camino Real transforms from a regional thoroughfare to a “Grand Boulevard,” complete with comfortable accommodations to facilitate multiple modes of transportation and generous street furniture, signage, and landscaping that enhance the appearance of the corridor. Improved bicycle, pedestrian, and transit connectivity provide opportunities for non-auto travel along and to the corridor. A new street will connect El Camino Real to Sunshine Gardens, improving connectivity to and from the El Camino Real sub-area. Vision Statement A dynamic and re-envisioned boulevard that is a safe and healthy place for transit riders, pedestrians, and cyclists, with a diverse mix of commercial and residential, and open space uses. EL CAMINO REAL The General Plan pinpoints strategic locations to support increased housing density and mixed uses along El Camino Real. These activity centers are the South San Francisco BART station, the El Camino Real/Chestnut Avenue area, and the South Spruce Avenue area. The activity centers are imagined as complete neighborhoods, will include spaces for social gathering, shopping, and entertainment to enable residents, employees, and visitors to meet their daily needs. The three activity centers already have many of these complete neighborhood components, including anchored institutional uses, and the potential for intensification of office, retail, and residential uses. The South San Francisco BART station area has potential for more housing production and increased daily services to serve new and existing residents. The General Plan imagines this area as a transit-oriented community, where residents have ample opportunity to use transit and active transportation to reach their destinations. To achieve this vision, improved connections are needed from the BART station to nearby destinations, including the Costco and other retail along El Camino Real, the Centennial Way Trail, and El Camino High School. The El Camino Real/Chestnut Avenue area activity center will be anchored by the South San Francisco Community Civic Campus. The Kaiser Permanente Medical Center, Orange Memorial Park, the Centennial Way Trail, and retail along El Camino Real are other major attractions in this area. Maximum allowed building heights for new buildings in the El Camino Real/Chestnut Avenue area would be reduced from presently-allowed maximums under the El Camino Real/Chestnut Avenue Area Plan in order to create harmonious height transitions from adjacent residential uses. The South Spruce Avenue area includes major auto-oriented commercial centers, including the Brentwood shopping center and the shopping center at the southeast corner of El Camino Real and South Spruce Avenue with the currently vacant anchor tenant space (formerly occupied by Safeway). It also includes the See’s Candy factory, a legacy industrial use in South San Francisco. Due to its proximity to the San Bruno BART station and the SamTrans bus corridor along El Camino Real, this area also has potential for more housing production in areas that comply with San Francisco International Airport land use compatibility regulations. Mixed Use Building Higher Density Housing Medium High Density Residential Medium Density Mixed Use Low Density Residential Low Density Mixed Use Open Space Community CommercialUrban Residential High Density Residential Public Parks and Recreation General Plan Land Use Designations Streams 57 SHAPE SSF: 2040 GENERAL PLAN SUB-AREAS 6 94 95 EAST OF 101 The East of 101 sub-area covers all parts of the city that lie to the east of Highway 101. By far the largest sub-area geographically, it covers over 1,600 acres, is defined by large parcels, and is bordered by the San Francisco Bay. The area primarily contains employment- generating land uses and includes office, life science and other R&D uses, logistics, food processing, manufacturing, and other industrial uses. Most life science uses are located north of East Grand Avenue, with the Genentech campus being the largest corporate campus in East of 101. At the present, South San Francisco is home to over 200 biotech companies, and there is room for continued expansion of these uses, particularly on infill sites and in planned campus environments, such as Oyster Point. South of East Grand Avenue, there are warehousing, logistics, manufacturing, and other industrial land uses that provide a diversity of employment opportunities. As of 2021, no residential zoning exists in this sub-area and there are no housing units or residents, though as part of the General Plan update, there is opportunity to introduce residential uses to East of 101 to create more complete neighborhoods with options for living, working, and recreation. Vision Statement East of 101 is a well-connected innovation district with a diverse mix of uses that serves as a model of sustainability, resilience, multimodal mobility, and economic opportunity. The General Plan advances the community vision of maintaining districts for R&D and industrial growth, while creating new neighborhoods that allow residential and supportive amenities and services. This vision allows for the growth and continued success of the life sciences as an economic engine for the city. Life science companies may intensify development north of East Grand Avenue, closer to key transportation corridors, in exchange for community benefits and district improvements. By allowing the life sciences area to grow through intensification rather than expanding its geographic area, the General Plan enables transportation, trade, and industrial uses to retain land area and continue to thrive in East of 101. These businesses, primarily to the south of East Grand Avenue, are supported by the City in efforts to adjust to emerging economic conditions and build long-term resilience to sea level rise and flooding. The General Plan creates new mixed use neighborhoods along South Airport Boulevard. Providing opportunities for living in East of 101 supports a long-term vision for an innovation district, places more housing near jobs and high-quality transit, and creates opportunity for a range of new housing for different income levels. Along South Airport Boulevard, residents will benefit from streetscape improvements and urban design that create a high-quality public realm along this currently commercial and industrial corridor. The General Plan supports the well- being of new East of 101 residents by providing convenient access to new parks and gathering spaces, neighborhood-serving retail and amenities, and public services. Caption Caption Gateway Childcare Center Oyster Point Marina New Development Open Space Parks & Recreation Public General Plan Land Use Designations Business Technology Park High East of 101 Mixed Use Business and Professional Office Business Technology Park Community Commercial Mixed Industrial Mixed Industrial High Oyster Point Coastal Commercial East of 101 Transit Core Streams 58 SHAPE SSF: 2040 GENERAL PLAN SUB-AREAS 6 96 97 LINDENVILLE The Lindenville sub-area is located in the central southern portion of the city, adjacent to the Downtown sub-area. It is in between Highway 101 and South Spruce Ave. The sub-area stretches over 400 acres and is largely comprised of manufacturing, food processing, warehousing, and other industrial uses, including some of the City’s historic “legacy” businesses, such as Produce Terminal and Bimbo Bakeries. The Southline Specific Plan area, adjacent to the San Bruno BART station, is also included in the Lindenville sub-area. As of 2021, Lindenville does not have residential units or park acreage. Vision Statement Lindenville is a vibrant and inclusive neighborhood that maintains a base of job opportunities, promotes the creative economy, and creates a new residential neighborhood where all people can thrive. Business & Professional Office Medium Density Mixed Use High Density Mixed Use Mixed Industrial Mixed Industrial High Open Space Parks & Recreation Public Low Density Mixed Use General Plan Land Use Designations The General Plan preserves small businesses and industrial uses while also creating a vibrant and inclusive neighborhood where all people can thrive. The General Plan allows Lindenville to strengthen its economic base, which includes a large number of small businesses and a high share of jobs in industry sectors, by retaining a large portion of its land area for service, transportation, and industrial uses. These non- residential areas may also provide opportunities for arts and the creative economy to continue growing and expanding in South San Francisco. Building on the transformation of Colma Creek into a walkable public amenity, the General Plan creates a new residential neighborhood in the northern part of this sub-area, north of Victory Avenue. At the present, this area is primarily occupied by warehousing and other industrial uses. Providing opportunities to live in Lindenville will support a sustainable and thriving Downtown and advance City goals to add a broad range of new housing for different income levels. Accommodating new residential growth outside of existing residential neighborhoods will also minimize visual, noise, and transportation impacts on existing residents. The General Plan supports the well-being of new Lindenville residents by providing convenient access to new parks and gathering spaces, neighborhood-serving retail and amenities, and public services. Edge conditions are particularly important in Lindenville. This area is adjacent to the Downtown and Orange Park sub-areas, so the scale of development transitions from medium densities south of Railroad Avenue to higher densities adjacent to Colma Creek. Person Operating Fork-lift Colma Creek Bimbo Bakeries Business Technology Park High East of 101 Mixed Use Industrial Transition Zone Streams 59 SHAPE SSF: 2040 GENERAL PLAN SUB-AREAS 6 98 99 RESIDENTIAL SUB-AREAS The following residential sub-areas are not expected to undergo major changes over the General Plan horizon. These sub-areas include: Avalon-Brentwood, Orange Park, Paradise Valley / Terra Bay, Sign Hill, Sunshine Gardens, Westborough, and Winston Serra. AVALON-BRENTWOOD The Avalon-Brentwood sub-area is located at the southwestern edge of the city, between I-280 and El Camino Real. It is primarily single-family residential uses with several large institutional uses. Major public uses include Avalon Park, Baden High School, Brentwood Park, Ponderosa Elementary School, Zamora Park, and the City’s Main Library. The sub-area also surrounds Country Club Park, an unincorporated area. It contains just under 10% of the city’s entire population. Vision Statement Avalon-Brentwood is a walkable, attractive, and safe neighborhood with a variety of housing options, accessible recreational amenities, and quality infrastructure. Medium High Density Residential San Mateo County Low Density Residential Low Density Residential School Open Space Public Parks and Recreation General Plan Land Use Designations 60 SHAPE SSF: 2040 GENERAL PLAN SUB-AREAS 6 100 101 ORANGE PARK The Orange Park Sub-Area is located in the center of the city, adjacent to Downtown, Lindenville, Avalon-Brentwood, and El Camino Real. The Orange Park sub-area is split between single- family residential, public, and park land uses and contains its eponymous park. As of 2021 it contains just around 5% of the City’s entire population. Vision Statement Orange Park is a high-quality place to live, learn, work, and play, and residents have ample opportunities to enjoy South San Francisco’s recreational amenities, including Orange Park, Colma Creek, and the Centennial Way Trail. PARADISE VALLEY/TERRABAY The Paradise Valley/Terrabay sub-area is located at the far northeastern edge of the city, located between Highway 101 and Sign Hill. It is primarily composed of single-family residential uses, parks and open space. This sub-area has several smaller subdivisions and neighborhoods, including Peck’s lot and the Terrabay subdivision. The area includes a large PG&E-owned open space and the north face of Sign Hill. It contains just over 5% of the city’s entire population. Residents are less likely to identify as White alone and more likely to identify as Asian or Pacific Islander compared to the citywide average. Vision Statement Paradise Valley/Terrabay is a scenic, safe, and livable neighborhood with convenient access to Downtown, retail and personal services, and open spaces. Medium High Density Residential Medium Density Mixed Use Low Density Residential Low Density Mixed Use School Medium Density Residential Parks and Recreation Streams Business Technology Park High Low Density Residential Low Density Mixed Use School Open Space Medium Density Residential Urban Residential Public Parks and Recreation General Plan Land Use Designations General Plan Land Use Designations 61 SHAPE SSF: 2040 GENERAL PLAN SUB-AREAS 6 102 103 SIGN HILL The Sign Hill sub-area is located in the center of the city, just north of the Downtown sub-area. It is mostly single-family residential and its signature park. It contains less than 5% of the city’s entire population, and its residents are generally representative of the city’s overall age and race/ethnicity profile. Vision Statement Buildings, streetscapes, open spaces, and the famous South San Francisco Hilltop sign imbue Sign Hill with character, and residents are easily able to access Downtown, open spaces, and amenities throughout the city. SUNSHINE GARDENS The Sunshine Gardens sub-area is located in the northwestern side of the city, north of El Camino Real and east of the Downtown and Sign Hill sub-areas. Approximately three-quarters of total land area is residential, including middle-density and multifamily residential. Major public uses include El Camino High School and Sunshine Gardens Elementary School. It contains just over 15% of the city’s total population, and its residents are generally representative of the city’s overall age profile. Vision Statement Sunshine Gardens is an attractive neighborhood that offers quality housing options, greenery and access to parks and recreational amenities, and convenient transportation connections to the wider South San Francisco community and region. Low Density Residential School Open Space Medium Density Residential Public Parks and Recreation Medium High Density Residential Low Density Residential Low Density Mixed Use School Open Space Medium Density Residential Public Parks and Recreation General Plan Land Use Designations General Plan Land Use Designations 62 SHAPE SSF: 2040 GENERAL PLAN SUB-AREAS 6 104 105 WESTBOROUGH The Westborough sub-area is located at the far western edge of the city, west of Interstate 280. It is characterized mostly by residential uses, parks and open space, and commercial uses. It is home to the Westborough Shopping Center, and a small shopping center located at Keller and Westborough Blvd. It also contains Westborough Middle School, Westborough Park and Recreation Center, Cal West Park, Sellick Park, Fire Station #64, and a small portion of Monte Verde Elementary. Westborough contains one-fifth of the city’s entire population, and its residents are generally older. This area has the largest population of Asian or Pacific Islanders in the city (73%). Vision Statement Westborough is a comfortable environment for residents who benefit from excellent access to services, recreational opportunities, and diverse commercial spaces. WINSTON SERRA The Winston Serra sub-area is located at the far northwestern edge of the city between I-280 and El Camino Real. It contains primarily single-family residential uses with several large public uses, including: Alta Loma Middle School, Alta Loma Park, Buri Buri Elementary School, Buri Buri Park, Clay Park, Unitek Nursing College, and three Winston Manor parks. The sub-area contains just over 15% of the city’s entire population. Its residents are generally representative of the City’s overall age profile. Vision Statement Winston Serra is a livable, safe, and healthy neighborhood, where residents have convenient access to local and city-wide services, quality housing opportunities, and excellent parks and public spaces. Medium High Density Residential Low Density Residential School Open Space Medium Density Residential Community Commercial Parks and Recreation Medium High Density Residential Low Density Residential Low Density Mixed Use School Open Space Medium Density Residential Parks and Recreation General Plan Land Use Designations General Plan Land Use Designations 63 SHAPE SSF: 2040 GENERAL PLAN 6 106 SUB-AREAS 107 POLICY FRAMEWORK Intersection of Grand and Linden Ave. in Downtown Downtown GOAL SA-1: The City supports existing neighborhood commerce and provides opportunities to expand commercial Downtown. INTENT: To ensure Downtown retains and attracts successful commercial businesses. Policy SA-1.1: Reinforce Downtown dining and retail. Reinforce Downtown as a dining and retail destination for all, maintaining the cultural diversity of businesses and allowing and encouraging outdoor dining in the public right of way. Policy SA-1.2: Support small locally-owned businesses. Continue to provide assistance to support small locally-owned businesses and develop a mechanism to support building upkeep and maintenance, signage, and façade improvements for Downtown businesses. Policy SA-1.3: Support community-based organizations. Support community-based organizations in Downtown South San Francisco and directly engage with these groups during planning and development processes. GOAL SA-2: The history and culture of Downtown and its residents are celebrated through arts and cultural resources. INTENT: To support arts and culture and create a distinct visual identity Downtown. Policy SA-2.1: Strengthen Downtown identity. Strengthen Downtown’s identity as a center for arts and culture in South San Francisco. Policy SA-2.2: Protect historic buildings. Protect historic buildings and the local building fabric in the Downtown through adaptive reuse and other strategies.Housing in Downtown64 SHAPE SSF: 2040 GENERAL PLAN SUB-AREAS 6 108 109 GOAL SA-3: The City promotes new residential, mixed use, and employment uses to add business patrons and residents to create a sustainable and thriving Downtown, while maintaining a scale and character that is complementary to existing uses. INTENT: To diversify land uses to be mutually beneficial to residents and businesses. Policy SA-3.1: Implement the Downtown Station Area Specific Plan. Continue to implement the Downtown Station Area Specific Plan and update as necessary. Policy SA-3.2: Create mixed use neighborhood centered along Colma Creek. Create a new mixed use residential neighborhood centered along Colma Creek within a short walk of Downtown amenities and services that provides a range of housing types for all income levels and household groups. Policy SA-3.3: Balance parking needs and impacts Downtown. Balance the need for parking to support a thriving Downtown with the need to minimize the impacts of parking upon a vibrant pedestrian, bicycle, and transit-oriented neighborhood. Policy SA-3.4: Focus housing growth Downtown. Focus housing growth Downtown around the Caltrain Station and along Airport Boulevard. Policy SA-3.5: Encourage Downtown parcel aggregation. Encourage flexibility in allowing developers to aggregate parcels. GOAL SA-4: New opportunities are created to live Downtown and to protect existing residents against threats of displacement. INTENT: To give all people – current and future – opportunities to live and remain in Downtown. Policy SA-4.1: Preserve existing affordable housing. Protect existing residents from displacement by preserving existing affordable housing, increasing assistance for renters, and exploring homeownership models. Policy SA-4.2: Leverage publicly-owned land Downtown. Leverage South San Francisco’s inventory of publicly-owned land Downtown to support housing affordability. Policy SA-4.3: Encourage moderate density housing types. Encourage development of moderate density housing types to increase the supply and diversity of housing Downtown. GOAL SA-5: New improvements are focused on Grand Avenue and Linden Avenue to restore these historic corridors to once again being the focus of the community. INTENT: To strengthen and enhance the public realm of Grand and Linden Avenues. Policy SA-5.1: Improve Downtown pedestrian and bicycle network. Construct safe, comfortable, and accessible pedestrian and bicycle facilities that invite people of all ages and abilities to access Downtown amenities and services, Caltrain, Colma Creek and employment in East of 101 and Lindenville through techniques such as sidewalk bulbing, lighting improvements, and signage. Policy SA-5.2: Maintain Downtown properties and businesses. Support property and business owners along Grand Avenue and Linden Avenue in efforts to maintain buildings and upkeep façades, respectively. Policy SA-5.3: Enhance Downtown streetscapes. Improve the streetscape along Grand Avenue and Linden Avenue by incorporating outdoor seating, lighting, street trees, and other street furniture through the adoption of design guidelines. Policy SA-5.4: Improve Downtown signage. Improve connections from Downtown to East of 101, the Caltrain Station, and Colma Creek by adding directional signage and improving signage and other street amenities. GOAL SA-6: Contextual building design and development benefits current and future residents. INTENT: To ensure new buildings and development benefits Downtown residents. Policy SA-6.1: Develop new buildings to be compatible with Downtown building scale and character. Ensure new buildings are developed at a scale and in a character compatible with Downtown’s existing historical and physical context. GOAL SA-7: Airport Boulevard is improved as a gateway to the city. Policy SA-7.1: Encourage a mix of uses on Airport Boulevard. Promote retail, housing opportunities, hotels, and amenities along Airport Boulevard. Policy SA-7.2: Encourage active ground floor uses. Encourage active ground floor uses along Airport Boulevard in order to foster pedestrian activity along the corridor. Policy SA-7.3: Require context-sensitive design. Require context-sensitive design for new buildings along Airport Boulevard, including height transitions, rear setbacks, and use of visual buffers (e.g., landscaping, fencing) to provide appropriate transitions between new buildings and existing residential uses. Policy SA-7.4: Continue to recognize Gimbal’s/ Bettera Brands as a legacy use. Recognize Gimbal’s/Bettera Brands as a legacy use; permit it as a conforming use, allowing for expansion and contraction as necessary. If in the future Gimbal’s/ Bettera Brands stops operation at this site, require any new uses or new development of the site to be in conformance with the Low Density Mixed Use Designation, and sensitive to the residential uses to the north. Policy SA-7.5: Improve Airport Boulevard streetscape. Improve the streetscape along Airport Boulevard by incorporating seating, lighting, street trees, and other street furniture through the adoption of design guidelines. Other goals related to Downtown in other Elements include the following: • Action CR-1.7.2: Community Emergency Response Team outreach in community. • Action ECS-3.1.3: Downtown Center study. • Policy PR-2.5: Community garden development. • Goal PR-5: Downtown has improved access to parks, gathering spaces, and public amenities. • Policy PR-9.3 Expand childcare options. • Goal LU-1: Create complete neighborhoods, where residents can access most of their everyday needs within a short walk, bike, or transit trip. • Goal LU-2: Equitable transit-oriented communities near transit centers, including SamTrans stops and Caltrain and BART stations, that mix high quality development, affordable housing, community services, and improved mobility options. 65 SHAPE SSF: 2040 GENERAL PLAN SUB-AREAS 6 110 111 El Camino Real GOAL SA-8: A range of housing types are produced for different income levels and household types along El Camino Real and throughout the corridor. INTENT: To produce a diversity of housing types along El Camino Real. Policy SA-8.1: Housing diversity on El Camino Real. Ensure a mix of affordable and market rate housing on El Camino, targeting the creation of 5,000housing units. Policy SA-8.2: Develop high-density housing. Develop high-density housing on sites designated as Urban Residential, which emphasizes higher-density, multifamily residential development. Policy SA-8.3: Encourage parcel aggregation along El Camino Real. Encourage flexibility in allowing non- residential developers to aggregate parcels. Policy SA-8.4: Inclusionary housing along El Camino Real. Encourage developers along El Camino Real to use State and City inclusionary housing programs to develop housing for different income levels and household groups. Policy SA-8.5: Leverage publicly-owned land along El Camino Real. Leverage publicly-owned land for future affordable housing development. GOAL SA-9: Mixed use development is encouraged along El Camino Real and business developed is supported along the corridor. INTENT: To provide opportunities to live, work, shop, and dine along El Camino Real. Policy SA-9.1: Support implementation of the entitled residential development on the SFPUC site. Continue developing the San Francisco Public Utilities Commission (SFPUC) site off Mission Road as high- density, mixed use housing and public recreation space that features community resources and attractive housing options. Policy SA-9.2: Encourage redevelopment of Winston Manor Center as mixed use center. Develop Winston Manor Center (southwest corner of El Camino Real and Hickey Boulevard) as a mixed use hub that balances both commercial and residential uses and retains its grocery store. GOAL SA-10: The South San Francisco BART Station is developed as a mixed use hub; continue to work closely with BART to coordinate on land use changes and development near the Station. INTENT: To create a variety of housing, gathering spaces, offices, retail, dining, and more to benefit all at the South San Francisco BART station. Policy SA-10.1: Allow mix of uses at South San Francisco BART. Encourage a mix of residential, personal services, restaurants, childcare, markets and grocery stores, small offices, retail, entertainment, and gathering places and facilitate convenient connections to the South San Francisco BART Station. Policy SA-10.2: Intensify residential uses. Encourage development of higher intensity residential uses on current big box and shopping centers north of the BART Station. Policy SA-10.3: Encourage active ground floor uses near South San Francisco BART. Encourage active ground floor uses, such as retail, within a half mile of the South San Francisco BART station to promote pedestrian activity. GOAL SA-11: Active pedestrian-oriented, mixed use centers are created at the El Camino Real/Chestnut Avenue area. INTENT: To create a variety of housing, gathering spaces, offices, retail, dining, and more to benefit all residents and visitors at the El Camino Real/Chestnut Avenue area. Policy SA-11.1: Develop mixed use hub at the El Camino Real/Chestnut Avenue area. Develop a mixed use hub at the El Camino Real/Chestnut area with a mix of residential, personal services, restaurants, markets and grocery stores, small offices, retail, entertainment, and places for gathering, and childcare. Policy SA-11.2: Develop retail center at El Camino Real/Chestnut Avenue area. Develop the retail center located east of Chestnut Avenue and El Camino Real as an activity center with high-density mixed use development featuring affordable housing and retail options. GOAL SA-12: A hub of activity is developed at the South Spruce Avenue Area with a mix of personal services, restaurants, markets and grocery stores, offices, retail, entertainment, and gathering places. INTENT: To create a variety of gathering spaces, offices, retail, dining, and more to benefit all residents and visitors at the South Spruce area. Policy SA-12.1: Allow mix of uses in the South Spruce Avenue area. Preserve and enhance the South Spruce Avenue Area as a vibrant, neighborhood shopping destination while allowing office, life sciences, and biotech development. Policy SA-12.2: Encourage redevelopment of Brentwood Shopping Center. Develop a commercial hub at Brentwood Center on the southwest side of El Camino Real and South Spruce. Policy SA-12.3: Create new connections to the Centennial Way Trail in the South Spruce Avenue Area. Create new pedestrian connections to the Centennial Way Trail from El Camino Real. Policy SA-12.4: Continue to recognize Bimbo’s Bakery as legacy use. Recognize Bimbo’s as a legacy use in the South Spruce corridor; permit it as a conforming use, allowing for expansion and contraction as necessary. If in the future Bimbo’s stops operation at this site, require any new uses or new development of the site to be in conformance with the Low Density Mixed Use Designation, and sensitive to the residential neighborhoods to the north. Policy SA-12.5: Continue to recognize See’s Candies as a legacy use. Recognize See’s Candies as a legacy use in the El Camino corridor; permit it as a conforming use, allowing for expansion and contraction as necessary. If in the future See’s Candies stops operation at this site, require any new uses or new development of the site to be in conformance with the Medium Density Mixed Use designation and sensitive to the residential uses to the north. Policy SA-12.6: Encourage residential development within 65 db noise contour. Encourage residential development in the South Spruce area that are within the 65 db CNEL contour, provided the interior of a structure meets the standard indoor 45 db CNEL noise requirement. 66 SHAPE SSF: 2040 GENERAL PLAN SUB-AREAS 6 112 113 GOAL SA-13: A quality public realm along El Camino Real with appropriate transitions to nearby neighborhoods. INTENT: To ensure El Camino Real has an inviting, memorable public realm. Policy SA-13.1: Support small locally-owned businesses. Continue to provide assistance to support small locally-owned businesses in the El Camino Real corridor. Policy SA-13.2: Implement El Camino Real streetscape enhancements. Transform El Camino Real into a boulevard with streetscape enhancements, including street furniture, signage, consistent landscaping on medians, and public art that enhance the appearance of the corridor. Policy SA-13.3: Require sidewalk widening along El Camino Real. Where feasible, widen sidewalks in areas with active ground floor uses and institutional uses to encourage pedestrian activity and allow for more space for seating, trees, and landscaping. Policy SA-13.4: Require context-sensitive design. Require development projects along El Camino Real to use architectural transitions, such as setbacks, transitions in building height, and landscaping, to adjacent residential properties. GOAL SA-14: Improved pedestrian, bicycle, and roadway connections between adjacent residential neighborhoods and El Camino Real. INTENT: To ensure everyone can easily access El Camino Real and nearby neighborhoods. Policy SA-14.1: Improve pedestrian and bicycle connections through SFPUC site. Continue developing the SFPUC site with strong pedestrian and bicycle connections between the Sunshine Gardens sub-area and El Camino Real. Policy SA-14.2: Improve Colma Creek connections from El Camino Real. Improve existing and create new connections to Colma Creek from El Camino Real on public rights-of-way. Policy SA-14.3: Improve safety of El Camino Real crossings. Where feasible, employ median refuges, highly visible crosswalks, and flashing beacons to improve safety of El Camino Real crossings. Policy SA-14.4: Improve pedestrian and bicycle connections to the Centennial Way Trail. Policy SA-14.5: Maintain roadway connectivity in El Camino Real. Maintain roadways within El Camino Real and foster connectivity between El Camino Real and adjacent neighborhoods. GOAL SA-15: Opportunities for new recreational spaces that offer public services, entertainment options, and open space. INTENT: To create opportunities for residents living near El Camino Real to gather, socialize, and play. Policy SA-15.1: Continue the Community Civic Campus. Continue developing the Community Civic Campus with institutional uses and public spaces. Policy SA-15.2: Develop outdoor programming and cultural events. Develop outdoor programming and cultural events at the public space in front of the Community Civic Campus. Policy SA-15.3: Create art and gathering spaces along El Camino Real. Encourage new development to incorporate public art, public plazas, seating, and gathering spaces along or near the El Camino Real corridor. Other goals related to El Camino in other Elements include the following: • Policy PR-4.7: Publicly accessible, private open space. • Goal LU-1: Create complete neighborhoods, where residents can access most of their everyday needs within a short walk, bike, or transit trip. • Action LU-9.1.2: Form-based codes. East of 101 GOAL SA-16: A new transit-oriented community in East of 101 with a diverse mix of uses, places, and programming to inspire creativity and social interaction that welcome all South San Francisco residents and visitors INTENT: To create an inclusive neighborhood where people of all incomes can live, access transit, and services and amenities. Policy SA-16.1: Require high-density development near the Caltrain station. Promote density and a mix of transit-oriented uses adjacent to the Caltrain Station and along South Airport Boulevard, including residential, offices, personal services, retail, recreation, and healthcare. Policy SA-16.2: Implement public realm improvements near the Caltrain station. Implement public realm improvements to improve accessibility to the Caltrain Station, including signage, street trees, landscaping, street furniture, and lighting. Policy SA-16.3: Create new parks and open spaces in East of 101. Introduce a new, connected park and open space system that includes: • A public park within a ten-minute walk to any new residential development East of 101. • A Colma Creek linear park featuring walking and cycling paths. • A recreational greenway between Airport Blvd and Littlefield Ave. • A recreational greenway between Forbes Blvd and Oyster Point Blvd that extends into the Genentech Master Plan Area and connects to the San Francisco Bay Trail. • Class I pedestrian routes that connect East of 101 with Downtown and Lindenville. Policy SA-16.4: Adequate public services in East of 101. Coordinate with the South San Francisco Unified School District and public services, including the South San Francisco Fire Department and the South San Francisco Police Department, to ensure public services can accommodate growth impacts of new development in the East of 101 area. Policy SA-16.5: Encourage development of hotels near the Caltrain Station. Encourage development of hotels within walkable distance of the Caltrain Station.New Development in East of 10167 SHAPE SSF: 2040 GENERAL PLAN SUB-AREAS 6 114 115 GOAL SA-17: Sufficient housing is built to provide for a range of housing types for different income levels and household types and that sustains services and amenities to support residents and businesses. INTENT: To provide opportunities for housing East of 101 to be all inclusive. Policy SA-17.1: Develop affordable and market rate housing in East of 101. Ensure a mix of affordable and market rate housing East of 101, targeting the creation of 4,800 units. Policy SA-17.2: Leverage publicly-owned land for affordable housing. Leverage publicly-owned land, including Caltrans-owned parcels, for future affordable housing development. Policy SA-17.3: Incentivize housing near the Caltrain Station. Incentivize developers to build affordable housing near the Caltrain Station via density and height bonuses beyond State-required bonuses. Policy SA-17.4: Create standards for housing design that mitigate for air quality impacts. For housing within 500 feet of highways and stationary sources of pollution, require design mitigation actions including: • Locate air intake systems for heating, ventilation, and air conditioning (HVAC) systems as far away from existing air pollution sources as possible. • Use high-efficiency particulate air (HEPA) filters in the HVAC system and develop a maintenance plan to ensure the filtering system is properly maintained. • Use only fixed windows next to any existing sources of pollution. • Plant landscape barriers between highways and residential areas to reduce noise and air pollution for residents.Walking Path and Bee Colony in East of 101 Sub-AreaGOAL SA-18: A well-connected and accessible district with high-quality transit and walking and biking paths that seamlessly connect East of 101 with Downtown, Lindenville and the rest of the City. INTENT: To connect residents, employees, and visitors within East of 101, the rest of the city, and the region. Policy SA-18.1: Require small block sizes for new residential neighborhoods. Require that new residential neighborhoods near the Caltrain Station be developed with small block sizes to facilitate convenient vehicular and pedestrian connections through the neighborhood. Policy SA-18.2: Improve sidewalk and related pedestrian amenities. Require and finance sidewalk improvements to provide shade, street furniture, and other amenities for pedestrians to create an attractive public realm along corridors. Policy SA-18.3: Improve pedestrian and bicycle infrastructure to the San Francisco Bay Ferry Terminal. Improve pedestrian and bicycle infrastructure to provide convenient last mile connections to the San Francisco Bay Ferry Terminal. Policy SA-18.4: Maintain roadway connections. Maintain roadways within East of 101 and foster connectivity between East of 101 and the rest of South San Francisco. Policy SA-18.5: Encourage parcel assembly within Beacon Street corridor. Encourage parcel assembly and master planning in areas designated Business Technology Park High along Beacon Street. GOAL SA-19: Vehicle trips are minimized through parking requirements, Transportation Demand Management, and alternative travel modes. INTENT: To reduce reliance on automobiles in East of 101. Policy SA-19.1: Evaluate a Transportation Management Authority (TMA). Evaluate development of a Transportation Management Authority (TMA) or other district governance. Policy SA-19.2: Explore a vehicle trip cap for East of 101. Explore a vehicle trip cap for East of 101. Policy SA-19.3: Integrate emerging transit services into East of 101. Explore opportunities to integrate emerging, high-quality transit services into East of 101. Policy SA-19.4: Implement mobility hubs. Evaluate implementation of “mobility hubs,” which are places where different travel networks (including walking, biking, transit, and shared mobility) meet and provide convenient connections to destinations at the Caltrain Station, South San Francisco BART Station, and the South San Francisco Ferry Terminal. Policy SA-19.5: Study parking strategies. Study potential parking strategies for East of 101, including parking maximums, parking fees, and shared parking. Policy SA-19.6: Develop employee-serving amenities. Encourage the development of employee-serving amenities with restaurants, cafes, support commercial establishments such as dry-cleaners, to meet the needs of the employees in the East of 101 area. Allow such amenities to be excluded from Floor Area Calculations. 68 East of 101 Sub-AreaColma Creek in East of 101 Sub-AreaSHAPE SSF: 2040 GENERAL PLAN 6 116 SUB-AREAS 117 GOAL SA-20: The creativity of the district is harnessed to create collaborative solutions to complex district challenges, such as sea level rise and traffic congestion. INTENT: To create a safe, connected, and resilient district. Policy SA-20.1: Explore funding mechanisms to finance East of 101 district improvements. Explore funding mechanisms to finance East of 101 district improvements. GOAL SA-21: Continue to promote the expansion of an innovation district with R&D uses in the northern portion of the East of 101 area. INTENT: To foster innovation and growth R&D companies in East of 101. Policy SA-21.1: Promote urban campus-style life science uses. Promote campus-style R&D uses for life science and other innovative companies. Policy SA-21.2: Restrict warehousing and distribution uses in Business Technology Park areas. Do not permit any new warehousing and distribution north of East Grand Avenue or in areas designated Business Technology Park or Business Technology Park High. Policy SA-21.3: Allow building heights in the East of 101 area to the maximum limits permitted under Federal Aviation regulations. Allow building heights in the East of 101 area to the maximum limits permitted under Federal Aviation regulations. Other goals related to East of 101 in other Elements include the following: • Policy CP-8.3: Recycled water supply. • Action CR-1.3.2: Municipal building and facility sea level rise studies. • Policy CR-2.2: Types of adaptation solutions. • Policy CR-2.3: Green infrastructure to reduce flooding. • Policy CR-2.6: Redevelopment in sea level rise inundation zones. • Policy CR-2.8: Public and quasi-public partnerships to minimize the impacts of sea level rise. • Policy PR-2.6: Plan for new parks in East of 101 and Lindenville. • Policy PR-4.7: Publicly accessible, private open space. • Policy LU-1.7: Create new Lindenville and East of 101 mixed use neighborhoods. • Goal LU-2: Equitable transit-oriented communities near transit centers, including SamTrans stops and Caltrain and BART stations, that mix high quality development, affordable housing, community services, and improved mobility options. • Goal LU-5: South San Francisco remains a hub of R&D employment, operations, and innovation and is home to the largest worldwide cluster of life science uses. • Goal LU-6: Opportunities for industrial uses to thrive in Lindenville and East of 101. • Action LU-9.1.2: Form-based codes. 69 South City LumberSHAPE SSF: 2040 GENERAL PLAN SUB-AREAS 6 118 119 Lindenville GOAL SA-22: A new residential neighborhood centered along Colma Creek within a short walk of Downtown amenities and services that provides a range of housing types for different income levels and housing types. INTENT: To provide opportunities for everyone to live and access services in Lindenville. Policy SA-22.1: Introduce a mix of affordable and market rate housing in Lindenville. Policy SA-22.2: Encourage lot assembly to facilitate housing and mixed use development in Lindenville. Encourage the assemblage of adjacent parcels by providing greater development incentives for master planned redevelopment in areas of Lindenville transitioning to residential or mixed use development than would be available for development on a parcel- by-parcel basis. Policy SA-22.3: Golden Gate Produce Terminal and Park ‘N Fly sites. Encourage parcel assemblage of the Park ‘N Fly site (160 Produce Avenue) and the Golden Gate Produce Terminal site (131 Terminal Court) and encourage developers to create a master plan for mixed use development on the combined parcels. Policy SA-22.4: Placemaking and infrastructure improvements in areas to be developed with residential uses. Prioritize placemaking and infrastructure improvements in areas that currently have non-residential uses that have Medium Density Mixed Use or High Density Mixed Use designations. Policy SA-22.5: Require buffering of residential uses in Lindenville. Ensure residential land uses are buffered from heavy industrial uses and major roadways via landscaping, street trees, and attractive fences and walls. Policy SA-22.6: Require small block sizes for new residential neighborhoods. Where possible, ensure the new residential neighborhood near Colma Creek is developed with small block sizes to facilitate convenient vehicular and pedestrian connections through the neighborhood. Policy SA-22.7: Adequate public services in Lindenville. Coordinate with the South San Francisco Unified School District and City public services, including the Fire Department and the Police Department, to ensure public services can accommodate growth impacts of this new development in Lindenville. GOAL SA-23: Living, working, and shopping options are expanded in new mixed use neighborhoods in Lindenville. INTENT: To provide Lindenville residents and employees options to live, shop, dine, and work in the neighborhood. Policy SA-23.1: Create active mixed use corridor along South Spruce Avenue. Create an active mixed use corridor along South Spruce Avenue with retail, housing opportunities, gathering spaces, and amenities. Policy SA-23.2: Encourage active ground floor uses. Encourage active ground floor uses along South Spruce Avenue in order to foster pedestrian activity along the corridor. Policy SA-23.3: Improve the South Spruce Avenue streetscape. Improve the streetscape along South Spruce Avenue by incorporating seating, lighting, street trees, and other street furniture through the adoption of design guidelines. Policy SA-23.4: Encourage South Spruce Avenue building continuity. Encourage building continuity along the South Spruce corridor, with buildings oriented to the street, landscaping, and parking located behind buildings. Policy SA-23.5: Support retail and dining opportunities in Lindenville. Support retail and dining opportunities to serve employees and future residents in Lindenville. Policy SA-23.6: Provide convenient connections to amenities and services. Provide convenient connections to the node of amenities and services at El Camino Real and South Spruce Avenue. GOAL SA-24: Colma Creek is transformed and new open spaces are created to provide opportunities for social interaction, recreation, flood protection, and urban ecology. INTENT: To create a vibrant, walkable Colma Creek that is usable by everyone in South San Francisco. Policy SA-24.1: Transform Colma Creek into a walkable amenity. Transform Colma Creek into a walkable amenity for all users by improving sidewalk conditions and incorporating lighting, public art, street furniture, street trees, and landscaping. Policy SA-24.2: Create development standards for construction adjacent to Colma Creeks. Maintain standards and guidelines for new construction within 150 feet of the inner edge of the Colma Creek canal. This includes: • Requiring no net new impervious areas. • Maintaining (or increasing) building setbacks to support habitat areas. • Encouraging new construction to construct bioswales or similar features to treat runoff before it enters the creek: • Using a planting palette consisting of native species and species that provide valuable resources for native wildlife. Policy SA-24.3: Promote high-quality building design. Promote high-quality building design along Colma Creek. 70 SHAPE SSF: 2040 GENERAL PLAN SUB-AREAS 6 120 121 GOAL SA-25: A core area of light industrial and service uses that provide jobs for South San Francisco residents are preserved. INTENT: Preserve South San Francisco’s “industrial city” heritage and provide employment opportunities that match skillsets of local residents. Policy SA-25.1: Minimize land use compatibility conflicts. Minimize land use compatibility conflicts that discourage attraction and retention of production, distribution, and service and repair businesses in areas zoned for industrial use. Policy SA-25.2: Continue to recognize the Golden Gate Produce Terminal as a legacy use. Recognize the Golden Gate Produce Terminal as a legacy use; permit it as a conforming use, allowing for expansion and contraction as necessary. If in the future the Golden Gate Produce Terminal stops operation at this site, require any new uses or new development of the site to be in conformance with the Mixed Industrial High Designation. Policy SA-25.3: Buffer residential neighborhoods from industrial uses. Buffer heavy industrial uses and light industrial uses, such as general services, light manufacturing, and storage uses from residential neighborhoods. Policy SA-25.4: Preserve the existing “core” of industrial land uses. Preserve the existing “core” of industrial land uses south of Victory Avenue. Policy SA-25.5: Retain industrial uses. Within the Mixed Industrial High area, ensure that a full range of industrial uses continue to be permitted as conforming uses and limit non-industrial uses. Policy SA-25.6: Adjust parking requirements for industrial uses. Adjust zoning and parking requirements as necessary to ensure reinvestment can occur in buildings while maintaining industrial uses. GOAL SA-26: Industries, artists, institutions, and programs that spur the creative economy are supported. INTENT: To spur creative industries and the creative economy. Policy SA-26.1: Create an arts and cultural district. Explore an Arts and Cultural District in Downtown and Lindenville to support artists and creative businesses. Policy SA-26.2: Incentivize makers and artists. Incentivize growth of commercial spaces suitable and affordable for makers and artists through development requirements and community benefits. Policy SA-26.3: Encourage affordable art spaces. Actively encourage affordable arts spaces through use classifications in the zoning code and streamlined permitting in the Industrial Transition Zone. Policy SA-26.4: Encourage live/work industrial uses. Encourage live/work industrial uses in a buffer area between the High Density Mixed Use neighborhood along Colma Creek and existing industrial uses to the south of Victory Avenue. Policy SA-26.5: Encourage lot assembly. Encourage lot assembly to allow businesses to grow and expand in Lindenville. GOAL SA-27: There are safe, comfortable, and accessible pedestrian and bicycle facilities that connect people to Downtown, El Camino, and East of 101. INTENT: To foster pedestrian and bicycle connectivity from Lindenville to Downtown, El Camino Real, and East of 101. Policy SA-27.1: Provide connections to and across Colma Creek. Provide connections from the High Density Mixed Use Neighborhood to Colma Creek and across Colma Creek to Downtown South San Francisco. Policy SA-27.2: Incorporate street trees, lighting, and landscaping. Incorporate street trees, lighting, and landscaping along roadways, prioritizing South Spruce Avenue, Linden Avenue, and Victory Avenue. Policy SA-27.3: Improve sidewalk conditions and amenities. Improve sidewalk conditions, signage lighting, and street furniture along Tanforan Avenue, Colma Creek, San Mateo Avenue, and connections to Colma Creek and the Centennial Way Trail. Policy SA-27.4: Develop new roadway connections to better connect people to and within Lindenville. GOAL SA-28: High-quality, transit-oriented employment uses adjacent to the San Bruno BART Station. INTENT: To implement the goals and development vision of the Southline Specific Plan, creating an integrated commercial campus with high-quality development and infrastructure improvements. Policy SA-28.1: Establish transit-oriented commercial campus. Establish a commercial campus development with sophisticated, unified architectural and landscape design and site planning, resulting in a distinctive campus identity and strong sense of place. Policy SA-28.2: Provide pedestrian network connecting campus to surrounding areas and San Bruno BART Station. Provide pedestrian network connecting campus to surrounding areas and San Bruno BART Station. Policy SA-28.3: Redevelop underutilized parcels. Redevelop underutilized parcels within the Specific Plan area to realize the highest and best use of the land by increasing the intensity of the land uses. Policy SA-28.4: Require transition from adjacent residential neighborhood. Incorporate setbacks, landscape buffers, and other site design features to create an effective transition from the Specific Plan area to the residential neighborhood south of Tanforan Avenue. Policy SA-28.5: Require sustainable and environmentally sensitive design. Incorporate sustainable and environmentally sensitive design and equipment, energy conservation features, water conservation measures and drought-tolerant or equivalent landscaping, and sustainable stormwater management features. 71 SHAPE SSF: 2040 GENERAL PLAN SUB-AREAS 6 122 123 Other goals related to Lindenville in other Elements include the following: • Policy CR-2.3: Green infrastructure to reduce flooding. • Policy CR-3.1: Colma Creek adaptation solutions. • Policy PR-2.6: Plan for new parks in East of 101 and Lindenville. • Policy PR-4.7: Publicly accessible, private open space. • Policy PR-9.3 Expand childcare options. • Goal LU-1: Create complete neighborhoods, where residents can access most of their everyday needs within a short walk, bike, or transit trip. • Policy LU-1.7: Create new Lindenville and East of 101 mixed use neighborhoods. • Goal LU-6: Opportunities for industrial uses to thrive in Lindenville and East of 101. • Action LU-9.1.2: Form-based codes. Avalon-Brentwood GOAL SA-29: Avalon-Brentwood is a walkable, attractive, and safe neighborhood with a variety of housing options, accessible recreational amenities, and quality infrastructure. Policy SA-29.1: Provide connections to El Camino Real and South Spruce Avenue. Provide convenient bicycle, pedestrian, and auto connections to the node of amenities and services at El Camino Real and South Spruce Avenue and within the sub-area. Policy SA-29.2: Allow annexation on a case-by-case basis. Allow annexation on a case-by-case basis for lots that are contiguous to South San Francisco City limits in the event owners request annexation into the City of South San Francisco. Other goals related to Avalon-Brentwood in other Elements include the following: • Goal LU-4: High-quality residential neighborhoods. Orange Park GOAL SA-30: There are context-sensitive transitions from El Camino Real and South Spruce Avenue to residential uses in Orange Park. Policy SA-30.1: Require context-sensitive design. Require context-sensitive design for new buildings along El Camino Real and South Spruce Avenue, including height transitions, rear setbacks, and use of visual buffers (e.g., landscaping, fencing) to provide appropriate transitions between new buildings and existing residential uses. GOAL SA-31: Pedestrian connections, recreational amenities, and streetscapes are improved in Orange Park. Policy SA-31.1: Implement Orange Memorial Park Master Plan. Continue efforts to implement the Orange Memorial Park Master Plan. Continue to implement stormwater capture projects like the Orange Memorial Park updates to improve water quality and increase trash capture in the Colma Creek watershed. Policy SA-31.2: Improve Centennial Way Trail Connections to Orange Park. Improve pedestrian and bicycle connections to the Centennial Way Trail, and to the El Camino Real and Downtown sub-areas. Policy SA-31.3: Improve South San Francisco High School connections. Ensure pedestrian and bicycle crossings to South San Francisco High School are safe and well-marked. Policy SA-31.4: Provide connections to El Camino Real and South Spruce Avenue. Provide convenient connections to the node of amenities and services at El Camino Real and South Spruce Avenue. Other goals related to Orange Park in other Elements include the following: • Action PR-2.1.2: Orange Memorial Park Master Plan completion. • Goal LU-4: High-quality residential neighborhoods. Paradise Valley/Terrabay GOAL SA-32: Paradise Valley/Terrabay is a safe and walkable neighborhood with convenient access to amenities. Policy SA-32.1: Expand parks and open space. Expand parks and open space by evaluating opportunities along the PG&E corridor, the north face of Sign Hill, and the Terrabay Open Space. Policy SA-32.2: Improve pedestrian connections to mixed use area. Enhance pedestrian connections to the new mixed use commercial area near Linden Avenue and Airport Boulevard and to Downtown South San Francisco through strategies such as sidewalk bulb-outs, signage, lighting, and sidewalk improvements. Policy SA-32.3: Regulate development on steep hillside areas. Prohibit development on steep hillside areas in excess of 30% grade. Development of hillside sites should follow existing contours to the greatest extent possible. Grading should be kept to a minimum. Policy SA-32.4: Improve pedestrian access to the San Bruno Mountains. Improve pedestrian access to the San Bruno Mountains by identifying public access points. Policy SA-32.5: Create buffering from US-101. Create landscaping buffers and other buffers to reduce noise, visual, and air quality impacts from US-101. Policy SA-32.6: Beautify Peck’s subdivision. Beautify Peck’s subdivision with trees and provide convenient connections to amenities on Linden Avenue. Policy SA-32.7: Preserve the north side of Sign Hill. Preserve a substantial portion of the north side of Sign Hill as public or private open space. Policy SA-32.8: Limit development and excessive grading on the north side of Sign Hill. Limit the amount of development allowed on the north side of Sign Hill (discretionary at one unit per acre maximum). Do not permit excessive grading of this portion of the hill or clustering of development in the future. Other goals related to Paradise Valley/Terrabay in other Elements include the following: • Goal LU-4: High-quality residential neighborhoods. • Policy CR-4.3: Hillside area development standards. • Policy PR-2.5: Community garden development. • Goal LU-4: High-quality residential neighborhoods. 72 SHAPE SSF: 2040 GENERAL PLAN SUB-AREAS 6 124 125 Sign Hill GOAL SA-33: Sign Hill is a walkable and attractive neighborhood that maintains a variety of housing options. Policy SA-33.1: Preserve and protect open space on Sign Hill and protect from fire hazard risk. Preserve and protect open space on Sign Hill and protect from fire hazard risk. Policy SA-33.2: Improve pedestrian connections to Sign Hill. Improve pedestrian connections from residential neighborhoods to Downtown South San Francisco and Sign Hill open space access points, including Poplar Avenue, Ridgeview Court, and Diamond Avenue, by maintaining unimpeded sidewalks and incorporating wayfinding signage. Policy SA-33.3: Preserve the federally-designated Sign Hill historic site. Preserve the federally- designated Sign Hill historic site. Other goals related to Sign Hill in other Elements include the following: • Policy CR-4.3: Hillside area development standards. • Policy CR-5.1: Sign Hill wildfire mitigation. • Policy PR-2.5: Community garden development. • Policy PR-3.3: Public access points to open spaces. • Goal LU-4: High-quality residential neighborhoods. Sunshine Gardens GOAL SA-34: There is new residential infill development in proximity to the South San Francisco BART Station, Mission Road, and El Camino Real. Policy SA-34.1: Expand housing opportunity. Expand housing opportunity in Sunshine Gardens by working with the County of San Mateo to evaluate multifamily housing on the County-owned site along Mission Road. GOAL SA-35: Streetscapes are improved and connections are made to the wider South San Francisco community and create more public open spaces and gathering spaces for the benefit of the community. Policy SA-35.1: Improve connections to Civic Center Campus. Foster pedestrian and bicycle connections to the Civic Center Campus so Sunshine Gardens residents can conveniently access the Library, theater, community facilities, and open space to be developed on the site. Policy SA-35.2: Identify streetscape improvement opportunities. Identify streetscape improvement opportunities between Sunshine Gardens and regional hubs including BART and Kaiser medical campus. Policy SA-35.3: Improve crossings near the South San Francisco BART station. Improve safety of bicycle and pedestrian crossings near the South San Francisco BART Station and El Camino High School by incorporating bulb-outs and improving the visibility of crossings. Policy SA-35.4: Collaborate with SSFUSD to provide access to SSFUSD sites recreational facilities. Collaborate more closely with the South San Francisco Unified School District to make recreational facilities at El Camino High and Sunshine Gardens Elementary School more accessible to the community. Policy SA-35.5: Support commercial building upkeep. Develop a mechanism to support building upkeep and maintenance, signage, and façade improvements for businesses on Mission Road. Policy SA-35.6: Monitor vacant and underutilized site conversion. Monitor vacant and underutilized sites in Sunshine Gardens to consider for conversion into park facilities. Other goals related to Sunshine Gardens in other Elements include the following: • Policy PR-2.5: Community garden development. • Action PR-4.2.1: Sunshine Gardens Shared use agreement • Goal LU-4: High-quality residential neighborhoods. Westborough GOAL SA-36: There is new residential infill development and recreational and childcare amenities in Westborough. Policy SA-36.1: Allow mixed use shopping centers. Create a complete neighborhood by allowing mixed use activity centers, introducing new housing at the Westborough Shopping Center and the shopping center at Gellert Boulevard and Westborough Blvd. Policy SA-36.2: Provide childcare in Westborough. Explore development of a new childcare center to serve Westborough residents in the Westborough shopping center. Policy SA-36.3: Encourage infill housing development in Westborough. Expand housing opportunity in Westborough by encouraging small- scale residential infill development (e.g., ADUs) in existing residential neighborhoods and working with the South San Francisco Unified School District to convert the Foxridge School site to park space and housing that offers affordable, teacher housing opportunities. Policy SA-36.4: Expand parks and walking trails in Westborough. Expand access to parks and active transportation opportunities in Westborough. 73 SHAPE SSF: 2040 GENERAL PLAN SUB-AREAS 6 126 127 GOAL SA-37: Access to services, recreational opportunities, commercial development, and housing is improved in Westborough. Policy SA-37.1: Create Gateway signage in Westborough. Enhance gateway signage along Junipero Serra Boulevard into South San Francisco. Policy SA-37.2: Improve connections to public services. Improve connections to public services, including senior services and community centers, by developing a shuttle system or bringing “pop-up” services to the Westborough neighborhood. Other goals related to Westborough in other Elements include the following: • Policy PR-2.5: Community garden development. • Policy PR-4.3: Former school sites. • Policy PR-9.3: Expand childcare options. • Goal LU-1: Create complete neighborhoods, where residents can access most of their everyday needs within a short walk, bike, or transit trip. • Goal LU-4: High-quality residential neighborhoods. Winston Serra GOAL SA-38: New residential infill development is encouraged in Winston Serra. Policy SA-38.1: Explore housing development and open space on Serra Vista school site. Work with the South San Francisco Unified School District to evaluate a medium-density housing development and a publicly accessible open space on the former Serra Vista school site. GOAL SA-39: Access to local and city-wide services and park spaces in Winston Serra is improved. Policy SA-39.1: Develop new parks in Winston Serra. Develop new parks in Winston Serra. Policy SA-39.2: Collaborate with SSFUSD to provide access to Buri Buri Elementary recreational facilities. Collaborate more closely with the South San Francisco Unified School District to make recreational facilities at Buri Buri Elementary School more accessible to the community. Other goals related to Winston Serra in other Elements include the following: • Policy PR-2.5: Community garden development. • Policy PR-4.3: Former school sites. • Policy PR-9.3: Expand childcare options. • Goal LU-4: High-quality residential neighborhoods. IMPLEMENTATION ACTIONS Policy Implementation Action Priority Primary Responsibility Downtown GOAL SA-1: The City supports existing neighborhood commerce and provides opportunities to expand commercial Downtown. Policy SA-1.3 Action SA-1.3.1: Create space for community-based organizations. Study the potential to incentivize retention of commercial spaces affordable for community-based organizations through development requirements. Medium Planning Division (ECD) GOAL SA-2: The history and culture of Downtown and its residents are celebrated through arts and cultural resources. Policy SA-2.1 Action SA-2.1.1: Establish arts and cultural district. Explore establishing an Arts and Cultural District in Downtown and Lindenville to support artists and creative businesses.Medium Planning Division (ECD) Action SA-2.1.2: Incentivize artist and makers spaces. Incentivize growth of commercial spaces suitable and affordable for makers and artists through development requirements and community benefits.Low Planning Division (ECD) Action SA-2.1.3: Downtown marketing and branding. Strengthen Downtown’s cultural identity by marketing and branding art, public spaces, wayfinding signage, community markers, and other informational signage in culturally-relevant ways.Medium Economic Development and Housing Division (ECD) Action SA-2.1.4: Develop Downtown Gateways: Develop design elements and gateways that celebrate Downtown’s unique arts and cultural identity.Medium Planning Division (ECD) Action SA-2.1.5: Encourage community events and programming. Encourage community events and programming Downtown, including youth activities and opportunities for cultural programming.Medium Parks Division (P&R) GOAL SA-3: The City promotes new residential, mixed use, and employment uses to add business patrons and residents to create a sustainable and thriving Downtown, while maintaining a scale and character that is complementary to existing uses. Policy SA-3.1 Action SA-3.1.1: Engage with community on Downtown growth. Engage with the Downtown community to understand priorities and desired benefits resulting from Downtown growth.Medium City Manager Refer to the Implementation Matrix within the "Our Plan to Get There" chapter to view additional information regarding implementation actions such as timeframe and secondary department responsibilities. 74 SHAPE SSF: 2040 GENERAL PLAN SUB-AREAS 6 128 129 Policy Implementation Action Priority Primary Responsibility GOAL SA-4: New opportunities are created to live Downtown and to protect existing residents against threats of displacement. Policy SA-4.1 Action SA-4.1.1: Homeownership expansion. Evaluate potential for community land trusts and/or other shared equity homeownership models to expand homeownership Downtown.Medium Economic Development and Housing Division (ECD) GOAL SA-5: New improvements are focused on Grand Avenue and Linden Avenue to restore these historic corridors to once again being the focus of the community. Policy SA-5.2 Action SA-5.2.1: Support Downtown business upkeep and maintenance. Develop a mechanism, such as a business improvement district or similar program, to support building upkeep and maintenance, signage, and façade improvements for Grand Avenue and Linden Avenue businesses. Medium Economic Development and Housing Division (ECD) El Camino Real GOAL SA-8: A range of housing types are produced for different income levels and household types along El Camino Real and throughout the corridor. Policy SA-8.1 Action SA-8.1.1: Remove ground floor retail requirement. Update the Zoning Ordinance to remove ground floor retail requirement along the corridor to allow for residential-only buildings with a focus on active ground-floor uses and design. High Planning Division (ECD) Policy SA-8.5 Action SA-8.5.1: Facilitate affordable housing development on the Municipal Services Building site. Facilitate development of affordable housing with community-serving amenities, such as open space or recreational facilities, on the Municipal Services Building site. Low Planning Division (ECD) GOAL SA-9: Mixed use development is encouraged along El Camino Real and business developed is supported along the corridor. Policy SA-9.1 Action SA-9.1.1: Allow mixed use development along Mission Road. Update the Zoning Ordinance to allow mixed use development, including housing and non-residential uses, along portions of Mission Road. High Planning Division (ECD) GOAL SA-10: The South San Francisco BART Station is developed as a mixed use hub; continue to work closely with BART to coordinate on land use changes and development near the Station. Policy SA-10.1 Action SA-10.1.1: Coordinate with BART on developing housing at SSF BART station. Coordinate with BART to conduct studies to determine the feasibility of developing the surface parking lot on Mission Road into housing. Low Planning Division (ECD) Action SA-10.1.2: Create station area access plan. Prepare a station area access plan for the South San Francisco BART Station that includes street, sidewalk, biking, and infrastructure improvements. Medium Planning Division (ECD) Policy Implementation Action Priority Primary Responsibility GOAL SA-11: Active pedestrian-oriented, mixed use centers are created at the El Camino Real/Chestnut Avenue area. Policy SA-11.1 Action SA-11.1.1: Reduce building heights to be consistent with residential height allowances Downtown. Update the El Camino Real/Chestnut Avenue Specific Plan to reduce maximum allowable building heights in the Chestnut Avenue corridor, but not the allowable residential densities. High Planning Division (ECD) Action SA-11.1.2: Continue to implement the El Camino Real/Chestnut Avenue Area Plan. Continue to implement the El Camino Real/Chestnut Avenue Area Plan and update as necessary.Low Planning Division (ECD) GOAL SA-12: A hub of activity is developed at the South Spruce Avenue Area with a mix of personal services, restaurants, markets and grocery stores, offices, retail, entertainment, and gathering places. Policy SA-12.1 Action SA-12.1.1: Increase residential densities in proximity to El Camino Real and South Spruce Avenue. Update the Zoning Ordinance to increase maximum allowed densities near the intersection of South Spruce Avenue and El Camino Real to accommodate higher-density mixed use development at and around this intersection. High Planning Division (ECD) Policy SA-12.6 Action SA-12.6.1: Review consistency with San Francisco International Airport Land Use Compatibility Plan. Review the San Francisco International Airport Land Use Compatibility Plan (ALUCP) and as needed, update the City of South San Francisco’s General Plan to be in conformance with land use compatibility standards in the ALUCP. In the event that updates to the ALUCP allow residential land uses on suitable sites on the El Camino Real corridor where residential is not currently permitted, update the General Plan to allow Urban Residential uses. Low Planning Division (ECD) GOAL SA-13: A quality public realm along El Camino Real with appropriate transitions to nearby neighborhoods. Policy SA-13.1 Action SA-13.1.1: Business support for El Camino Real businesses. Develop a mechanism to support building upkeep and maintenance, signage, and façade improvements for El Camino Real businesses. Medium Economic Development and Housing Division (ECD) 75 SHAPE SSF: 2040 GENERAL PLAN SUB-AREAS 6 130 131 Policy Implementation Action Priority Primary Responsibility GOAL SA-14: Improved pedestrian, bicycle, and roadway connections between adjacent residential neighborhoods and El Camino Real. Policy SA-14.3 Action SA-14.3.1: Implement El Camino Real wayfinding signage. Add wayfinding signage to improve connections to the South San Francisco BART station, Kaiser Permanente Medical Center, Colma Creek, and the Centennial Way Trail. Medium Planning Division (ECD) Policy SA-14.4 Action SA-14.4.1: Chestnut Avenue and Antoinette Lane intersection improvement. Provide and maintain safe and convenient pedestrian and bicycle connections, including via improved signage, lighting, and flashing beacons, along Antoinette Lane across Chestnut Avenue to link the two ends of the Centennial Way Trail. Medium Planning Division (ECD) Policy SA-14.5 Action SA-14.5.1: New Roadway connection in El Camino Real in SFPUC / Kaiser area. Study potential to connect Sequoia Avenue and Las Flores Avenue across El Camino Real.Low Planning Division (ECD) East of 101 GOAL SA-16: A new transit-oriented community in East of 101 with a diverse mix of uses, places, and programming to inspire creativity and social interaction that welcome all South San Francisco residents and visitors. Policy SA-16.1 Action SA-16.1.1: Introduce shared district parking. Introduce shared, district parking facilities to support visitors and employees.Medium Planning Division (ECD) Policy SA-16.2 Action SA-16.2.1: Develop retail, restaurants, and vendors strategy. Develop a retail, restaurant, and mobile vendors strategy to support diverse populations, including residents and workers. Medium Planning Division (ECD) GOAL SA-17: Sufficient housing is built to provide for a range of housing types for different income levels and household types and that sustains services and amenities to support residents and businesses. Policy SA-17.1 Action SA-17.1.1: Designate residential priority sites. Designate residential priority sites, which require a specific amount of future development projects be dedicated to residential land use.Medium Planning Division (ECD) Action SA-17.1.2: Remove parking minimums in East of 101. Remove parking minimums in East of 101.Medium Planning Division (ECD) Policy Implementation Action Priority Primary Responsibility Policy SA-17.1 Action SA-17.1.3: Encourage property assemblage and master planning along South Airport Boulevard. Encourage the assemblage of adjacent parcels by providing greater development incentives for master planned redevelopment along South Airport Boulevard than would be available for development on a parcel-by-parcel basis. Medium Planning Division (ECD) Action SA-17.1.4: South Airport Boulevard Specific Plan. Develop a Specific Plan with design guidelines for residential uses for South Airport Boulevard.Medium Planning Division (ECD) GOAL SA-18: A well-connected and accessible district with high-quality transit and walking and biking paths that seamlessly connect East of 101 with Downtown, Lindenville and the rest of the City. Policy SA-18.4 Action SA-18.4.1: Create new connection between Lindenville and East of 101. Study potential for creating a roadway connection from Utah Avenue to San Mateo Avenue over US-101 to connect Lindenville with East of 101. Medium Engineering Division (PW) Action SA-18.4.2: Study other potential roadway connections. Study potential for creating the following roadway connections: • Utah Avenue and San Mateo Avenue, across US-101. • Haskins Bridge connecting Haskins Way in the north to N. Access Road to the south • Oyster Point Bridge connecting Oyster Point Boulevard cul-de-sac to Sierra Point • Connect Gateway Boulevard to Sylvester Road and Littlefield Avenue using railroad right-of-way • Extend Littlefield Avenue from E. Grand Avenue to Cabot Road cul-de-sac, Forbes Boulevard, Carlton Court, and Eccles Avenue • Eccles Avenue and Forbes Boulevard between Rozzi Place and 560 Eccles Avenue driveway • Replace Poletti Way off-ramp with Grand Ramp flyover to provide direct access to Grand/ Dubuque intersection for US 101/NB • Point San Bruno Boulevard and E. Grand Avenue dead-end • Connect W. Harris Avenue cul-de-sac with E. Harris Avenue and extend E. Harris Avenue to Littlefield Avenue • Extend Roebling Road across E. Grand Avenue to connect to new connection using railroad right-of-way Medium Planning Division (ECD) Action SA-18.4.3: Create roadway maintenance schedule. Prioritize roadway maintenance in the sub-area by developing a schedule in collaboration with Public Works. Where feasible, align this effort with new construction projects. Medium Engineering Division (PW) 76 SHAPE SSF: 2040 GENERAL PLAN SUB-AREAS 6 132 133 Policy Implementation Action Priority Primary Responsibility GOAL SA-20: The creativity of the district is harnessed to create collaborative solutions to complex district challenges, such as sea level rise and traffic congestion. Policy SA-20.1 Action SA-20.1.1: Create Community Facilities District. Explore development of a Community Facilities District to finance district improvements, such as infrastructure improvements, management of a parking facilities district, and fund public spaces and amenities. Medium City Manager Action SA-20.1.2: Identify funds for roadway maintenance and repairs. Explore development of a district-wide fund with annual contributions from local businesses designated for roadway maintenance and repairs. Medium City Manager Action SA-20.1.3: Support building upkeep and maintenance. Develop a mechanism to support building upkeep and maintenance, signage, landscaping, placemaking elements, lighting, and façade improvements for businesses along South Airport Boulevard. Medium Planning Division (ECD) GOAL SA-21: Continue to promote the expansion of an innovation district with R&D uses in the northern portion of the East of 101 area. Policy SA-21.2 Action SA-21.2.1: Update Non-Conforming Regulations in Zoning Ordinance. Develop zoning regulations that encourage non-conforming warehousing and distribution uses north of East Grand Avenue or in areas designated as Business Technology Park or Business Technology Park High to transition to conforming uses. Medium Planning Division (ECD) Lindenville GOAL SA-22: A new residential neighborhood centered along Colma Creek within a short walk of Downtown amenities and services that provides a range of housing types for different income levels and housing types. Policy SA-22.1 Action SA-22.1.1: Develop Lindenville master or specific plan. Develop a master plan or specific plan for new mixed use neighborhoods in Lindenville.High Planning Division (ECD) Action SA-22.1.2: Designate residential priority sites. Designate residential priority sites, which require a specific amount of future development projects be dedicated to residential land uses.Medium Planning Division (ECD) Action SA-22.1.3: Require context-sensitive design. Require context-sensitive design for new buildings developed along Colma Creek, such as height step backs and building setbacks.Medium Planning Division (ECD) Policy Implementation Action Priority Primary Responsibility GOAL SA-27: There are safe, comfortable, and accessible pedestrian and bicycle facilities that connect people to Downtown, El Camino, and East of 101. Policy SA-27.1 Action SA-27.1.1: Develop a park near Colma Creek. Develop a park to serve Lindenville and Downtown residents near Colma Creek.Medium Parks Division (P&R) Policy SA-27.3 Action SA-27.3.1: Establish design and development standards for frontage. Establish design and development standards for frontage along Lindenville streets.Medium Planning Division (ECD) Action SA-27.3.2: Prepare and implement streetscape improvement plan: Prepare and implement a streetscape improvement plan for South Linden and South Spruce Avenues that recognizes the streets’ role as a connector between the San Bruno BART station and Downtown. Medium Planning Division (ECD) Policy SA-27.4 Action SA-27.4.1: Study potential roadway connections. Study the following potential roadway connections in Lindenville: • Spruce Avenue, S. Maple Avenue, and S. Linden Avenue using the access road behind 245 South Spruce Avenue • Extension from South Airport Boulevard to San Mateo Avenue with connection to Produce Avenue Medium Planning Division (ECD) Action SA-27.4.2: Support implementation of the new east-west roadway connection. Support implementation of the new east-west roadway connection between Sneath Lane and S. Linden Avenue, that is included and analyzed in the Southline Specific Plan. Medium Planning Division (ECD) GOAL SA-28: High-quality, transit-oriented employment uses adjacent to the San Bruno BART Station. Policy SA-28.1 Action SA-28.1.1: Create publicly accessibly open spaces. Create new publicly accessible open spaces including plazas, courtyards, and green spaces within the Specific Plan area for the use of employees, residents, and visitors. Medium Parks Division (P&R) Policy SA-28.2 Action SA-28.2.1: Provide campus pedestrian network. Provide an extensive pedestrian network that links buildings and outdoor recreational spaces through paving, wayfinding signage, street furniture, and lighting Medium Planning Division (ECD) Action SA-28.2.2: Create convenient and safe pedestrian and bike access. Create convenient and safe pedestrian and bike access to the San Bruno BART station and the Centennial Way Trail.Medium Engineering Division (PW) 77 SHAPE SSF: 2040 GENERAL PLAN SUB-AREAS 6 134 135 Policy Implementation Action Priority Primary Responsibility Avalon-Brentwood GOAL SA-29: Avalon-Brentwood is a walkable, attractive, and safe neighborhood with a variety of housing options, accessible recreational amenities, and quality infrastructure. Policy SA-29.1 Action SA-29.1.1: Minimize El Camino Real parking overflow. Introduce clearer and more frequent signage along residential streets to prevent parking overflow from El Camino Real or major thoroughfares. Medium Maintenance and Operations Division (PW) Action SA-29.1.2: Coordinate with the County of San Mateo on infrastructure. Coordinate with the County of San Mateo to standardize infrastructure between the unincorporated area and the remainder of the city, including consistent sidewalks, roadways, and utility infrastructure. Low Engineering Division (PW) Policy SA-29.2 Action SA-29.2.1: Conduct annexation planning study. Conduct a study that considers long- term planning for the unincorporated Sphere of Influence.Low City Manager Orange Park GOAL SA-31: Pedestrian connections, recreational amenities, and streetscapes are improved in Orange Park. Policy SA-31.1 Action SA-31.1.1: Coordinate with Cal Water to purchase or lease land. Coordinate with Cal Water to purchase or lease land along Chestnut Avenue and Colma Creek to expand Orange Park. Medium City Manager Paradise Valley/Terrabay GOAL SA-32: Paradise Valley/Terrabay is a safe and walkable neighborhood with convenient access to amenities. Policy SA-32.4 Action SA-32.4.1: Coordinate with local and regional open space agencies. Collaborate with County of San Mateo Parks Department regarding upkeep and expansion of pedestrian facilities to connect to the San Bruno Mountains. Low Parks Division (P&R) Policy Implementation Action Priority Primary Responsibility Sign Hill GOAL SA-33: Sign Hill is a walkable and attractive neighborhood that maintains a variety of housing options. Policy SA-33.1 Action SA-33.1.1: Brush management. Proactively manage brush and vegetation in the Sign Hill open space to reduce fire risk.Low Parks Division (P&R) Sunshine Gardens GOAL SA-35: Streetscapes are improved and connections are made to the wider South San Francisco community and create more public open spaces and gathering spaces for the benefit of the community. Policy SA-35.2 Action SA-35.2.1: Implement designated bicycle lane on Mission Road. Consider the feasibility of creating two designated bike lanes along Mission Road between McLellan Road and Chestnut Ave. Medium Planning Division (ECD) Westborough GOAL SA-36: There is new residential infill development and recreational and childcare amenities in Westborough. Policy SA-36.4 Action SA-36.4.1: Support the development of a new park and bicycle and pedestrian trails along Skyline Boulevard in collaboration with Caltrans. Support the development of a new park and bicycle and pedestrian trails along Skyline Boulevard in collaboration with Caltrans.Medium Parks Division (P&R) Winston Serra GOAL SA-39: Access to local and city-wide services and park spaces in Winston Serra is improved. Policy SA-39.1 Action SA-39.1.1: Implement linear parks in Winston Serra. Develop a new linear park as outlined in the Parks and Recreation Master Plan.Medium Parks Division (P&R) Action SA-39.1.2: Develop new park at SFPUC site. Develop a new park on the existing SFPUC site that provides pedestrian connections to Alta Loma Middle School.Medium Parks Division (P&R) Action SA-39.1.3: Maintain “Button Property” as Open Space. Continue the previous General Plan policy to maintain the open space designation of the County of San Mateo’s “Button Property”, located on the northeast corner of Westborough Boulevard and Junipero Serra Boulevard.Low Planning Division (ECD) 78 SHAPE SSF: 2040 GENERAL PLAN 7 136 137 HOUSING CHAPTER 7Housing 7 PART II: OUR PLACEComing Soon. 79 SHAPE SSF: 2040 GENERAL PLAN 8 138 139 A PROSPEROUS ECONOMY FOR ALL CHAPTER 8A Prosperous Economy For All 8 PART II: OUR PLACELocal Support Economic Adaptation 80 SHAPE SSF: 2040 GENERAL PLAN A PROSPEROUS ECONOMY FOR ALL 8 140 141 WHERE WE WANT TO BE IN THE FUTURE A growing and diversified South San Francisco economy supports jobs and businesses in industries including biomedical technologies, digital technologies, manufacturing, distribution, hospitality, and household- serving retail and services. All South San Francisco residents can achieve broadly shared prosperity through high-quality education, job training, job opportunities, and culturally relevant services for entrepreneurs. Preservation of retail and services for residents and workers that can be conveniently accessed nearby, such as stores, restaurants, and public amenities. South San Francisco includes a thriving mix of locally owned businesses that represent the city’s rich cultural diversity. Robust South San Francisco tax and fee revenues allow the City to provide high quality and equitably distributed services for residents, workers, and visitors.Grand Ave. in DowntownPERFORMANCE METRIC Number of jobs and businesses Target: Growth rates of jobs and businesses match or exceed growth rates for San Mateo County overall during comparable periods of time PERFORMANCE METRIC Share of jobs filled by city residents Target: Year-over-year increase in the share of jobs within South San Francisco that are filled by residents Performance Metrics 1 2 How Our Plan Gets Us There A growing and prosperous economy in South San Francisco will create job and entrepreneurial opportunities for the city’s workforce and provide public revenues that allow the City of South San Francisco to deliver public services, public amenities, and infrastructure that support the community’s high quality of life. The “A Prosperous Economy” Element establishes goals and policies that leverage South San Francisco’s unique economic and workforce assets to ensure that growth creates equitably shared opportunities benefiting all residents. While the General Plan’s land use policies establish a basic framework for where and how South San Francisco can grow, the City of South San Francisco also plays a unique proactive role in shaping economic activity and outcomes for the city’s workforce. South San Francisco helps determine economic and workforce outcomes through its roles as a provider of services, a funder, a facilitator, and a collaborator with other partners. Examples include: • Investments in transportation infrastructure that impact worker commutes, • Types and locations of public facilities and services that support businesses, • City efforts that promote South San Francisco’s assets and coordinate the activities of other public, private, and non-profit partners, • Incentives and public policies that encourage or discourage different types of development activity and industry growth, and • Providing funding resources for specific programs and initiatives. The Prosperous Economy Element establishes a policy framework for South San Francisco to undertake actions targeting the industries, workforce development needs, and overall economic environment that will together address issues and opportunities confronting the city today and in the future. Refer to page 167 to view a full list of Performance Metrics for this chapter. South San Francisco Jobs 21% San Mateo County Jobs 27% Job Growth Rate from 2009–2018 8% 92% 8 % W o r k a nd Live in South San Fra n cis c o92% Wo r k in S outh San Francisco but L i v e E ls w h erePercent of Workers at Jobs in South San Francisco Who Live in South San Francisco, 2019 2019 81 SHAPE SSF: 2040 GENERAL PLAN A PROSPEROUS ECONOMY FOR ALL 8 142 143 KEY ISSUES AND OPPORTUNITIES Economy and Industry Mix South San Francisco is a jobs-rich community that attracts workers from across the region to its unique business mix of biotechnology, hospitality, and industries requiring industrial land. As of 2018, there were approximately 57,000 jobs recorded in South San Francisco distributed across five major land uses (Figure 9). The city’s economic diversity helps to insulate the local economy from any future downturns that affect a single industry. Jobs in South San Francisco reflect the city’s ongoing dual role as “The Industrial City” and a global hub of the biotechnology industry. About 30 percent of total citywide employment was in the biotechnology sector in 2018, while 28 percent was associated with industries requiring industrial or “production, distribution, and repair” lands. This category includes industries such as construction, wholesale trade, manufacturing, transportation and warehousing, and repair and maintenance activities. Aeriel View in East of 101 Sub-Area South San Francisco will remain a long-term competitive location for the biotechnology industry due to the large existing concentration of these businesses within the city, strong growth potential in the Bay Area generally, access to venture capital and other professional services in San Mateo County, and the city’s access to a skilled workforce from throughout the region. Fueled by significant investment in the Life Sciences industry and the rapid employment growth of companies like Genentech and that of emerging companies, the biotechnology industry accounted for nearly half of the city’s total employment growth between 2009 and 2018. Future potential may exist for South San Francisco to diversify the mix of businesses related to the biotechnology “cluster,” such as other life sciences businesses and related professional services such as attorneys and financial services. Although South San Francisco currently lacks a large presence of computer technology and non-biotechnology professional services, continued growth of the Bay Area’s technology industry and related professional services will also increase the potential over time for the city to capture demand from businesses in these industries. The city is already becoming increasingly attractive to office users seeking a lower-cost alternative to San Francisco and southern San Mateo County. However, it is challenging for these businesses to outcompete biotechnology companies for available space and new development. Figure 9: South San Francisco Jobs by Associated Land Use Category, 2018 Figure 10: Number of Jobs by Major Land Use Category in 2009 and 2018 12,579 17,173 14,240 16,053 8,741 10,185 5,954 7,049 5,329 5,853 535 869 Biotechnology PD&R Other Retail Oice Hospitality 12,579 17,173 14,240 16,053 8,741 10,185 5,954 7,049 5,329 5,853 535 869 Biotechnology PD&R Other Retail Oice Hospitality 17,173 30% 16,053 28% 7,049 12% 5,853 10% 10,185 18% 869 2% Biotechnology 2009 PD&R 2018 Other Retail Office Hospitality Notes: “PD&R” refers to production, distribution, and repair industries. Approximately 60 percent of the "Other" category consists of employment in Education, Healthcare and Social Assistance industry categories. The remaining 40 percent of employment is distributed across multiple industries. Sources: California Economic Development Department, 2019; Strategic Economics, 2021. Sources: California Economic Development Department, 2019; Strategic Economics, 2021. 82 SHAPE SSF: 2040 GENERAL PLAN A PROSPEROUS ECONOMY FOR ALL 8 144 145 Industrial Park in Lindenville Best Western Plus Hotel in East of 101 Sub-Area Outside of manufacturing industry categories related to the biotechnology industry, manufacturing employment in South San Francisco is in a long-term decline. Non- biotechnology manufacturing employment decreased by 20 percent between 2009 and 2018, primarily due to losses of food manufacturing businesses. Loss of “legacy’ manufacturing reflects an industry-wide shift from the high-cost inner Bay Area to areas with more affordable real estate, better access to labor, and lower costs of doing businesses—such as the East Bay and other areas outside of California. However, opportunities may exist for South San Francisco to attract innovation- oriented, small-scale, and advanced manufacturing businesses seeking the workforce accessibility and availability of industrial buildings that first drew biotechnology businesses to the city. Table 4: South San Francisco Employment by Industry and Corresponding Land Use Category, 2009 and 2018 Associated Land Use Category and Corresponding Industry NAICS Code1 2009 2018 Net Change Percent Change Biotechnology 12,579 17,173 4,593 37% Select Manufacturing; Wholesale Trade; Professional, Scientific, and Technical Services; and Healthcare categories Various2 12,579 17,173 4,593 37% PD&R 14,240 16,053 1,813 13% Construction 23 2,315 3,187 872 38% Wholesale Trade (except for Biotech Wholesale Trade)42 3,289 3,709 420 13% Manufacturing (except for Biotech Manufacturing)31-33 2,932 2,335 -597 -20% Transportation & Warehousing 48-49 5,188 6,310 1,121 22% Repair and Maintenance 811 516 513 -3 -1% Other 8,741 10,185 1,444 17% Education, Healthcare, Social Assistance 61, 62 4,850 6,055 1,205 25% All Others Various3 3,891 4,130 239 6% Retail 5,954 7,049 1,095 18% Retail Trade 44-45 3,422 3,401 -21 -1% Food and Drinking Places 722 2,429 3,567 1,138 47% Personal Services 8121 103 81 -22 -21% Notes: 1. “NAICS” refers to the north american industry classification system, a federal standard for classifying jobs by industry sector 2. Includes naics 3254, 3345, 3391, 4234, 4246, 54169, 5417, and 6215 3. Approximately 60 percent of employment in the "All other" category consists of employment in education, healthcare and social assistance industry categories. The remaining 40 percent of employment is distributed across naics 11, 22, 71, 92, 99, and select categories within naics 56 and 81. Sources: California Economic Development Department, 2019; Strategic Economics, 2021.South San Francisco is also a prime location for logistics and distribution uses, reflected in a large and growing number of transportation and warehousing jobs. These businesses are drawn to the city based on its availability of industrial land located near end-user households and businesses, and based on the city’s access to San Francisco International Airport. This proximity to end-user business and population centers will also continue to make South San Francisco a desirable location for construction, service, and repair businesses, along with food manufacturing that benefits from central access to the region’s households and convenient transportation connections to other regions. South San Francisco is positioned to attract future demand from the hospitality industry, which constituted two percent of jobs in the city as of 2018. Hotel demand is still recovering from the impacts of the COVID-19 pandemic; the CoStar real estate data service indicates that the overall occupancy rate for hotels in the “San Francisco Airport” submarket (which includes South San Francisco) stood at 59 percent as of January 2022, down from a pre-pandemic high of 86 percent in 2019. Forecasts for recovery vary, but typically assume full recovery to near-2019 levels of occupancy and revenue per available room may not occur until 2024 or 2025. As the hotel market recovers from the effects of the COVID-19 pandemic, demand for hotel stays in South San Francisco will be sustained by the city’s major businesses, the presence of the South San Francisco Conference Center, and the city’s proximity to San Francisco International Airport. 83 SHAPE SSF: 2040 GENERAL PLAN A PROSPEROUS ECONOMY FOR ALL 8 146 147 Associated Land Use Category and Corresponding Industry NAICS Code1 2009 2018 Net Change Percent Change Office 5,329 5,853 524 10% Finance, Real Estate & Leasing, and Management of Companies 52, 53, 55 2,144 2,211 67 3% Professional, Scientific, & Technical Services 54, except for 54169 and 5417 1,162 1,417 255 22% Information 51 803 453 -350 -44% Office-Based Admin and Support Various within 56 1,222 1,773 551 45% Hospitality 535 869 334 62% Accommodations 721 535 869 334 62% Total 47,379 57,182 9,803 21% Note: 1. “NAICS” refers to the North American Industry Classification System, a federal standard for classifying jobs by industry sector Sources: California Economic Development Department, 2019; Strategic Economics, 2021. Table 4 Continued Workforce Challenges and Opportunities South San Francisco residents have slightly lower educational attainment than the skills requirements for workers at South San Francisco jobs overall. While resident and worker educational attainment are similar, as shown in Figure 11, a slightly higher share of workers at jobs in South San Francisco hold Bachelor’s degrees, advanced degrees, or have completed some college or an Associate’s degree than city residents. Mismatches between job occupations and skills requirements versus resident occupations and skills requirements can make it more difficult for South San Francisco’s residents to access local jobs and jobs that pay a livable wage. High housing costs regionally and locally also create challenges for South San Francisco businesses to attract and retain workers—especially lower- and middle-income workers who struggle to afford housing near jobs in South San Francisco. Although South San Francisco is a relatively affordable community within the San Francisco Peninsula, increasing housing costs are still creating displacement pressures for residents who may work in the city, for workers who commute from nearby cities, and for potential employees who want to live close to where they work. Although it is not typical for cities to produce enough housing to accommodate their entire workforce, the growth in jobs in South San Francisco has vastly outpaced growth in the housing stock over recent decades. Opportunities exist for South San Francisco to address each of these workforce challenges. Additional workforce development and education resources can enhance resident skills and create a better match with available jobs, especially if training is aligned with local industries and employers and if resources are dedicated to historically disenfranchised residents. Efforts to attract and retain businesses with a relatively high share of middle-skill, middle-wage jobs—such as manufacturing— will create more accessible opportunities. Enhanced linkages between employers and job training and education programs will create better pipelines to jobs and more opportunities for on-the-job training. And construction of more housing and more income-restricted housing will allow more residents of all incomes to live near South San Francisco’s large base of jobs. Figure 11: Educational Attainment of Employed South San Francisco Residents Versus Workers at Jobs in South San Francisco, 2019 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Employed South San Francisco Residents Worker at Jobs in South San Francisco 12%11% 15% 25% 34% 14% 14% 22% 32% 20% Education attainment not available (workers aged 29 or younger) Bachelor's degree or advanced degree Some college or Associate degree High school or equivalent, no college Less than high school Note: Data only reflects the “primary” job from which a worker derives the greatest share of income. Source: LEHD, 2015; Strategic Economics, 2019.84 SHAPE SSF: 2040 GENERAL PLAN A PROSPEROUS ECONOMY FOR ALL 8 148 149 Commute Access South San Francisco’s highway connectivity, BART and Caltrain stations, ferry service, employer-run shuttle buses, publicly-accessible free shuttle buses, and SamTrans service enable access to jobs for a large regional workforce of highly educated employees, contributing to the city’s position as a major employment center. This connectivity with the region also facilitates access to job opportunities for South San Francisco’s residents throughout Silicon Valley and San Francisco. However, automobile traffic congestion could impact South San Francisco’s ability to attract additional residential and commercial growth. Traffic congestion is already a barrier to growth in the East of 101 area due to the area’s growing number of workers, especially since many jobs are located far from Caltrain. South San Francisco is already addressing these challenges in partnership with Genentech and other businesses, including commitments in the Genentech master plan for transportation demand management measures, commute shuttles, and contributions toward traffic and transportation improvements, and via City efforts to implement a community facilities district to fund transportation and infrastructure improvements in the East of 101 area. Real Estate Trends and Development The decade spanning 2010 to just before the COVID-19 pandemic in 2020 was a period of significant economic growth nationally, regionally, and locally. South San Francisco, being one of the premier global destinations for the biotechnology industry, experienced significant growth in its “office and R&D” building inventory during this ten-year period (2.4 million square feet, Table 5) as national investment in biotechnology drove demand for new Life Sciences real estate. However, as a city with few vacant land opportunities available for development, the growth in Life Science space could only occur via redevelopment of existing properties in areas with appropriate zoning. As a result, 1.3 million square feet of industrial space was redeveloped primarily for life science space in the East of 101 area, along with additional losses due to housing development. The city’s retail inventory remained virtually unchanged between 2010 and 2020, even as the number of households in South San Francisco and nearby cities grew. While in previous decades an expansion of households may have been more likely to result in local retail space development to meet additional demand, the 2010 to 2020 years brought changes to the national retail landscape including the rise of e-commerce and a growing share of sales occurring online—reducing the need to build additional retail space to meet demand from new households. South San Francisco’s existing retail supply was also already well-located to serve areas of the city undergoing population growth. Accommodating Biotechnology and Life Sciences Demand The biotechnology and life sciences industries experienced unprecedented levels of investment globally in 2020 in response to the COVID-19 pandemic and are likely to continue long-term growth in the region. Biotechnology and life sciences businesses typically prefer to co- locate near one another to facilitate the transfer of ideas and to be close to existing concentrations of their workforce, making South San Francisco especially well-positioned to continue capturing growth of these businesses, so long as adequate land supply and transportation capacity are available. Maintaining capacity for growth will become especially important as global investment in biotechnology has led to a boom in real estate development activity for biotechnology labs in competing locations throughout the region and the country. Table 5: Change in Total Inventory by Building Type, 2010 to 2020 Total Rentable Building Area (Sq. Ft.) Building Type 2010 2020 Net Change % Change Office and R&D1 9,505,781 11,861,901 2,356,120 25% Industrial 16,413,147 15,141,639 -1,271,508 -8% Retail 2,682,911 2,712,942 30,031 1% Note: 1. Reflects life science r&d space in addition to traditional office buildings. Source: Costar, 2020; Strategic Economics, 2021. Aeriel View of Highway 101 Genentech Shuttle Heading Towards Glen Park Genentech Campus 85 SHAPE SSF: 2040 GENERAL PLAN A PROSPEROUS ECONOMY FOR ALL 8 150 151 Attracting Office Development Limited demand for office space currently exists in South San Francisco among office tenants such as technology and professional services businesses. These businesses more typically locate in transit-adjacent areas in higher-income communities on the Peninsula. However, in the medium- to long-term South San Francisco can potentially attract additional office-based businesses priced out of San Francisco or southern San Mateo County, as well as businesses that provide services for the biotechnology industry. However, in the short term, attracting new office development will be challenging due to uncertainty in regional office real estate markets induced by the COVID-19 recovery and intense competition with life science development activity. Adapting to the Future of Retail South San Francisco is well-served by retail, restaurants, and personal services businesses in the city’s existing collection of shopping centers, “big box” stores, Downtown, and standalone retail properties along major arterial streets. The city also attracts outside shoppers via convenient regional access on El Camino Real and Highway 101. Nearly all residential areas of the city are located within a twenty-minute walk of a grocery store, and the city’s retail offerings include local and chain stores and restaurants that represent and serve the city’s diverse population. Additional retail space is most likely to be added to areas projected to accommodate future residential growth. This includes portions of Lindenville, Downtown, and East of 101 near the Caltrain station. With the exception of Downtown, these areas currently feature few retail offerings due to their existing industrial uses. While the new households and workers in the East of 101 area will create more demand for businesses in Downtown, services and support may be necessary to ensure existing local businesses are not displaced by new businesses that serve higher-income residents and can afford higher rents. Preparing for the Future of Industrial Lands Demand for industrial properties to redevelop into housing and biotechnology uses creates the risk that businesses requiring industrial space will be displaced. Redevelopment of industrial properties would likely result in declining business diversity due to the loss of businesses engaged in production, distribution, and service and repair activities. Since these businesses are also associated with lower barriers to entry for jobs compared to the biotechnology industry, the loss of these businesses would also reduce the diversity of job opportunities in South San Francisco, especially for middle wage jobs. Many of South San Francisco’s longstanding industrial businesses are also facing challenges related to the relatively high cost of rent and labor within the inner Bay Area. Because of the high costs of doing business in the area, it is inevitable that some traditional industrial businesses will leave South San Francisco. However, these businesses play a role in the city’s economic diversity and in some cases provide services that are needed locally by residents and other businesses; opportunities exist for South San Francisco to work with these businesses to identify and implement programs, policies, zoning, and infrastructure that would support retention of these businesses. Although industrial space overall has declined, South San Francisco is a prime location for logistics facilities, including last-mile delivery centers. Demand and rents for industrial and logistics space is approaching high enough levels to justify the development of multi-story industrial logistics buildings in South San Francisco. Demand is growing for logistics and warehouse space more generally as companies respond to rising demand for e-commerce last-mile delivery needs, and South San Francisco’s proximity to large population centers and appropriately zoned land make it a prime location for last-mile delivery centers. South San Francisco’s large inventory of industrial buildings represents an opportunity for future production possibilities as new, innovation-oriented businesses seek out space that can be flexibly repurposed for activities such as prototyping, small-scale production, and advanced manufacturing. This building inventory has historically been adapted for different types of users as innovation has occurred. Retaining industrial buildings and lands will allow South San Francisco to attract innovative start-up industries in the future. The mix of businesses in South San Francisco’s retail storefronts, shopping centers, and districts will continue to evolve in response to the growth of e-commerce and online sales. Long-term trends favoring “experiential” businesses such as dining, fitness, and entertainment are likely to continue while many “hard goods” and “soft goods” retailers will continue to suffer sales declines. However, grocery stores and general merchandise stores such as Costco have continued to perform well. Ultimately, the City of South San Francisco can anticipate that property owners will likely seek to reinvest in or redevelop underperforming and antiquated retail locations, but the City should also seek to preserve functional retail locations that play a critical role in serving the community and generates sales tax revenues for the City. Some of South San Francisco’s older and antiquated retail buildings and shopping centers are likely to undergo redevelopment for other uses over time. This is particularly true of standalone and smaller clusters of retail buildings along El Camino Real. While redevelopment of these centers creates an opportunity to introduce new mixed-use housing and retail projects, this process creates two challenges. Redevelopment creates a displacement risk for small, local businesses that can only afford rents in these older buildings. Second, competition from online sales is driving reductions in overall needs for retail space, suggesting that new retail spaces should only be added in areas with high traffic volumes, visibility, or concentrations of surrounding residents and workers.651 Gateway Blvd.Cable Car Cafe on Grand Ave. in Downtown Mercado y Panaderia Hernandez 86 SHAPE SSF: 2040 GENERAL PLAN A PROSPEROUS ECONOMY FOR ALL 8 152 153 Strengthening Downtown Downtown South San Francisco currently features many locally owned businesses that serve nearby residents and has strong potential to serve as a community anchor. Among Downtown’s locally owned businesses are grocers and corner stores, restaurants, apparel stores, bakeries, and other businesses that collectively represent the rich diversity of South San Francisco’s population. A significant amount of new residential development is planned for and has been approved in the Downtown and areas immediately to the east and south, which will augment demand for goods and services in the area. New households moving into residential buildings will support nearby restaurants and retail stores, including higher-end restaurants and services. Contingent on City requirements, some residential buildings will also be built with ground-floor retail and may add additional space for new or existing businesses to occupy. As new residential development occurs and demand for higher- end restaurants and services increases, the city will need to balance preserving Downtown’s existing businesses and cultural identity with new development and attracting new businesses to the area. Visitors to South San Francisco represent a source of inadequately realized demand for restaurants and services Downtown. Downtown may be able to capitalize on the presence of hotel and South San Francisco Conference Center guests if pedestrian and transit connections are improved between Downtown and areas near the Conference Center. Conversely, better access to restaurant and retail amenities could serve to make the city’s hotels more desirable for visitors. Supporting Hotel Reinvestment and Growth While the COVID-19 pandemic resulted in dramatic declines in travel and hotel stays both globally and locally, the long-term prospects of hotels in South San Francisco are strong due to the city’s strategic location and ability to capture multiple sources of visitors. The city’s hotel clientele includes biotechnology business travelers, attendees of conferences at the Moscone Center and the South San Francisco Conference Center, and tourists visiting San Francisco. Improved transit connections, more attractive streetscapes, and a greater offering of local restaurants and amenities will support the city’s hotels and make them more competitive with other establishments in the market area. Additionally, supporting the city’s biotechnology industry and Conference Center will bolster long- term sources of hotel stays. Addressing the Impacts of Climate Change Sea level rise induced by climate change is likely to impact the area south of East Grand Avenue in East of 101, as well as areas closest to Colma Creek in Lindenville, creating uncertainties for businesses regarding additional costs and risks associated with locating in these areas. Mitigating the risk of sea level rise will require significant financial investment at the local and/or regional levels. Currently there are limited local resources available for preparing the East of 101 area and other vulnerable areas for sea level rise. Several regional agencies already have sea level rise planning initiatives underway—including the Bay Conservation and Development Commission Metropolitan Transportation Commission, and Association of Bay Area Governments— which will explore funding possibilities. Fiscal Health South San Francisco’s fiscal outlook is strongly linked to investment in Life Sciences and residential real estate, as well as retail, restaurant, and hotel performance. Property tax revenues are the largest source of revenue for the City’s General Fund, followed by sales tax and transit occupancy tax (or hotel tax). The largest General Fund expenditure categories include the Fire Department, Police Department, and Parks and Recreation, whose costs will increase as new population is added. Conversely, as new development occurs and property values are reassessed, the City will be able to generate additional property tax revenue to offset these new expenditures. The success of restaurants and retail businesses, which generate sales tax revenue, and of the city’s hotels, which generate transient occupancy tax revenue, will also generate fiscal benefits for the City of South San Francisco that will allow it to provide higher quality services to residents. Grand Ave., Downtown New Development Housing in Downtown New Office Park Development in East of 101 Sub-Area 87 Denali Therapeutics on Oyster Point Blvd. SHAPE SSF: 2040 GENERAL PLAN A PROSPEROUS ECONOMY FOR ALL 8 154 155 POLICY FRAMEWORK GOAL PE-1: South San Francisco remains a premier location for biotechnology and related industries. INTENT: To support the long-term success of the biotechnology industry in South San Francisco while also leveraging the industry’s presence in South San Francisco to attract related businesses and activities. Policy PE-1.1: Ensure long-term viability of biotechnology. Continue to support the long-term viability of the East of 101 area for biotechnology and related businesses. Policy PE-1.2: Diversify the biotechnology and life science cluster to include related businesses. Attraction efforts should focus on related industries that benefit from proximity to existing biotechnology businesses and/or provide complementary services to existing biotechnology businesses. Related businesses could include medical diagnostics, digital health, medical device manufacturing, testing, lab supplies, test products, venture capital firms, and legal services, financial services, and other support services. Attraction efforts should also include understanding and tracking the shift of some life science activities and businesses to the periphery of the Bay Area. GOAL PE-2: A resilient and diverse South San Francisco economy supports existing industries while accommodating emerging growth opportunities. INTENT: To maintain economic diversity in South San Francisco by ensuring City actions and land use policies support existing major industries while positioning the City to capture growth in rapidly growing industries and business activities. Policy PE-2.1: Reinvest in industrial property. Within areas targeted for retention of industrial uses, support industrial property owners seeking to reinvest in and modernize their properties and come into compliance with environmental regulations, current building codes, and use/production of green energy. Policy PE-2.2: Facilitate redevelopment of industrial property. Facilitate redevelopment of industrial properties in portions of Lindenville and East of 101 targeted for redevelopment for other commercial or residential uses. Policy PE-2.3: Encourage multi-level logistics/ distribution buildings. As appropriate based on site and location conditions, encourage developers of new logistics/distribution projects to consider proposing multi-level buildings as a means of maximizing efficient use of remaining industrial land. Policy PE-2.4: Encourage construction and occupancy of office space. Policy PE-2.5: Target industry diversification opportunities. Prioritize business attraction and retention activities for targeted industry sectors that represent significant growth and economic diversification opportunities. Policy PE-2.6: Maintain a strong hotel Transient Occupancy Tax base by supporting the city’s hospitality industry. 88 SHAPE SSF: 2040 GENERAL PLAN A PROSPEROUS ECONOMY FOR ALL 8 156 157 GOAL PE-3: The City of South San Francisco’s economic development efforts sustain a healthy business climate through public-private collaborations, data tracking, and promotional activities. INTENT: To create an attractive business environment by ensuring that the City of South San Francisco’s economic development efforts leverage the knowledge of private sector partners, incorporate data-driven decision- making, and promote the city’s assets, advantages, and opportunities. Policy PE-3.1: Collaborate with the local business community to identify and implement improvements in business districts. Policy PE-3.2: Monitor economic conditions. Enhance data collection and monitoring of economic conditions in South San Francisco to quickly identify emerging opportunities and challenges. Policy PE-3.3: Publicize and periodically review economic development strategies based on economic conditions. Policy PE-3.4: Engage in promotional and support activities for the citywide business community. Policy PE-3.5: Engage in promotional activities of citywide shopping and recreational opportunities. GOAL PE-4: Infrastructure investments support job access, job growth, and address climate hazards impacting South San Francisco businesses. INTENT: To ensure that transportation and other infrastructure investments support South San Francisco’s workforce and major employment destinations by expanding accessibility and reducing the impacts of sea level rise and other hazards on industrial and commercial lands. Policy PE-4.1: Improve regional access to quality jobs. Support improvements to the transit and transportation network that increase access by South San Francisco residents to middle- and high-wage jobs within the city and region. Refer to the Mobility Element of the General Plan for related policies and actions. Policy PE-4.2: Encourage growth near transit. Encourage job and housing growth near the BART and Caltrain stations. Refer to the Mobility Element and Land Use Element of the General Plan for related actions. Policy PE-4.3: Provide enhanced multimodal commute options. Continue collaborating with other City departments and regional transportation agencies to provide enhanced multimodal commute options. Policy PE-4.4: Mitigate the risk of sea level rise. Explore funding mechanisms to make investments to mitigate the risk of sea level rise. GOAL PE-5: The city has vibrant and healthy commercial districts and shopping centers that include amenities serving residents and outside shoppers. INTENT: To ensure the long-term success of South San Francisco’s retail districts and shopping centers by facilitating reinvestment or redevelopment, enhancing the attractiveness of retail destinations, adapting to e-commerce, supporting the needs of small businesses, and ensuring businesses and districts reflect South San Francisco’s racial, ethnic, and socioeconomic diversity. Policy PE-5.1: Provide functional retail space. Encourage property owners to provide storefront spaces that meet the functional needs of modern tenants. Policy PE-5.2: Encourage retail concentration. Require or encourage retail concentrations in prime retail locations while allowing a greater diversity of ground-floor uses outside these areas. Policy PE-5.3: Encourage redevelopment of underperforming centers. Pursue the redevelopment of shopping centers and districts that experience disinvestment and are not well-positioned for future success. Policy PE-5.4: Enhance retail district environment. Enhance the public environment in retail districts such as Downtown South San Francisco and retail nodes along El Camino Real. Policy PE-5.5: Foster a vibrant Downtown South San Francisco. Foster a vibrant Downtown with events, restaurants, retail, and arts amenities that serve the needs and reflect the culture of South San Francisco residents. Policy PE-5.6: Support development of complete neighborhoods. Support the development of complete neighborhoods—with day-to-day goods and services located within a 20 minute walk of residents— throughout South San Francisco. Policy PE-5.7: Support retail businesses and restaurants in adapting to e-commerce needs. Policy PE-5.8: Engage in business recruitment and retention. Engage in retail business attraction targeted towards filling unmet needs and supporting small, local businesses. Policy PE-5.9: Encourage housing and job growth near shopping districts. Encourage housing and job growth in and near Downtown and other shopping districts to create additional demand for retail, restaurants, and services. Refer to the Land Use Element of the General Plan for related actions. GOAL PE-6: South San Francisco residents achieve upward mobility and equitably shared prosperity. INTENT: To support equitable access to high-quality job opportunities and positive outcomes for South San Francisco residents through education and job training partnerships with businesses, schools, and workforce development organizations, and through availability of affordable workforce housing. Policy PE-6.1: Collaborate on workforce development programs. Work with job training agencies and local employers and unions to implement programs to improve workforce skills, including targeting of resources to residents of color and low- income residents. Policy PE-6.2: Coordinate South San Francisco’s employment and job training efforts with local youth educational institutions. Policy PE-6.3: Encourage affordable housing and access to jobs. Encourage development of income- restricted affordable housing with easy access to major employment districts in and near South San Francisco (see the Housing Element and Land Use Element).South City Shuttle89 Ristorante Andiamo in DowntownSHAPE SSF: 2040 GENERAL PLAN A PROSPEROUS ECONOMY FOR ALL 8 158 159 GOAL PE-7: South San Francisco provides a business climate that supports the success of local entrepreneurs and existing small, local, minority-owned, and culturally diverse businesses. INTENT: To ensure South San Francisco’s small, local, minority- owned, and culturally diverse businesses can achieve success by removing barriers to opportunity and providing culturally appropriate technical resources and training for entrepreneurs. Policy PE-7.1: Provide technical assistance information to small businesses. Provide information to small businesses about technical assistance programs available through the City and partners such as the San Mateo Small Business Development Center. Policy PE-7.2: Explore opportunities to enhance access to capital. Explore opportunities for developing programs that enhance access to capital for small businesses and entrepreneurs. Policy PE-7.3: Augment channels of communication with the business community. Policy PE-7.4: Support the retention and formation of local businesses owned by people of color and historically disenfranchised community members. GOAL PE-8: Business growth and investment provide financial and other contributions that meet the needs of South San Francisco residents. INTENT: To ensure that business activity and real estate development provide benefits for South San Francisco residents. Policy PE-8.1: Maintain and implement new funding mechanisms to address the impacts of development and support infrastructure needs. Policy PE-8.2: Explore equitable services spending. As operating revenues increase in response to citywide growth, explore how these revenues can be equitably deployed to meet the needs of residents. Policy PE-8.3: Establish community benefits contributions. Establish and maintain mechanisms for businesses seeking adjustments to base zoning and density standards to provide voluntary community benefits. IMPLEMENTATION ACTIONS Policy Implementation Action Priority Primary Responsibility GOAL PE-1: South San Francisco remains a premier location for biotechnology and related industries. Policy PE-1.1 Action PE-1.1.1: Monitor constraints to biotechnology and related businesses. Through business, broker, and developers contacts, monitor and address potential constraints to ongoing growth of biotechnology and related businesses, including zoning, land supply, transportation, and infrastructure. Medium Economic Development and Housing Division (ECD) Policy PE-1.2 Action PE-1.2.1: Biotechnology outreach. Gauge and pursue opportunities to support attraction and retention of businesses in the broader biotechnology and life science cluster through participation in industry organizations and one-on-one contacts with businesses, developers, and real estate brokers. Medium Economic Development and Housing Division (ECD) GOAL PE-2: A resilient and diverse South San Francisco economy supports existing industries while accommodating emerging growth opportunities. Policy PE-2.1 Action 2.1.1: Conduct outreach to industrial property owners. Conduct outreach to property owners seeking relevant permits to determine opportunities for the City to facilitate reinvestment. Medium Economic Development and Housing Division (ECD) Action 2.1.2: Support infrastructure improvements. Pursue infrastructure and placemaking improvements that enhance the functionality of industrial districts.Medium Planning Division (ECD) Policy PE-2.2 Action 2.2.1: Identify obstacles to redevelopment. Conduct outreach to property owners to identify specific obstacles to redevelopment to inform strategies for supporting property owners through the redevelopment process. High Economic Development and Housing Division (ECD) Refer to the Implementation Matrix within the "Our Plan to Get There" chapter to view additional information regarding implementation actions such as timeframe and secondary department responsibilities. 90 SHAPE SSF: 2040 GENERAL PLAN A PROSPEROUS ECONOMY FOR ALL 8 160 161 Policy Implementation Action Priority Primary Responsibility Policy PE-2.4 Action 2.4.1: Attract tenants to ground floor spaces that support day-to-day services in the neighborhood. Explore incentives, opportunities, forecast demand, and identify barriers to attracting small businesses and tenants to ground floor spaces outside of the city’s best-located retail nodes (such as on blocks of Downtown away from Grand Avenue). Medium Economic Development and Housing Division (ECD) Policy PE-2.5 Action 2.5.1: Monitor regional business and employment trends and analyze linkages to workforce development opportunites for residents. Monitor regional business and employment trends to explore emerging and/or growing economic development opportunities, with a focus on professional services, research and development, technology, biomedical and life sciences, and advanced manufacturing. Medium Economic Development and Housing Division (ECD) Action 2.5.2: Focus efforts on emerging technology industries. Focus attraction and retention efforts on emerging technology businesses, such as those in artificial intelligence, “Big Data,” financial technology, health technology, and other software services. High Economic Development and Housing Division (ECD) Action 2.5.3: Focus efforts on emerging industrial technologies. Focus attraction and retention efforts on emerging industrial technologies, such as those in industrial design services, transportation engineering, robotics, autonomous vehicles and drones, instrumentation, mechanical engineering, and related fields. High Economic Development and Housing Division (ECD) Action 2.5.4: Focus efforts on advanced food industries. Focus attraction and retention efforts on advanced food production and food technology businesses, such as specialty food manufacturers, businesses developing new food products, and businesses implementing higher efficiency agricultural technologies. High Economic Development and Housing Division (ECD) Policy PE-2.6 Action 2.6.1: Facilitate hotel investment and development. Provide supportive City services to facilitate hotel owner/developer efforts to expand and upgrade local hotels, with a focus on upper upscale brands with higher daily rates. High Economic Development and Housing Division (ECD) Action 2.6.2: Promote the city as a hotel destination. Support hotel stays through promotion of South San Francisco as a lodging destination via the South San Francisco and partnerships with hotel operators and the San Mateo County/Silicon Valley Convention and Visitors Bureau. High Economic Development and Housing Division (ECD) Action 2.6.3: Engage in marketing efforts to attract events to the South San Francisco Conference Center.High Communications (CM) Policy Implementation Action Priority Primary Responsibility GOAL PE-3: The City of South San Francisco’s economic development efforts sustain a healthy business climate through public-private collaborations, data tracking, and promotional activities. Policy PE-3.1 Action 3.1.1: Establish business districts. In partnership with the Chamber of Commerce, conduct outreach to businesses to encourage local district-based efforts to establish business organizations and form business improvement districts that can raise funding to provide enhanced district services; potential locations include Downtown South San Francisco, Lindenville, segments of El Camino Real, the BART station area, and portions of East of 101. High Capital Projects (CM) Action 3.1.2: Conduct regular outreach with the business community. Conduct regular outreach and meetings with business and organizations such as the South San Francisco Chamber of Commerce and district-based organizations (or groups of businesses) to share information and to identify challenges and opportunities. Work through promotores, community navigators, and the Economic Advancement Center to ensure businesses owned by people of color and historically disenfranchised community members are reached. Medium City Manager Policy PE-3.2 Action 3.2.1: Monitor business license data. Modify business license monitoring system to permit analysis of business license data.Medium Finance Action 3.2.2: Engage businesses. Use active mechanisms to stay informed of business needs through such tools as business surveys, customer surveys, personal contact, and business functions. Medium Economic Development and Housing Division (ECD) Action 3.2.3: Ensure City staff have access to appropriate data sources. Ensure that key City staff have access to data sources required to track business conditions and opportunities (e.g. ensure that GIS analysts have access to sales tax and business license data, to the extent allowed by law). Medium Economic Development and Housing Division (ECD) Action 3.2.5: Identify vulnerable businesses. Use sales tax data, employment data, and qualitative information to identify declining businesses and businesses likely to close or relocate.High Economic Development and Housing Division (ECD) Policy PE-3.3 Action 3.3.1: Maintain an accessible public database of economic development projects, goals, and city demographics.Medium Information Technology Action 3.3.2: Prepare/update economic development strategic plans. Regularly prepare/ update a multiyear economic development strategic plan to provide a comprehensive understanding of current economic and market conditions and to guide City staff economic development activities. High Economic Development and Housing Division (ECD) 91 SHAPE SSF: 2040 GENERAL PLAN A PROSPEROUS ECONOMY FOR ALL 8 162 163 Policy Implementation Action Priority Primary Responsibility Policy PE-3.4 Action 3.4.1: Communicate trends and news to the business community. Communicate economic development trends and news to the business community, including multilingual communications and communication channels focused on businesses owned by people of color and historically disenfranchised community members. Low Economic Development and Housing Division (ECD) Action 3.4.2: Conduct regular outreach. Conduct outreach to businesses found to be likely to close or relocate to share available resources and identify needs.High Economic Development and Housing Division (ECD) Action 3.4.3: Provide siting assistance. In partnership with real estate brokers, provide site location information to prospective businesses.Medium Economic Development and Housing Division (ECD) Action 3.4.4: Establish local business procurement opportunities, with a focus on businesses owned by people of color and historically disenfranchised community members. Medium Economic Development and Housing Division (ECD) Action 3.4.5: Promote the city’s “business friendly” reputation in all promotional materials.High Communications (CM) Action 3.4.6: Increase and improve communication with the public about new business developments.Low Communications (CM) Policy PE-3.5 Action 3.5.1: Create a Downtown marketing program. Create a marketing program for Downtown that can be subsequently expanded to promote the entire city.Medium Communications (CM) Action 3.5.2: Develop and implement a “shop local” program.Medium Economic Development and Housing Division (ECD) Action 3.5.3: Promote recreational opportunities. Promote recreational activities available in South San Francisco as an attractive amenity for workers.Medium Recreation Division (P&R) GOAL PE-4: Infrastructure investments support job access, job growth, and address climate hazards impacting South San Francisco businesses. Policy PE-4.3 Action 4.3.1: Expand transit and active transportation alternatives. Maintain efforts to coordinate across departments and agencies to share business concerns about the need for expanded alternatives to automobile access to businesses, including improved bicycle and pedestrian infrastructure and support for regional public transportation improvements. High Capital Projects (CM) Policy PE-4.4 Action 4.4.1: Partner with impacted property owners. Partner with impacted property owners to explore potential mitigations and funding mechanisms for mitigating the risk of sea level rise; communicate property owner responsibilities to protect their own properties. Medium Sustainability (CM) Action 4.4.2: Regional collaboration. Monitor and join (as appropriate) regional/state efforts to fund and address mitigations for the impacts of climate change and sea level rise.High Sustainability (CM) Policy Implementation Action Priority Primary Responsibility GOAL PE-5: The city has vibrant and healthy commercial districts and shopping centers that include amenities serving residents and outside shoppers. Policy PE-5.1 Action 5.1.1: Create design and building standards for ground-floor space. Create design and building standards for ground-floor commercial space in new mixed-use development projects that promote spaces which are sufficiently flexible to meet the needs of multiple kinds of tenants, including consideration of restaurant needs. Medium Planning Division (ECD) Action 5.1.2: Identify reinvestment opportunities in retail properties. Work with retail property owners to identify and encourage opportunities for reinvestment in and modernization of their properties. Medium Economic Development and Housing Division (ECD) Policy PE-5.2 Action 5.2.1: Create ground floor requirements. Create requirements to provide ground-floor retail in mixed-use development projects only in the strongest retail locations, including at street intersections, near existing high-performing shopping centers, and in areas with high visibility, vehicle or pedestrian traffic, and easy access. Medium Planning Division (ECD) Policy PE-5.3 Action 5.3.1: Ensure appropriate zoning. Ensure that appropriate zoning and land use regulations are in place to allow for the redevelopment of shopping centers as mixed-use centers.High Planning Division (ECD) Action 5.3.2: Monitor sales tax performance. Identify underperforming shopping centers and retail properties by monitoring reductions in sales tax revenue generated at each center.Medium Economic Development and Housing Division (ECD) Action 5.3.3: Conduct outreach and enforcement for underperforming shopping centers. Encourage redevelopment of antiquated and underperforming shopping centers and retail locations through a combination of ongoing owner outreach and appropriate code enforcement actions. Medium Economic Development and Housing Division (ECD) Policy PE-5.4 Action 5.4.1: Provide public investment for streetscapes and façades. Enhance the public realm of retail districts through public investments in the streetscape and mobility, potential façade improvement loans or grants, and collaboration with merchants or business organizations to create wayfinding and branding signage. High Capital Projects (CM) Policy PE-5.5 Action 5.5.1: Target growth of arts and culture uses to Downtown and Lindenville. Target growth of arts and culture uses in Downtown and Lindenville, with particular focus on attracting uses that are culturally relevant to city residents. High Economic Development and Housing Division (ECD) Action 5.5.2: Collaborate with Downtown community to support events. Collaborate with merchants and merchant organizations to support cultural festivals and events that draw customers to Downtown businesses. High City Manager Action 5.5.3: Ensure zoning accommodates arts and culture uses. Ensure zoning and other city regulations accommodate arts and culture uses such as artist studios, performance spaces, and offices of related non-profit organizations to support local artists and arts organizations. High Planning Division (ECD) 92 SHAPE SSF: 2040 GENERAL PLAN A PROSPEROUS ECONOMY FOR ALL 8 164 165 Policy Implementation Action Priority Primary Responsibility Policy PE-5.5 Action 5.5.4: Support retention and attraction of resident-serving businesses. Provide services and outreach that support retention and attraction of businesses that provide affordable goods and services and goods and services representing South San Francisco’s diverse population. High Economic Development and Housing Division (ECD) Action 5.5.5: Expand use of public facilities. Explore expanded use of public facilities in Downtown for arts and culture event programming that highlights the city’s existing cultural diversity. High City Manager Policy PE-5.6 Action 5.6.1: Maintain goods and services inventory. Identify the goods and services missing in each city neighborhood that would contribute toward meeting a more complete set of needs in “20-minute neighborhoods.” Medium Planning Division (ECD) Action 5.6.2: Coordinate with real estate community on space needs of goods and services businesses. Coordinate with real estate brokers to develop an understanding of what types of spaces are required by businesses providing goods and services needed in 20-minute neighborhoods. Medium Economic Development and Housing Division (ECD) Action 5.6.3: Identify existing shopping destinations and services. Identify existing shopping centers and retail nodes that are critical for supporting individual complete neighborhoods and prioritize retention of retail uses at these locations. Medium Economic Development and Housing Division (ECD) Action 5.6.4: Attract retail and services to emerging residential areas. Work with developers, brokers, and site locators to attract retail and services to areas targeted for significant residential growth where little housing previously existed—including near the Caltrain Station, portions of East of 101, and the northern portion of Lindenville. Medium Economic Development and Housing Division (ECD) Policy PE-5.7 Action 5.7.1: Provide resources and training in online marketing. Work with technical assistance partners to provide resources and training to assist retail and restaurant businesses in online marketing and integration of e-commerce operations. Medium Economic Development and Housing Division (ECD) Policy PE-5.8 Action 5.8.1: Develop a neighborhood retail business attraction and retention program.Medium Economic Development and Housing Division (ECD) Action 5.8.2: Prioritize recruitment and retention of anchor businesses. As needed, prioritize recruitment and retention of “anchor” businesses in retail districts and shopping centers; anchors should draw visitors either from a larger geographic area or on a regular basis, and can potentially include large retail stores, gyms, entertainment and games, and even medical offices. High Economic Development and Housing Division (ECD) Policy Implementation Action Priority Primary Responsibility GOAL PE-6: South San Francisco residents achieve upward mobility and equitably shared prosperity. Policy PE-6.1 Action 6.1.1: Determine skills needs of South San Francisco residents. Regularly reassess the skills needs of businesses and industries in South San Francisco, San Mateo County, and San Francisco to determine what kinds of training programs may be most beneficial for South San Francisco residents, including residents with a high school degree or partial college completion. High Economic Development and Housing Division (ECD) Action 6.1.2: Seek funding and partnerships for workforce development programs. Seek out new funding streams and partnerships for workforce development programs, such as funding from federal sources and partnerships with companies located in South San Francisco and with trade unions. High Economic Development and Housing Division (ECD) Action 6.1.3: Coordinate with workforce development agencies. Continue working with local workforce development agencies that provide rapid re-employment services, training services, and other workforce development services as needed. High Economic Development and Housing Division (ECD) Action 6.1.4: Provide customized local workforce training. Coordinate with local job training providers to ensure that programs are aligned with middle- and high-wage industries located in South San Francisco. If mismatches exist between the focus areas of countywide or regional workforce development agencies versus unique skill needs in South San Francisco, continue to pursue the creation of local customized workforce development services. High Economic Development and Housing Division (ECD) Action 6.1.5: Expand partnerships with major local employers. Expand partnerships with major local employers that create pathways for job training and placement for residents and students, such as Genentech’s Gene Academy, Futurelab, and other STEM initiatives. High Economic Development and Housing Division (ECD) Action 6.1.6: Support community wide efforts to provide English as a Second Language education.High City Manager Policy PE-6.2 Action 6.2.1: Develop shared work program with SSFUSD. Develop and maintain a shared work program and agreement with the South San Francisco Unified School District to coordinate education, employer skill needs, and on-the-job internship/training opportunities. High City Manager Action 6.2.2: Establish youth job training with local employers. Establish agreements with major city employers to provide job training for local youth.High City Manager Action 6.2.3: Continue City practice of providing internships and mentoring.High City Manager 93 SHAPE SSF: 2040 GENERAL PLAN A PROSPEROUS ECONOMY FOR ALL 8 166 167 Policy Implementation Action Priority Primary Responsibility GOAL PE-7: South San Francisco provides a business climate that supports the success of local entrepreneurs and existing small, local, minority-owned, and culturally diverse businesses. Policy PE-7.1 Action 7.1.1: Disseminate resources. Introduce available resources through all contacts with businesses. Examine additional opportunities to broaden access to information about these resources, such as providing materials to all establishments receiving City business licenses. Medium Economic Development and Housing Division (ECD) Action 7.1.2: Provide targeted resources to home-based businesses. Explore providing targeted resources to home-based businesses regarding opportunities for support and for expansion into commercial and industrial spaces. Medium Economic Development and Housing Division (ECD) Policy PE-7.2 Action 7.2.1: Consider creation of a program that provides low-cost business loans. Explore the creation of a low-cost business loan program for local small businesses and entrepreneurs, administered and/or funded by the City of South San Francisco or outside partners. Medium Economic Development and Housing Division (ECD) Policy PE-7.3 Action 7.3.1: Increase coordination with business organizations. Increase cooperation and coordinate with the South San Francisco Chamber of Commerce, the regional ethnic chambers of commerce, and other local business groups. Medium Economic Development and Housing Division (ECD) Action 7.3.2: Ensure informational materials for businesses are published in multiple languages.High Economic Development and Housing Division (ECD) Policy PE-7.4 Action 7.4.1: Conduct targeted engagement. Conduct outreach to and share technical and other resources with these entrepreneurs through partnerships with culturally relevant organizations and via the promoters, community navigators, and the Economic Advancement Center. High Economic Development and Housing Division (ECD) GOAL PE-8: Business growth and investment provide financial and other contributions that meet the needs of South San Francisco residents. Policy PE-8.1 Action 8.1.1: Periodically update impact fees. Periodically update the City’s impact fee schedule to reflect changing development conditions and supportable fee levels.High Finance Action 8.1.2: Establish district-based financing tools. Explore establishing community facilities districts and other district-based financing mechanisms East of 101 and in other rapidly growing areas to ensure that new development adequately covers the costs of new infrastructure and facilities needs. High Economic Development and Housing Division (ECD) Policy PE-8.3 Action 8.3.1: Maintain and expand density bonus incentive program. As appropriate, maintain and expand the City’s existing density bonus incentive program for commercial properties.High Economic Development and Housing Division (ECD) PERFORMANCE METRICS PERFORMANCE METRIC: Number of jobs and businesses Target Growth rates of jobs and businesses match or exceed growth rates for San Mateo County overall during comparable periods of time Data Source State of California Employment Development Department Department Responsible Economic and Community Development PERFORMANCE METRIC: Share of locally owned businesses Target Long-term increase in the share of locally owned businesses CITY TO BEGIN TRACKING DATA AND PROVIDE IN THE FUTURE.Data Source City of South San Francisco Business License data Department Responsible Finance Department South San Francisco Jobs 21% San Mateo County Jobs 27% Job Growth Rate from 2009–2018 94 SHAPE SSF: 2040 GENERAL PLAN A PROSPEROUS ECONOMY FOR ALL 8 168 169 PERFORMANCE METRIC: Share of jobs filled by city residents PERFORMANCE METRIC: South San Francisco General Fund revenue per capita, disaggregated by revenue source (property tax, sales tax, transient occupancy tax, etc.) PERFORMANCE METRIC: Resident participation in job skills, adult education, and union apprenticeship training Target Year-over-year increase in the share of jobs within South San Francisco that are filled by residents Data Source U.S. Census Bureau Longitudinal Employer-Household Dynamics (LEHD) Department Responsible Economic and Community Development Target Year-over-year growth in inflation-adjusted General Fund revenue per capita CITY TO BEGIN TRACKING DATA AND PROVIDE IN THE FUTURE. Data Source City of South San Francisco annual budget Department Responsible Finance Department Target Year-over-year growth in the percent of residents participating in available programs CITY TO BEGIN TRACKING DATA AND PROVIDE IN THE FUTURE. Data Source Compilation of participation data from primary workforce development partners Department Responsible Economic and Community Development, with education and workforce development partner organizations PERFORMANCE METRIC: Race/ethnicity of workers at jobs in South San Francisco Target Race/ethnicity of workers employed in South San Francisco matches the race and ethnicity of employed South San Francisco residents overall Data Source U.S. Census Bureau Longitudinal Employer- Household Dynamics (LEHD) Department Responsible Economic and Community Development PERFORMANCE METRIC: Residents located within a fifteen-minute walk of a food store with fresh produce and a drug store, disaggregated by race and ethnicity Target Year-over-year growth in number of residents meeting criteria, and reduction in disparities by race and ethnicity Data Source U.S. Census Bureau ACS and GIS analysis of produce and drug store locations Department Responsible Economic and Community Development 47% 55% White Alone 43% 33% Asian Alone 4% 4% Two or More Race Groups 3% 6% Black or African American Alone 1% 1% American Indian or Alaskan Native Alone 1% 1% Native Hawaiian or Other Pacific Islander Alone Race of Employed South San Francisco Residents Versus Workers at Jobs in the City, 2019 Worker at Jobs in South San Francisco Employed South San Francisco Residents 47% 55% White Alone 43% 33% Asian Alone 4% 4% Two or More Race Groups 3% 6% Black or African American Alone 1% 1% American Indian or Alaskan Native Alone 1% 1% Native Hawaiian or Other Pacific Islander Alone Race of Employed South San Francisco Residents Versus Workers at Jobs in the City, 2019 Worker at Jobs in South San Francisco Employed South San Francisco Residents 47% 55% White Alone 43% 33% Asian Alone 4% 4% Two or More Race Groups 3% 6% Black or African American Alone 1% 1% American Indian or Alaskan Native Alone 1% 1% Native Hawaiian or Other Pacific Islander Alone Race of Employed South San Francisco Residents Versus Workers at Jobs in the City, 2019 Worker at Jobs in South San Francisco Employed South San Francisco Residents 47% 55% White Alone 3% 6% Black or African American Alone Hispanic/Latino Ethnicity of Employed South San Francisco Residents Versus Workers at Jobs in the City, 2019 Hispanic or Latinx Not Hispanic or Latinx 8% 92% 8 % W o r k and Live in South San Fra n cis c o92% Wo r k in South San Francisco but L i v e E ls w h erePercent of Workers at Jobs in South San Francisco Who Live in South San Francisco, 2019 2019 23% of residents of SSF live within a 15 min. walkto a food and drug store 15,156 of 64,873 p e o p l e 95 SHAPE SSF: 2040 GENERAL PLAN MOBILITY AND ACCESS 9 170 171 CHAPTER 9Mobility and Access 9 PART II: OUR PLACEMultimodal Travel Reliable Transit Access 96 SHAPE SSF: 2040 GENERAL PLAN MOBILITY AND ACCESS 9 172 173 WHERE WE WANT TO BE IN THE FUTURE Travel in South San Francisco is safe and is perceived to be safe by all. Transit is the first choice for regional travel. South San Francisco’s BART and Caltrain stations, and ferry terminal are all critical hubs of local and regional travel in the Bay Area. SSF is a city where daily activities and functions can be performed without the need or desire for a single occupancy vehicle. Plans and development activity emphasize transportation modes and strategies that ensure healthy air quality, reduce greenhouse gas emissions, and reduce the need to devote additional lands to transportation uses. All South San Francisco residents have reliable access to commercial centers, schools, and recreation regardless of their mode of travel.SamTrans Bus Stop on Grand Ave.PERFORMANCE METRIC Transportation injury collisions Target: Eliminate severe injury and fatal collisions on the City’s roadway network PERFORMANCE METRIC Ridership at South San Francisco BART, Caltrain, SamTrans, and ferry facilities. Target: Double SamTrans and BART ridership, quadruple ferry ridership, and achieve 10x growth in Caltrain ridership by 2040 Performance Metrics 1 2 How Our Plan Gets Us There Transportation policy choices are key to achieving the equity, environment, and quality- of-life outcomes discussed throughout the General Plan. Currently, South San Francisco residents and employees have few convenient choices to travel without a car: approximately 90 percent of all trips by residents and over 80 percent of commute trips by employees occur via driving. The auto-centric nature of the city’s transportation system generates traffic congestion, greenhouse gas emissions, and inequitable access to jobs and services. South San Francisco relies on transportation infrastructure that was built for a different era when life was lived closer to home and the city had more heavy industry and fewer people and jobs. Today’s reality is more regional in nature, spanning commutes between employment centers, goods movement, and travel to retail, medical, hospitality, and recreational facilities. Freeways are fully built out, yet traffic congestion continues to worsen. With the Bay Area expected to add another 1.5 million people in the next two decades, cleaner, less space- intensive forms of travel will be necessary to keep the region and South San Francisco moving. South San Francisco is well-positioned to capitalize on this shift, with access to two BART stations, a new Caltrain station expected to see a substantial increase in service, a ferry terminal serving regional commuters, and a local network of buses, shuttles, and bikeways. Nonetheless, further modernization of the city’s infrastructure is needed. Health and safety are inextricably linked to the transportation system. Roadway collisions are the leading cause of death for people under the age of 55, and more than half of all road traffic deaths occur among vulnerable road users — pedestrians, bicyclists, and motorcyclists. For South San Francisco to achieve Vision Zero – eliminating all injury collisions on roadways – requires making tradeoffs to prioritize safety, such as reducing vehicle speed limits on local streets or allotting more street space to vulnerable users in the form of bikeways and sidewalks. Transportation policy offers an opportunity to deliver mobility in a more equitable manner. On average, transportation is the second-largest cost for households, and the cost is largely driven by the location of one’s home in relation to jobs and services. Because housing is costly in San Mateo County, is it often the case that people earning less make the longest, most expensive commutes. Providing more housing close to job centers and prioritizing improvements for the city’s most vulnerable communities represent key strategies for realizing a more equitable mobility system. Refer to page 202 to view a full list of Performance Metrics for this chapter. CITY TO BEGIN TRACKING DATA AND PROVIDE IN THE FUTURE. TOTAL COLLISIONS BETWEEN VEHICLES, PEDESTRIANS, AND CYCLISTS FROM 2009-2018: ≥481 INCIDENTS 97 SHAPE SSF: 2040 GENERAL PLAN MOBILITY AND ACCESS 9 174 175 KEY ISSUES AND OPPORTUNITIES Modernizing the Transportation System for a Growing City As South San Francisco continues to experience growth and change, its transportation needs are increasingly mismatched with the infrastructure and services constructed years ago to support “the Industrial City.” This mismatch is especially apparent in the East of 101, Lindenville, and the El Camino Real sub-areas, where large auto-oriented streets are increasingly at-odds with higher density developments more oriented toward walking, biking, and transit use. In many areas of the city, residents and employees rely on driving for the vast majority of trips because there are few other viable options. As the local and regional population grows the number of trips will also increase. Roadways cannot be expanded to accommodate a similar increase in vehicle trips and more trips must be made by non-auto modes. Local trips within South San Francisco should be made by walk, bike, scooter, and transit whenever possible. Modernizing South San Francisco’s transportation system means giving people choices in how they travel within the city and region. It also means right-sizing the city’s transportation infrastructure, adding new streets and trail connections, and phasing out vestiges of the past like the city’s freight rail spurs. By building a more multimodal transportation network, South San Francisco can achieve a safe, multimodal, sustainable, livable, and connected city. San Bruno Mountain South San Francisco BART Station Intersection of Oyster Point Blvd. and Veteran Blvd. Capitalizing on Regional Transit Improvements to Realize Mode Shift South San Francisco is uniquely positioned to capitalize on several regional transportation improvements that can help reshape travel patterns for residents and employees. These projects include planned service expansions by Caltrain, SamTrans, and San Francisco Bay Area Water Emergency Transportation Authority (WETA), along with the new Caltrain station providing a more direct connection to Downtown and the East of 101 sub-area. These changes present opportunities to reduce vehicle miles traveled and shift vehicle trips (especially longer distance commute trips) to transit. In order to realize the full potential of these projects, South San Francisco will need to prioritize walkable station areas along with first/last mile improvements that connect residents and employers with regional transit via shuttles and active transportation facilities. Such improvements are particularly critical for the East of 101 and Lindenville areas, where it is important for buses and shuttles to provide fast, direct, and reliable connections separated from traffic congestion and delays. Connecting the City for Multimodal Travel South San Francisco’s fragmented street grid presents challenges in accommodating growth. These challenges are especially apparent at the gateways to the East of 101 sub-area, which has constrained access via just four streets providing east-west and north-south connections. Other sub-areas experience limited connectivity as well: just four streets provide east-west connections between El Camino Real and Downtown/Sunshine Gardens, and much of Lindenville remains relatively isolated from adjacent areas. Traffic congestion tends to be concentrated on the few streets connecting the city given the lack of alternatives, and constrained right-of-way can limit opportunities for bicycle, pedestrian, and transit improvements. 98 San Bruno Mountain State & County Park San Francisco Bay Ferry Terminal San Bruno Creek C o l m a C r e e k AirportBlvdChestnut AveE Grand Ave Grand Ave Oyster Point Blvd SAi rpor t Bl v dH ill s id e B lv d Forbes Blvd Gateway B lv d DNAWaySisterCitiesBlvd E l C a mi n o R e alJunipero Ser r a Bl vdW e s tb o roughB lvd C alla n B lv d H ick e y B l v d SpruceA v e S Linden AveUtah AveSSpruceAveGellertBlvd §¨¦380 §¨¦280 ¬«35 ¬«82 £¤101 Unincorporated Area City of Pacifica City of San Bruno City of Colma City of Brisbane Quarry City of Daly City City of Brisbane San Francisco International Airport °0 0.5 10.25 Miles !!!!!City of South San Francisco Unincorporated Area in City Sphere Ferry Terminal Caltrain Station Caltrain BART Station BART Highway Arterial Roads Local Roads City Parks and Joint Facilities Context Parks Waterbody Sources: City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021). Within 10mins Within 30mins San Bruno Mountain State & County Park San Francisco Bay Ferry Terminal San Bruno Creek C o l m a C r e e k Airpo rtBlv dChestnut AveE Grand Ave Grand Ave Oyster Point Blvd SAi rpor t Bl v d Hill s ide B lvd Forbes Blvd Gateway B lv d DNAWa y SisterCitiesBlvd El C a min o R eal J uni per o Serr a Bl vdW e s tb o roug h B lvd C alla n Blv d Hickey Blvd SpruceA v e S Linden AveUtah AveSSpruceAveGellertBlvdUV1 UV35 UV82 £¤101 §¨¦280 §¨¦380 °0 1 20.5 Miles !!!!!City of South San Francisco Unincorporated Area in City Sphere Ferry Terminal Caltrain Station Caltrain BART Station BART Arterial Roads Local Roads City Parks and Joint Facilities Context Parks Waterbody Sources: City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021). Within 10mins Within 30mins Major Highway ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ®q ®q!!!! !!!!!!!!! ! ! ! !!!!!!!!!!!!!!!!!!!!!!!!!!!!!SOUTH SAN FRANCISCO UV24 UV280 UV185 UV84 UV61 UV92 UV238 UV35 UV1 UV13 UV82 £¤101 £¤1 §¨¦880 §¨¦280 §¨¦580 §¨¦980 §¨¦380 §¨¦80 §¨¦680 MetropolitanOakland Intl San FranciscoIntl Palo Alto San Bruno Menlo Park San Mateo Sunnyvale Mountain View Hayward Pleasanton Belmont Burlingame Daly City San Carlos Woodside San Jose Tiburon Atherton Brisbane Colma East Palo Alto Foster City Half Moon Bay Hillsborough Millbrae Pacifica San Francisco Piedmont Redwood City Oakland Orinda Alameda Berkeley Dublin Emeryville Newark San Leandro Union City Fremont Moraga Danville San Ramon Walnut Creek AshlandBroadmoor Alamo Blackhawk Castro Valley Cherryland El Granada Emerald Lake Hills Fairview Diablo Highlands-Baywood Park Montara Moss Beach Norris Canyon North Fair Oaks San Lorenzo Stanford Sunol West Menlo Park°0 3 61.5 Miles !!!!!City of South San Francisco Parks and Open Spaces Waterbody ®q Major Airport Caltrain Routes BART Routes Major Highway Sources: City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021). ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ®q ®q ! ! !!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! ! ! ! ! !!!!!!!!!! SOUTH SANFRANCISCO UV280 UV61 UV35 UV92 UV1 UV82 £¤101 §¨¦280 §¨¦80 §¨¦380 §¨¦880 MetropolitanOakland Intl SanFrancisco IntlSan Bruno San Mateo Hayward Burlingame Daly City Brisbane Colma Foster City Millbrae Pacifica San Francisco Oakland Alameda Broadmoor °0 1.5 30.75 Miles !!!!!City of South San Francisco Parks and Open Spaces Waterbody ®q Major Airport Caltrain Routes BART Routes Major Highway Sources: City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021). SHAPE SSF: 2040 GENERAL PLAN MOBILITY AND ACCESS 9 176 177 Figure 12: Travel Sheds East-West Connections South San Francisco is not equally accessible by all modes of travel. For example, Figure 12 shows that from El Camino Real at the South San Francisco BART station, only by traveling in a car can you reach all of the East of 101 area within 30-minutes. North-south connectivity is far superior to east-west connectivity and the East of 101 sub-area – the biggest cluster of jobs in the city – is virtually inaccessible to local bicycle and transit travelers coming from the western neighborhoods including parts of Sunshine Gardens, Serra Highlands, Westborough, and Avalon-Brentwood. Although regional transit travelers can use the San Bruno BART station for closer access to East of 101 jobs, local South San Francisco residents on the west side are disconnected from jobs and other opportunities on the east side. Improving accessibility for transit and active transportation modes (especially east-west access) represents a key opportunity for the city’s transportation system. A Focus on Safety With hundreds of miles of roadway and trails, it can be difficult to focus the City’s energy and financial resources. The desired General Plan transportation outcome is a system that is safe, connected, multimodal, sustainable, and livable. Safety is foundational for the other outcomes. Residents and employees will only choose to bike, walk, and take transit if they feel safe doing so and mode shift will only occur if the city proactively undertakes projects to protect these most vulnerable roadway users. The ability to use these alternatives to get around the city will greatly improve health and environmental outcomes, which when combined, work to improve sustainability and livability. The priority network in Figure 13 provides a roadmap to improve multimodal safety projects in South Francisco in coordination with the City’s Local Road Safety Plan and Active South City Plan. The priority layers include: • High-injury network: The high-injury network is the subsection of streets in South San Francisco where 75% of injury collisions occurred between 2015 and 2019, with greater weighting for collision that resulted in a severe injury or death. The vast majority of collisions are predicted to occur along these same streets in the future unless safety countermeasures are enacted. • Complete streets opportunities: Complete streets opportunities represent streets that are not currently part of the high injury network but are expected to play an outsized role in serving the changing context in the city. While a pattern of injury collisions has not yet been observed, these corridors may present a higher risk as land use and transportation changes occur. • School and community zones: School and community zones highlight the importance of pedestrian and bicycle safety for all ages and abilities within one to two blocks of schools and community centers. • Regional transit zones: Areas within ½ mile of BART, Caltrain, and the ferry are priorities for pedestrian and bicycle safety to support access to regional transit and ridership growth. Referred to as transit-oriented communities in the Land Use Element. San Bruno Mountain State & County Park San Francisco Bay Ferry Terminal San Bruno Creek C o l m a C r e e k AirportBlvdChestnut AveE Grand Ave Grand Ave Oyster Point Blvd SAi rpor t Bl v d H ill s id e B l v d Forbes Blvd Gateway B lv d DNAWaySisterCitiesBlvd E l Ca mi n o R e a lJunipero Ser r a Bl vdW e s tb o roughBlvdC a ll a n B lv d H ic k e y B l v d SpruceA v e S Linden AveUtah AveSSpruceAveGellertBlvd §¨¦380 §¨¦280 ¬«35 ¬«82 £¤101 Unincorporated Area City of Pacifica City of San Bruno City of Colma City of Daly City City of Brisbane San Francisco International Airport °0 0.5 10.25 Miles !!!!!City of South San Francisco Unincorporated Area in City Sphere Ferry Terminal Caltrain Station Caltrain BART Station BART Highway Arterial Roads Local Roads City Parks and Joint Facilities Context Parks Waterbody Sources: City of South San Francisco (2019); County of San Mateo (2019); TIMS(2015-2019); ESRI (2021). High Injury Network Complete Streets Opportunities 1/8 Mile School & Community Zone 1/2 Mile Transit Zone Figure 13: Transportation Priority Layers Sources: USGS (2006); City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021).Sources: City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021).City of South San Francisco City of South San Francisco BART Station BART Station High Injury Network 1/8 Mile School & Community Zone Complete Streets Opportunities 1/2 Mile Transit Zone City Parks, Open Space, & Joint FacilitiesCity Parks, Open Space, & Joint Facilities Caltrain Station Caltrain Station Arterial RoadArterial Road Unincorporated Area in City Sphere Unincorporated Area in City Sphere BART BART Context ParksParks and Open Space Caltrain Caltrain Local RoadLocal Road Ferry Terminal Station Ferry Terminal Station HighwayHighway WaterbodyWaterbody 1 3 2 4 Travel Time Walk Bike Transit Vehicle Within 10mins Within 30mins Major Airport ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ! ®q ®q !!!!! !!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! ! !!!!!!!San Francisco Bay Ferry Terminal San Bruno Creek C o l m a C r e e k SOUTH SAN FRANCISCO UV24 UV185 UV84 UV61 UV92 UV238 UV35 UV13 UV1 UV82 £¤101 £¤1 §¨¦880 §¨¦280 §¨¦580 §¨¦980 §¨¦380 §¨¦80 §¨¦680 Metropolitan Oakland Intl San Francisco Intl Palo Alto San Bruno Menlo Park San Mateo Hayward Belmont Burlingame Daly City San Carlos Atherton Brisbane Colma East Palo Alto Foster City Half Moon Bay Hillsborough Millbrae Pacifica San Francisco Piedmont Redwood City Oakland Orinda Alameda Berkeley Dublin Emeryville Newark San Leandro Union City Fremont Moraga Danville San Ramon AshlandBroadmoor Alamo Castro Valley Cherryland El Granada Emerald Lake Hills Fairview Diablo Highlands-Baywood Park Montara Moss Beach Norris Canyon North Fair Oaks San Lorenzo °0 2.5 51.25 Miles !!!!!City of South San Francisco Parks and Open Spaces Waterbody ®q Major Airport Caltrain Routes BART Routes Amtrak Routes Major Highway Sources: City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021). 1 2 3 4 99 SHAPE SSF: 2040 GENERAL PLAN MOBILITY AND ACCESS 9 178 179 MOBILITY NETWORK Street Network In order to accommodate anticipated growth, the city’s street network will need to evolve in the coming decades. Streets in South San Francisco are categorized into five typologies: Boulevards, Connectors, Downtown Main Streets, Industrial, and Neighborhood Streets. Figure 14 illustrates the city’s street network, including proposed street typologies and new street connections. San Bruno Mountain State & County Park San Francisco Bay Ferry Terminal San Bruno Creek C o l m a C r e e k AirportBlvdChestnut AveE Grand Ave Grand Ave Oyster Point Blvd SAi rpor t Bl vd H il ls id e B l v d Fo rbes Blvd Gateway B lv d DNAWaySisterCitiesBlvd E l Ca mi n o R e a lJunipero Ser r a Bl vdW e s tb o roughBlvd C a ll a n B l v d H i c k e y B l v d SpruceA v e S Linden AveUtah AveSSpruceAveGellertBlvd §¨¦380 §¨¦280 ¬«35 ¬«82 £¤101 Unincorporated Area City of Pacifica City of San Bruno City of Colma City of Daly City City of Brisbane San Francisco International Airport °0 0.5 10.25 Miles !!!!!City of South San Francisco Unincorporated Area in City Sphere Ferry Terminal Caltrain Station Caltrain BART Station BART Highway Arterial Roads Local Roads City Parks and Joint Facilities Context Parks Waterbody Sources: City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021). Roadway Typologies Existing Boulevard (Arterial) Existing Connector (Collector) Existing Main St (Collector) Existing Industrial Existing Neighborhood (Local) Potential Boulevard Potential Connector Potential Industrial Potential Neighborhood Transit Priority Corridor 1/2 Mile Transit Zone Figure 14: Proposed Roadway Network Sources: City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021). Roadway Typologies Existing Boulevard (Arterial)Potential Connector Existing Main St (Collector)Potential Neighborhood Existing Connector (Collector)Potential Industrial Existing Industrial Transit Priority Corridor Existing Neighborhood (Local)1/2 Mile Transit Zone Potential Boulevard City of South San Francisco BART Station Caltrain Station Arterial Road Unincorporated Area in City Sphere BART Context ParksCaltrain Local Road Ferry Terminal Station Highway Waterbody Boulevard Boulevards (arterials) serve as primary routes to destinations within the city or through the city. These roadways are designed to prioritize mobility and person throughput for all types of road users. They can accommodate larger volumes of travelers. They typically have four to six travel lanes (both directions combined), larger sidewalks, and dedicated bicycle facilities. They may also include dedicated facilities for buses. Where the right-of-way is limited, user safety and person throughput (via vehicle, transit, bicycle, and foot) should be prioritized vehicle delay or parking. Key design features may include: • Multiple lanes of vehicle traffic in each direction with dedicated left turn lanes • Buffered or protected bike lanes, including intersection conflict treatments • Appropriate lane striping and widths to manage vehicle speeds and collision severity • Comfortable sidewalks and crosswalks usually a minimum of 10 feet wide, including median refuge islands and curb bulbs to reduce crossing distance • Landscaping and stormwater management infrastructure • Speed limits of 25 mph with an option to set higher speed limits if appropriate • Transit signal priority, in-lane bus stops, and sometimes bus-only lanes Connectors and Downtown Main Streets Connectors (collectors) are primary or secondary streets within the city that serve as corridors to major destinations. These streets are designed to provide mobility space for all travelers – vehicles, pedestrians, bicyclists, and transit riders. They also provide access to major destinations and denser residential or commercial areas and can accommodate moderate volumes of travelers. Connectors generally have two travel lanes, sometimes with short four lane segments or a center left turn lane. Connectors have sidewalks and provide on-street bicycle facilities and/or on-street parking. Key design features may include: • Typically a single lane of vehicle traffic in each direction, sometimes accompanied by on-street parking or dedicated left turn lanes • Buffered or protected bike lanes, including intersection conflict treatments • Appropriate lane striping and widths to manage vehicle speeds and collision severity • Comfortable sidewalks and crosswalks usually a minimum of eight feet wide, including median refuge islands and curb bulbs to reduce crossing distance • Landscaping and stormwater management infrastructure • Speed limits of 25 mph to prioritize safety Downtown streets are a special type of connector where mobility related to higher density commercial and housing converge into a single corridor in which people do business, live, and interact with each other. Downtown streets typically serve as destination corridors rather than through routes, with lower traffic speeds, higher pedestrian and bicycle volumes, and flexible use of curb space for high-turnover on-street parking, loading, bicycle parking, and parklets. These streets typically have narrower two-lane cross sections. Design is focused on providing a vibrant walkable setting conducive to local business activity. • Typically a single lane of vehicle traffic in each direction accompanied by flexible curb space • Time-limited and/or metered on-street parking to increase parking turnover and ensure availability of parking for business customers, with clear wayfinding to longer-term parking • On-street commercial loading areas (curbside or center-turn lane for large vehicles) • Sidewalks a minimum of 10 feet wide, bulbouts, and mid-block crosswalks to facilitate accessibility • Bike lanes on designated corridors • Parklets and outdoor café seating • Landscaping and stormwater management infrastructure • Speed limits of 25 mph to prioritize safety Pedestrian Crossing in East of 101 Sub-Area 100 SHAPE SSF: 2040 GENERAL PLAN MOBILITY AND ACCESS 9 180 181 Neighborhood and Industrial Streets Neighborhood (local) streets are primarily located in residential neighborhoods. These streets provide local access to and between residential areas, commercial areas, schools, parks, and community centers. These streets typically have two travel lanes and on-street parking if street widths permit. They may incorporate design features to calm or discourage use by vehicles and prioritize their use as bicycle boulevards or slow streets. Key design features may include: • Typically a single lane of vehicle traffic in each direction accompanied by on-street parking • Landscaping and stormwater management infrastructure • Mid-block speed bumps, chicanes, traffic circles, and other calming measures to reduce vehicle speeds • Bicycle sharrows and wayfinding signage if streets are designated as a bicycle boulevard • Sidewalks a minimum of eight feet wide • Lower speed limits (15 to 25 mph) Industrial streets are like neighborhood streets but are designed to serve the needs of manufacturing and goods movement businesses that need access by larger and heavier vehicles. Common vehicles often include vans, single unit trucks, and smaller semi-trucks. Industrial streets may have two vehicle lanes, and occasionally wider lane widths to accommodate larger vehicles. Design elements will be scaled to reflect the function of the surrounding land uses and roadway size, and may emphasize: • Thicker pavement sections for increased resiliency against heavy, low-speed vehicles • Truck aprons to manage vehicle speed and truck turns • Layover space for trucks waiting to make deliveries • Bioswales and other surface water treatments to reduce pollution and sediments in runoff Transit Priority Corridors Some streets in South San Francisco warrant special consideration as transit priority corridors – corridors that serve high frequency bus and shuttle routes under existing or future conditions. Transit priority corridors primarily overlap with arterials and collectors, though they may occasionally consist of local streets. Designated transit priority corridors may evolve over time as bus and shuttle services change. Transit priority routes may incorporate design elements to prioritize transit speed and reliability and passenger experience, such as: • Transit only lanes • Transit signal priority • In-lane, far-side bus stops • Bus bulbs (with bike lane bypasses on designated bike corridors) • Queue jumps • Bus shelters • Sidewalk and crosswalk gap closures Bus Shelter in East of 101 Sub-Area Landscaped Pedestrian Pathway Bike Lane Bicycle and Pedestrian Networks As South San Francisco adds residents and jobs, more trips will need to occur via walking and biking to keep the city moving. The Active South City Plan presents the City’s roadmap for bicycle and pedestrian network rollout in the near-, medium-, and long-term, with an emphasis on creating comfortable, connected facilities that address key barriers throughout the city, such as US-101, I-280, and El Camino Real. The plan identifies changes to how infrastructure and programmatic elements can grow walking and bicycling in the city. The Active South City bicycle and pedestrian recommendations should be implemented alongside the street concepts described above and scheduled using the priority network introduced in the Keys Issues and Opportunities section. Reworking the street network to accommodate multiple modes will require further analysis in some places, and tradeoffs where right-of-way is limited. Where conflicts arise, decision makers should refer back to the Mobility Element Key Outcomes. 101 San Bruno Mountain State & County Park !130 !122 !38 !397 !140 !38 !38 !38 !121 !122 !130 San Francisco Bay Ferry Terminal San Bruno Creek C o l m a C r e e k AirportBlvdChestnut AveE Grand Ave Grand Ave Oyster Point Blvd SAirpor t Bl v dH ill s id e B lv d Forbes Blvd Gateway B lv d DNAWaySisterCitiesBlvd E l Ca mi n o R e a lJunipero Ser r a Bl vdW e s tb o roughBlvdC a lla n B l v d H i c k e y B l v d SpruceA v e S Linden AveUtah AveSSpruceAveGellertBlvd §¨¦380 §¨¦280 ¬«35 ¬«82 £¤101 !141 !140 !38 !130 !121 !398 !292!ECR Rapid !ECR !122 Unincorporated Area City of Pacifica City of San Bruno City of Colma City of Daly City City of Brisbane San Francisco International Airport °0 0.5 10.25 Miles !!!!!City of South San Francisco Unincorporated Area in City Sphere Ferry Terminal Caltrain Station Caltrain BART Station BART Highway Arterial Roads Local Roads City Parks and Joint Facilities Context Parks Waterbody Sources: City of South San Francisco (2019); County of San Mateo (2019); SamTrans(2019); ESRI (2021). SamTrans Service 280 Corridor (no stops) 101 Corridor (no stops) 130 - 15-min service ECR Rapid - 15-min service Commute.org Service Commute.org Express Corridor (no stops) South City Shuttle San Bruno Mountain State & County Park San Francisco Bay Ferry Terminal San Bruno Creek C o l m a C r e e k AirportBlvdChestnut AveE Grand Ave Grand Ave Oyster Point Blvd SAi rpor t Bl vd H il ls id e B lv d Forbes Blvd Gateway B lv d DNAWaySisterCitiesBlvd E l Ca mi n o R e a lJunipero Ser r a Bl vdW e s tb o roughBlvd C a lla n B lv d H i c k e y B l v d SpruceA v e S Linden AveUtah AveSSpruceAveGellertBlvd §¨¦380 §¨¦280 ¬«35 ¬«82 £¤101 Unincorporated Area City of Pacifica City of San Bruno City of Colma City of Daly City City of Brisbane San Francisco International Airport °0 0.5 10.25 Miles !!!!!City of South San Francisco Unincorporated Area in City Sphere Ferry Terminal Caltrain Station Caltrain BART Station BART Highway Arterial Roads Local Roads City Parks and Joint Facilities Context Parks Waterbody Sources: City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021). Truck Route Proposed for Weight Restrictions Roadway Typologies Existing Boulevard Existing Connector and Main St Existing Industrial Existing Neighborhood Potential Boulevard Potential Connector Potential Industrial Potential Neighborhood SHAPE SSF: 2040 GENERAL PLAN MOBILITY AND ACCESS 9 182 183 Figure 15: Transit Network Transit Network South San Francisco’s transit network revolves around its major regional transit stations (South San Francisco and San Bruno BART Stations, South San Francisco Caltrain Station, and the South San Francisco Ferry Terminal) and three frequent SamTrans bus corridors: Route ECR (El Camino Real) and Route 292 (Airport Boulevard) running north-south, and Route 130 (Grand Avenue/Hickey Boulevard) running east-west. Additional local SamTrans bus routes, commuter shuttle routes, and community shuttle routes fill gaps in first/last mile and community connections. As the city grows, the transit network is expected to evolve over time. In particular, South San Francisco is expected to see a substantial increase in Caltrain service in the coming years as the agency implements its Business Plan service vision, while ferry, bus, and shuttle service is also expected to grow to meet the city’s changing needs. The city can support increased regional transit service via pursuing access improvements to its stations and orienting employer transportation demand management programs around these services. The city can also support fast and reliable bus and shuttle operations by implementing improvements such as transit signal priority, bulbouts and in-lane bus stops, and bus-only lanes, particularly on its transit priority corridors. Sam Trans Service ECR Rapid—15-min service 101 Corridor (no stops) Commute.org Express Corridor (no stops) 280 Corridor (no stops) Commute.org Service 130—15-min service South City Shuttle City of South San Francisco BART Station Caltrain Station Arterial Road Unincorporated Area in City Sphere BART Context ParksCaltrain Local Road Ferry Terminal Station Highway Waterbody Sources: City of South San Francisco (2019); County of San Mateo (2019); SamTrans (2019); ESRI (2021). Truck Network South San Francisco’s truck network differentiates streets that are designed to accommodate large freight trucks. These streets typically require designing for larger vehicles, including lane configurations, curb radii, and pavement types. The truck network is expected to evolve over time as land uses change; in particular, truck routes in Downtown and northern Lindenville should be phased out as more residential development occurs and the Sneath Lane extension is constructed between South Linden Avenue and Huntington Avenue. Truck Passing Through Lindenville Figure 16: Truck Network and Restrictions Sources: City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021). City of South San Francisco BART Station Truck Route Proposed for Weight Restrictions Existing Boulevard Existing Connector Main St Existing Industrial Existing Neighborhood Potential Boulevard Potential Connector Potential Industrial Potential Neighborhood City Parks, Open Space, & Joint FacilitiesCaltrain Station Arterial RoadUnincorporated Area in City Sphere BART Context ParksCaltrain Local RoadFerry Terminal Station Highway Waterbody Roadway Typologies 102 MAJOR TRANSPORTATION INVESTMENTS SHAPE SSF: 2040 GENERAL PLAN MOBILITY AND ACCESS 9 184 185 Table 6: Proposed New Streets & Major Transportation Investments #City Involvement STREET PROPOSED CHANGE STREET CHARACTERISTICS PROPOSED TYPOLOGY PURPOSE APPROX. COST 1 High Oyster Point Boulevard Addition of bus-only lanes between US- 101 and ferry terminal 6 lanes (two bus- only lanes) + bike lanes, 30 MPH Boulevard (Transit Priority Corridor) Adds capacity for East of 101 Area and improves first/last mile access to regional transit $15M 2 High East Grand Avenue Addition of bus-only lanes between the Caltrain Station and Haskins Way, trail gap closure between Caltrain Station and Forbes Boulevard, and bus-only ramp to Poletti Way 6 lanes (two bus- only lanes) + bike lanes, 30 MPH (Bus-only ramp: 1 lane + multi-use trail, 25 MPH) Boulevard (Transit Priority Corridor) Adds capacity for East of 101 Area and improves first/last mile access to regional transit $25M 3 High New East of 101 Trails Three miles of new multi-use trails along Poletti Way and parallel to Forbes Boulevard, Eccles Avenue, and Harbor Way. N/A Class I Bikeway Expands active transportation network and improves first/last mile access to regional transit $5M 4 High Utah Avenue Interchange Extension from South Airport Boulevard to San Mateo Avenue with connection to Produce Avenue 4 lanes + bike lanes, 25 MPH Boulevard Connects East of 101 Area and Lindenville and improves access to US-101 $100M 5 High Haskins Way Haskins Bridge connecting Haskins Way in the north to North Access Road to the south 4 lanes + multi-use trail, 40 MPH Boulevard Adds capacity for East of 101 Area $130M 6 High Oyster Point Boulevard Extension of Oyster Point Boulevard to Sierra Point via new bridge 2 lanes + multi-use trail, 30 MPH Boulevard Adds capacity for East of 101 Area $50M 7 High Railroad Avenue Connect Sylvester Road and Littlefield Avenue using railroad right-of-way 2 lanes + bike lanes, 25 MPH Connector Improves internal connectivity in East of 101 Area and supports corridor redevelopment $10M 9 Medium Sneath Lane Extension Extension of Sneath Lane from Huntington Avenue to South Linden Avenue & connection between Maple Avenue & Huntington Avenue 4 lanes + bike lanes, 25 MPH Boulevard (Transit Priority Corridor) Connects Lindenville to San Bruno $20M 10 Medium El Camino Real Grand Boulevard Modernization 6 lanes + bike lanes, 30 MPH Boulevard (Transit Priority Corridor)Supports corridor redevelopment $30M To support the city’s changing needs and transportation policy framework, various major transportation investments are needed, as summarized in the previous sections and illustrated in Figures 17 through 27. Table 6 provides an inventory of these major transportation projects in relation to the overall transportation network, including the proposed changes and approximate cost. Projects of citywide or area-wide importance are marked as having a “high” level of City involvement, while projects with more local effects or contingent on individual developments or partnerships with other agencies are marked as having “medium” or “low” levels of City involvement. Additional information on smaller-scale street and active transportation projects may be found in planning documents such as the Active South City Plan. Although these projects alone cannot solve traffic congestion and person throughput needs, when paired with enhanced transit services and stronger transportation demand management programs, these projects can help support the city’s growth. In total, it is anticipated that the city will need roughly $1-1.2 billion in transportation upgrades over the next two decades to support buildout of the General Plan. Transportation Infrastructure Improvements 103 SHAPE SSF: 2040 GENERAL PLAN MOBILITY AND ACCESS 9 186 187 #City Involvement STREET PROPOSED CHANGE STREET CHARACTERISTICS PROPOSED TYPOLOGY PURPOSE APPROX. COST 11 Medium El Camino Real Grand Boulevard Modernization 6 lanes + bike lanes, 30 MPH Boulevard (Transit Priority Corridor)Supports corridor redevelopment $30M 12 Medium South Airport Boulevard Modernization to add median, protected bike lanes, enhanced bus stops, and wider sidewalks 4 lanes + bike lanes, 30 MPH Boulevard (Transit Priority Corridor)Supports corridor redevelopment $15M 13 Medium Grand Avenue Downtown Streetscape Project 2 lanes + bike lanes, 25 MPH Downtown Main Street Improves walkability and first/last mile access to Caltrain station $20M 14 Medium New Street New street connecting Eccles Avenue to Forbes Boulevard between Rozzi Place and Gull Drive 2 lanes + bike lanes, 25 MPH Connector Improves internal connectivity in East of 101 Area $10M 15 Medium New Street New street connection between El Camino Real and Mission Road aligned with Sequoia Avenue, Grand Avenue, or Oak Avenue 2 lanes + bike lanes, 25 MPH Neighborhood Improves east-west connectivity across Colma Creek $20M 16 Medium Maple Avenue Connect Maple Avenue between Railroad Avenue and S Canal St including a bridge 2 lanes, 25 MPH Neighborhood Connects Lindenville and Downtown $15M 17 Medium South Linden Avenue South Linden Grade Separation & Tanforan Avenue Pedestrian Undercrossing 2-4 lanes + bike lanes, 25 MPH Boulevard Improves internal connectivity in Lindenville & first/last mile access to BART $305M 18 Medium New Trail Connect Centennial Way Trail and Bay Trail via US-101 overcrossing N/A Class I Bikeway Improves first/last mile access to BART $15M 19 Low Littlefield Avenue Extension from East Grand Avenue to Eccles Avenue via Cabot Road, Forbes Boulevard, and Carlton Court 2 lanes, 25 MPH Connector Improves internal connectivity in East of 101 Area $10M 20 Low Point San Bruno Boulevard Formalize connection between Point San Bruno Boulevard and East Grand Avenue 2 lanes, 25 MPH Connector Improves internal connectivity in East of 101 Area $10M 21 Low Myrtle Avenue Extension from South Spruce Avenue to South Maple Avenue 2 lanes, 25 MPH Neighborhood Improves internal connectivity in Lindenville $10M 22 Low Harris Avenue Connect cul-de-sac with E. Harris Avenue 2 lanes, 25 MPH Neighborhood Improves internal connectivity in East of 101 Area $10M #City Involvement STREET PROPOSED CHANGE STREET CHARACTERISTICS PROPOSED TYPOLOGY PURPOSE APPROX. COST 23 Low Roebling Road Extension across East Grand Avenue to proposed Railroad Avenue 2 lanes, 25 MPH Neighborhood Improves internal connectivity in East of 101 Area $10M 24 Low Swift Avenue Extend Swift Avenue to Littlefield Avenue 2 Lanes, 25 MPH Neighborhood Improves internal connectivity in East of 101 Area $10M 25 Low Wattis Way Extend Wattis Way to South Airport Boulevard 2 Lanes, 25 MPH Neighborhood Improves internal connectivity in East of 101 Area $10M 26 Contingency and other local streets and active transportation projects identified in other plans $200- 400M Total Cost, $2022 $1-1.2B Notes: Streets marked as “high” priority should provide a citywide or neighborhood-wide mobility benefit and should be advanced by the city’s public works department. Streets marked as “low” priority should be considered as redevelopment occurs at the applicable parcels and would primarily have a local mobility benefit. Streets marked as “medium” priority may be pursued by the city or considered as redevelopment occurs, and would provide a neighborhood-wide mobility benefit. Costs are rough order-of-magnitude estimates based on previous analyses or comparable projects, rounded to the nearest $5 million in 2022 dollars. Costs do not include right-of-way acquisition if such actions are needed. Additional study is needed to refine the cost of each project. 104 ACCECCFCCE CFAABF ACCEAEABCEAEACCE1: Oyster Point/Gateway/US-101 2: Oyster Point/Veterans AM PM E Proposed Cross SectionProposed Lane Conﬁguration R/WR/W6’6’11’11’11’11’11’11’11’5’3’3’10’10’ *R/W 115-120’ 1 2 Oyster Point Blvd Gateway BlvdVeterans BlvdEccles AveOyster Point Boulevard Concept New trail crossing and refuge island Continue bus lane to NB-101 on-ramp Consider dynamic lane assignment to provide eastbound through-le lane during AM peak period Widen to accommodate bus lanes Consider westbound le turn restrictions to simplify intersection operations SHAPE SSF: 2040 GENERAL PLAN MOBILITY AND ACCESS 9 188 189 Oyster Point Boulevard Bus Lanes Oyster Point Boulevard will function as the primary or secondary route to access over 100,000 jobs in the East of 101 sub-area, representing one of the city’s biggest bottlenecks. In order to serve this demand and provide sufficient person-throughput along a constrained corridor, it is necessary to prioritize transit operations by adding bus lanes. Bus lanes allow for fast and reliable operations of regional express buses along with first/last mile services to Caltrain, BART and the ferry, while promoting the use of transit and stabilizing transit operating costs. Without bus lanes, bus and shuttle services will experience longer travel times and delays as the corridor develops, resulting in a negative feedback loop that increases operating costs while reducing the usefulness of these services. Bus lanes may be accommodated on Oyster Point Boulevard between US-101 and Gull Drive through a combination of restriping, repurposing medians and turn lanes, and some widening along portions of the corridor (particularly east of Veterans Boulevard where the right-of-way narrows to roughly 85 feet). As illustrated in Figure 17, a 115 to 120 foot cross-section would accommodate a curbside bus lane and bike lane in each direction along with widened sidewalks while maintaining two through lanes for auto traffic, one left turn lane, and a median. In the westbound direction, bus-only lanes should extend to the US-101 northbound onramp to provide a seamless connection for buses traveling to San Francisco. At intersections where a second left turn lane is needed, the city may consider dynamic lane assignment to convert one left turn lane to a through-left lane during the AM peak period. To improve walkability and traffic operations while reducing conflicts along the corridor, the city may also consider restricting some lower-volume turning movements. Key Street Changes A few streets across South San Francisco are expected to play outsized roles in accommodating changing land use and transportation conditions within the city. This section provides additional descriptions, conceptual layouts, and cross sections for these streets to serve as a starting point for planning activities. Figure 17: Oyster Point Boulevard Concept 105 E FCFFA ACFCCE1: E Grand/Poletti/US-101 2: E Grand/Sylvester ACCEAFFCCE ACCEACEACCE 3: E Grand/Grand 4: E Grand/Gateway ACEACCEACEABCEACCE5: E Grand/Forbes ACEAM PM Proposed Cross SectionsProposed Lane Conﬁguration *R/W 4’4’6’6’13’11’11’11’11’5’12’10’6’3’3’11’6’11’11’6’11’11’11’11’10’6’3’10’ 6’3’11’11’11’11’11’11’5’11’10’6’3’10’11’2’2’3’5’5’13’ 105’105’130’ 120’R/WR/WR/WR/WR/WR/WR/WR/WR/WR/W30’ A A B B C C D D 1 2 3 4 5 East Grand Ave East Grand Ave Gateway BlvdForbes BlvdGran d A v e Poletti WaySylvester RdCaltrain StationEast Grand Avenue Concept Curb extensions reduce pedestrian crossing distances and shorten cycle lengths New traic signals New signal at Forbes/Corporate New crosswalk/trail crossing Slip lane closures A A B B D D C C SHAPE SSF: 2040 GENERAL PLAN MOBILITY AND ACCESS 9 190 191 East Grand Avenue Bus Lanes and Caltrain Station Access Like Oyster Point Boulevard, East Grand Avenue will serve as a key gateway to jobs in the East of 101 Area as well as the primary connection to Caltrain. In order to maximize the corridor’s person throughput, a combination of bus lanes, expanded sidewalks, and trail gap closures are needed. Bus lanes would span most of the corridor from the Caltrain station to Haskins Way, including a new westbound bus ramp directly connecting East Grand Avenue to Poletti Way and the Caltrain station. Widened sidewalks and an expanded trail along the north side of East Grand Avenue would serve pedestrians and bicyclists traveling between Caltrain/Downtown and the East of 101 Area. As shown in Figure 18, a 120 to 130 foot cross-section would accommodate a curbside bus lane in each direction, expanded bikeways and sidewalks, two through lanes for auto traffic, one left turn lane, and a median. While the right-of-way varies, widening of the street itself would be necessary east of Forbes Boulevard to achieve roughly 95 feet curb-to-curb (as opposed to about 70 feet existing). Eliminating the channelized right turn “slip” lanes and providing curb extensions would help improve traffic operations and reduce conflicts. Shared Bike Lane and Bus Bulb Transportation Infrastructure Improvements Along East Grand Ave. Figure 18: East Grand Avenue Concept 106 SHAPE SSF: 2040 GENERAL PLAN MOBILITY AND ACCESS 9 192 193 Haskins Way and Oyster Point Boulevard Bridges The Haskins Way and Oyster Point Boulevard bridges each would each expand capacity into the East of 101 Area to the south and north, respectively, providing access to two underutilized freeway interchanges. The Haskins Way Bridge would connect East Grand Avenue and North Access Road/I-380 with a four-lane bridge, enabling a direct connection between the East of 101 Area, I-380, and US-101. The Oyster Point Boulevard bridge would connect Oyster Point Boulevard and Sierra Point Parkway with a two-lane bridge, enabling a direct connection between the East of 101 Area, Sierra Point, and US-101. Both bridges would also include an extension of the Bay Trail. While these bridges would serve critical roles in expanding street capacity, each faces complex and uncertain paths toward implementation given their high costs and potential effects on the San Francisco Bay; for these reasons, further study is necessary to confirm feasibility. Railroad Avenue and Sylvester Road Railroad Avenue would provide a new east-west street between Sylvester Road and Littlefield Road via Gateway Boulevard and Harbor Way, repurposing an underutilized rail spur. Railroad Avenue would provide several benefits to East of 101 sub-area circulation: it would expand capacity for east-west travel, enhance local access for redevelopment opportunities along Sylvester Road and East Grand Avenue, and improve pedestrian and bicycle access to Caltrain. Railroad Avenue would include two vehicle lanes along with sidewalks and bicycle lanes. The right-of-way varies between approximately 50 feet at its narrowest segments and 75 feet at its widest segments; along such wider segments, the street should also include protected bike lanes, landscaping, and a center left turn lane. Sylvester Road would connect to Railroad Avenue and include two vehicle lanes, sidewalks, and a two-way protected bikeway to minimize conflicts between vehicles and bicyclists. El Camino Real and South Airport Boulevard Modernization El Camino Real and South Airport Boulevard would be modernized into more walkable and bikeable ‘grand boulevards’ to support their evolution from low density auto-oriented corridors into mixed-use residential, employment, and hotel uses. Both streets have substantial right-of-way along most of the corridor: South Airport Boulevard is typically greater than 100 feet wide, while El Camino Real is typically greater than 120 feet wide. Wider sidewalks, buffered or protected bike lanes, enhanced bus stops, and landscaped medians and sidewalk buffers should be added, while maintaining existing vehicle lanes and a dedicated left turn lane. Signalized crossings should be provided for pedestrians and bicyclists at all marked crosswalks and accompanying bus stops, ideally no greater than ¼ mile apart. Utah Avenue Utah Avenue is expected to grow importance as a connection between the East of 101 Area and Lindenville after completion of an overpass connecting San Mateo Avenue and South Airport Boulevard. Utah Avenue has approximately 75 feet of right-of-way east of South Airport Boulevard, which presents an opportunity for wider sidewalks and protected bike lanes while maintaining existing vehicle lanes. A new traffic signal at Harbor Way is recommended, while a signal at Wattis Way/Corey Way may also be considered as land uses densify. Adding a left turn lane (via widening Utah Avenue) or implementing a four-to-three lane road diet may be considered to enable protected left turns at these traffic signals. Figure 19: Proposed Cross Section— Haskins Bridge Figure 20: Proposed Cross Section— Sierra Point Bridge Figure 21: Proposed Cross Section— Railroad Avenue (Narrowest)Figure 22: Proposed Cross Section— Railroad Avenue (Widest) Figure 23: Proposed Cross Section—Sylvester Road Figure 26: Proposed Cross Section— Utah Avenue Figure 25: Proposed Cross Section— South Airport Boulevard Figure 24: Proposed Cross Section— El Camino Real 107 SHAPE SSF: 2040 GENERAL PLAN MOBILITY AND ACCESS 9 194 195 Sneath Lane Extension and South Linden Avenue Grade Separation The Sneath Lane extension from Huntington Avenue to South Linden Avenue would connect Lindenville and San Bruno with a four-lane street along with bike lanes and wide sidewalks. The Sneath Lane extension would enable more direct access to I-380, I-280, and El Camino Real from Lindenville, east-west travel between San Bruno and the East of 101 Area (via San Mateo Avenue and the proposed Utah Avenue extension) and enhanced first/last mile access to the San Bruno BART station. The Sneath Lane extension would connect to the proposed grade separation of South Linden Avenue crossing Caltrain, realigning the grade separation as a primarily east-west route. A parallel pedestrian and bicycle crossing at Tanforan Avenue would further enhance first/ last mile access to the San Bruno BART Station and enable a dedicated connection between the Bay Trail and Centennial Way Trail. FUNDING PLAN Funding for the approximately $1-1.2 billion in capital improvements identified in Table 6 would come from a combination of city, county, regional, state, federal, and private sector sources. Key funding sources include: • City funds: The City of South San Francisco funds transportation improvements through various sources. The primary source is via a Transportation Impact Fee (Resolution 120-2020). At current fees, the General Plan buildout could generate approximately $1 billion upon full buildout of the General Plan (although not all developments may ultimately be realized). The City is also considering a community facilities district (CFD) within the East of 101 Area to augment transportation funding for the district. Preliminary funding plans for the CFD expect it could generate approximately $160 to $290 million. • Private sector funds: Some transportation projects within the city may be partially or fully funded by the private sector as developments occur, particularly new streets, streetscape improvements, or trail connections within or alongside such developments. • County/regional grants and local return: The San Mateo County Transportation Authority and the City/County Association of Governments administer various grant programs funding highway, grade separation, bicycle & pedestrian, transit, and other local transportation projects. Funding for these county programs is primarily derived from the County’s Measure A and Measure W sales taxes and Measure M vehicle registration tax. The City also receives a dedicated local return from Measure A and Measure W. Additionally, the Metropolitan Transportation Commission and Bay Area Air Quality Management District periodically administer their own grant programs to fund various transportation improvements with an emphasis on equity and VMT reduction. Grant funding varies year to year. • State grants: The State of California administers several grant programs to fund transportation improvements with a focus on the state highway system, active transportation, and safety, including the State Transportation Improvement Program, Active Transportation Program, and Highway Safety Improvement Program. Grant funding varies year to year. • Federal grants: Various grant programs are distributed to cities directly or via state, regional, and county governments. Federal grants are primarily funded via the Surface Transportation Program and Congestion Mitigation and Air Quality Improvement Program. Grant funding varies year to year. Some projects affecting regional transportation projects identified in the General Plan are expected to be primarily funded by county, regional, state, and/or federal sources, while other projects more local in nature may be funded primarily via the City with transportation impact fees and CFD funds or via the private sector. Based on recent and anticipated funding from these sources, Table 7 summarizes the funding plan to build out projects identified in the Mobility Element. Table 7: Mobility Element Funding Summary Funding Source Funding Expectations Funding Emphasis City (Transportation Impact Fee & potential Community Facilities District) $500-600M (50%)* Local projects focusing on city circulation needs. Private Sector $100-120M (10%) Local projects on private right-of-way associated with new developments. County/Regional $200-240M (20%)Larger projects of countywide and regional importance, especially those involving regional agencies. State/Federal $200-240M (20%) Total $1-1.2B Note *The Transportation Impact Fee may generate up to $1 billion in funding with full buildout of the General Plan, while a potential community facilities district may generate $160 to $290 million. East of 101 Area Trail Network and Bay Trail-Centennial Way Trail Connection Converting former freight railway spurs and other underused right-of-way into multi-use trails presents a key opportunity to improve first/last mile access and active transportation connectivity within the East of 101 Area. As detailed in the Active South City Plan, these trails connecting employers to regional transit could function as a backbone network for active transportation and first/last mile connections. Priority trail facilities would cover three inactive rail spurs running parallel to Eccles Avenue, Forbes Boulevard, and Harbor Way converging at East Grand Avenue and the Caltrain Station, a trail along Poletti Way to the Caltrain Station, and a trail connecting the Bay Trail and Centennial Way Trail/San Bruno BART Station via a new bridge over US-101. Some of these trail segments have already been constructed, while other gaps remain. Figure 27: Proposed Cross Section—Sneath Lane Extension 108 SHAPE SSF: 2040 GENERAL PLAN MOBILITY AND ACCESS 9 196 197 POLICY FRAMEWORK Person Traveling on Protected Sidewalk along Bridge GOAL MOB-1: South San Francisco prioritizes safety in all aspects of transportation planning and engineering. INTENT: To advance the Vision Zero goal of zero traffic deaths and serious injuries on city streets by 2025 (Resolution 40-2021). Policy MOB-1.1: Use a systemic safety approach to proactively identify and address safety risks. Policy MOB-1.2: Strive to reduce vehicle speeds throughout the city to reduce the frequency and severity of collisions. GOAL MOB-2: South San Francisco provides a multimodal network with convenient choices for everyone. INTENT: To provide low-cost, low-impact travel options and to focus on moving people rather than cars (Resolution 86-2012). Policy MOB-2.1: Incorporate complete streets improvements into all roadway and development projects. Policy MOB-2.2: Advance more equitable transportation within South San Francisco. GOAL MOB-3: South San Francisco proactively manages traffic and parking demand. INTENT: To focus on access for people while ensuring that car travel is a reliable option. Policy MOB-3.1: Promote mode shift among employers. Manage the number of vehicle trips, with a focus on promoting mode shift among employers. Policy MOB-3.2: Optimize traffic operations on City streets. Optimize traffic operations on City streets while avoiding widening roadways or otherwise pursuing traffic operations changes at expense of multimodal safety, transit reliability, or bicycle and pedestrian comfort. Policy MOB-3.3: Right-size parking supply and maximize the efficiency of curb space. Policy MOB-3.4: Use parking management tools to manage limited street space in residential neighborhoods. 109 SHAPE SSF: 2040 GENERAL PLAN MOBILITY AND ACCESS 9 198 199 GOAL MOB-4: South San Francisco’s land use and transportation actions reduce vehicle miles traveled (VMT) and greenhouse gas emissions. INTENT: To curb greenhouse gas emissions and support mode shift to transit, active transportation, and carpooling. Policy MOB-4.1: Increase substantially the proportion of travel using modes other than driving alone. Policy MOB-4.2: Embrace innovation. Prepare the City for changes to transportation technology (such as autonomous vehicles and micromobility) and incorporate such innovations into projects when appropriate and where feasible. GOAL MOB-5: South San Francisco residents have easy access to play, fitness, and active transportation networks. INTENT: To reduce barriers to physical activity and improve comfort with the city’s pedestrian and bicycle networks. Policy MOB-5.1: Expand the low-stress bike and pedestrian network. Capitalize on opportunities to expand the low-stress bike and pedestrian network throughout the city. Policy MOB-5.2: Enhance access to the trail network. Enhance access to Centennial Way Trail, Bay Trail, and other trail facilities through streetscape projects and new developments. Pedestrian CrosswalkIMPLEMENTATION ACTIONS Policy Implementation Action Priority Primary Responsibility GOAL MOB-1: South San Francisco prioritizes safety in all aspects of transportation planning and engineering. Policy MOB-1.1 Action MOB 1.1.1: Develop a Vision Zero Action Plan. Develop and implement a Vision Zero Action Plan that incorporates a prioritization approach for the Capital Improvement Program (CIP) and maintenance response process and identifies safety countermeasures to incorporate into all development projects and capital improvements. High Engineering Division (PW) Policy MOB-1.2 Action MOB 1.2.1: Incorporate traffic calming. Incorporate traffic calming treatments into all street projects to support lower design speeds.Medium Engineering Division (PW) Action MOB 1.2.2: Evaluate reducing speed limits. Evaluate reducing speed limits on the city’s high injury network, transit priority streets, school areas, and other streets with high concentrations of vulnerable street users. Medium Engineering Division (PW) GOAL MOB-2: South San Francisco provides a multimodal network with convenient choices for everyone. Policy MOB-2.1 Action MOB-2.1.1: Complete multimodal design and impact analysis. Ensure that roadway and development projects are designed and evaluated to meet the needs of all street users, and that development projects contribute to multimodal improvements in proportion to their potential impacts on vehicle miles traveled. High Engineering Division (PW) Action MOB-2.1.2: Create multimodal prioritization processes. Develop Capital Improvement Program (CIP) prioritization criteria to strategically advance multimodal complete streets projects.Medium Engineering Division (PW) Action MOB-2.1.3: Implement Active South City Pedestrian and Bicycle Plan. All capital improvements and development projects incorporate bicycle and pedestrian improvements identified in the Active South City Plan, such as trails, bikeways, bicycle detection at traffic signals, high-visibility crosswalks, and pedestrian-oriented site plans. High Engineering Division (PW) Action MOB-2.1.4: Implement transit speed, reliability, and access improvements. All capital improvements and development projects near regional transit stations or bus/shuttle routes incorporate improvements to advance speed, reliability, and access, such as in-lane far- side bus stops, bus-only lanes, queue jumps, and pedestrian/bicycle gap closures. High Engineering Division (PW) Action MOB-2.1.5: Address ADA accessibility. Address ADA accessibility gaps in the City’s transportation infrastructure, including at sidewalks, curb ramps, crosswalks, and bus stops.High Engineering Division (PW) Refer to the Implementation Matrix within the "Our Plan to Get There" chapter to view additional information regarding implementation actions such as timeframe and secondary department responsibilities. 110 SHAPE SSF: 2040 GENERAL PLAN MOBILITY AND ACCESS 9 200 201 Policy Implementation Action Priority Primary Responsibility Policy MOB-2.2 Action MOB-2.2.1: Implement Safe Routes to Schools program. Collaborate with the South San Francisco Unified School District to implement Safe Routes to Schools programs and improvements, with an emphasis on schools serving equity priority communities.High Engineering Division (PW) Action MOB-2.2.2: Develop free bus and shuttle service for residents. Develop a dedicated funding source or leverage private sector contributions to fund the South City shuttle and free bus service for South San Francisco residents.High City Manager Action MOB-2.2.3: Incorporate equitable prioritization processes. Incorporate equity in identifying and prioritizing Capital Improvement Program (CIP) transportation projects.High Engineering Division (PW) GOAL MOB-3: South San Francisco proactively manages traffic and parking demand. Policy MOB-3.1 Action MOB-3.1.1: Update and implement TDM Ordinance. Implement, monitor, and enforce compliance with the City’s TDM Ordinance. Maintain consistency with C/CAG’s requirements. Periodically update the TDM ordinance as transportation conditions change. Incorporate a fine structure for noncompliance. High Planning Division (ECD) Action MOB-3.1.2: Implement an East of 101Trip Cap. Implement an East of 101 area trip cap with triennial monitoring and corrective actions if exceeded. Implement project-specific trip caps for large campus developments.Medium Planning Division (ECD) Policy MOB-3.2 Action MOB-3.2.1: Update traffic operations metrics. Use appropriate metrics (e.g. travel time, vehicle queues, vehicle delay/level of service, and/or person delay) to evaluate and advance projects that manage traffic flow in coordination with the implementation of complete streets.Medium Engineering Division (PW) Action MOB-3.2.2: Incorporate new street connections. Incorporate new street connections to better distribute vehicle trips across South San Francisco’s street network, especially in the East of 101 Area (as illustrated in Figure 14 and Table 6).Medium Engineering Division (PW) Policy MOB-3.3 Action MOB-3.3.1: Incorporate parking maximums. Incorporate maximum parking requirements for new residential and office/R&D projects that align with TDM Ordinance trip reduction goals.High Planning Division (ECD) Action MOB-3.3.2: Evaluate curb management practices. Evaluate the current and best use of curb space in the City’s activity centers and repurpose space to maximize people served (i.e. for loading, bikeways, bike parking, bus lanes, or parklets)Medium Engineering Division (PW) Policy Implementation Action Priority Primary Responsibility Policy MOB-3.4 Action MOB-3.4.1: Create funding and staffing plan for a Residential Parking Permit Program. Create a funding and staffing plan for a Residential Parking Permit (RPP) Program in higher density neighborhoods. Medium City Manager GOAL MOB-4: South San Francisco’s land use and transportation actions reduce vehicle miles traveled (VMT) and greenhouse gas emissions. Policy MOB-4.1 Action MOB-4.1.1: Use site plan review to improve connectivity. Use the development review process to identify opportunities to enhance bicycle, pedestrian, and transit connectivity. Action MOB-4.1.2: Expand transit service. Continue collaboration with Caltrain, SamTrans, Water Emergency Transportation Authority (WETA), and shuttle providers to scale service levels in growing areas. Consider independently operated transit services to fill regional transit gaps. Action MOB-4.1.3: Leverage employee transit subsidies. Leverage private sector subsidies of transit fares to support BART, Caltrain, SamTrans, and Water Emergency Transportation Authority (WETA) ridership. Action MOB-4.1.4: Incorporate first/last-mile connections. Incorporate first/last mile bus, shuttle, and active transportation connections between employment hubs and regional transit stations. GOAL MOB-5: South San Francisco residents have easy access to play, fitness, and active transportation networks. Policy MOB-5.1 Action MOB-5.1.1: Complete rails to trails projects. Leverage public-private partnerships to complete the conversion of the City’s freight rail lines to multi-use trails.Medium Capital Projects (CM) Action MOB-5.1.2: Develop Bikeways and slow streets. Grow network of low stress bikeways and Slow Streets that prioritize direct access to recreation and active transportation within the city’s residential neighborhoods. Medium Engineering Division (PW) Action MOB-5.1.3: Expand bicycle parking at activity centers. Expand bicycle parking at major activity centers throughout the city.Medium Parks Division (P&R) 111 SHAPE SSF: 2040 GENERAL PLAN MOBILITY AND ACCESS 9 202 203 PERFORMANCE METRICS PERFORMANCE METRIC: Transportation injury collisions Target Eliminate severe injury and fatal collisions on the City’s roadway network TOTAL COLLISIONS BETWEEN VEHICLES, PEDESTRIANS, AND CYCLISTS FROM 2009-2018: ≥481 INCIDENTS Data Source California Statewide Integrated Traffic Records Department Responsible Planning Division and Engineering Division PERFORMANCE METRIC: Ridership at South San Francisco BART, Caltrain, SamTrans, and ferry facilities. Target Double SamTrans and BART ridership, quadruple ferry ridership, and achieve 10x growth in Caltrain ridership by 2040 SOUTH SAN FRANCISCO BART STATION USAGE AS OF 2018: APPROXIMATELY 3,500 PASSENGERS ON AN AVERAGE WEEKDAY SOUTH SAN FRANCISCO CALTRAIN STATION USAGE AS OF 2018: APPROXIMATELY 470 PASSENGERS PER DAY SOUTH SAN FRANCISCO FERRY RIDERSHIP AS OF 2018: APPROXIMATELY 580 PASSENGERS PER DAY Data Source SamTrans, BART, ferry, and Caltrain ridership reports Department Responsible Planning Division PERFORMANCE METRIC: Mode split Target Transit, walk, and bike trips account for 40 percent of all trips DRIVE ALONE: 43% CARPOOL: 47% BIKE: <1% TRANSIT: 4% WALK: 6% Data Source California Household Travel Survey or NHTS California add-on; American Community Survey Census for work-trips Department Responsible Planning Division PERFORMANCE METRIC: East of 101 Area traffic volumes Target East of 101 Area traffic volumes remain within the area’s street capacity CITY TO BEGIN TRACKING DATA AND PROVIDE IN THE FUTURE.Data Source Annual traffic counts Department Responsible Engineering Division, Planning Division Airport Blvd. and Highway 101 112 SHAPE SSF: 2040 GENERAL PLAN ABUNDANT AND ACCESSIBLE PARKS AND RECREATION 10 204 205 CHAPTER 10Abundant and Accessible Parksand Recreation 10 PART II: OUR PLACEImproved Parklands Recreational Services 113 SHAPE SSF: 2040 GENERAL PLAN ABUNDANT AND ACCESSIBLE PARKS AND RECREATION 10 206 207 WHERE WE WANT TO BE IN THE FUTURE South San Francisco has a system of well-connected parks, open spaces, trails, and recreational facilities that serves all residents, employees and visitors and promotes use of active transportation, exercise, and health. Residents of all neighborhoods of the city have convenient access to well-maintained parks, open spaces, trails, and recreational facilities. There are opportunities for people of all ages, abilities, ethnicities, and backgrounds to engage, participate, and enjoy South San Francisco’s parks and open spaces, recreational facilities and amenities, and recreational services. The open space network contributes to a healthy community by sustaining a thriving urban forest, supporting urban biodiversity, and sequestering carbon. Expanded recreational programming capacity effectively serves all segments of South San Francisco’s diverse community. All South San Francisco children have access to affordable childcare and high-quality early childcare programs. The City increases enrichment and youth development opportunities and increases participation for children of color in South San Francisco.Centennial Way Dog Park How Our Plan Gets Us There Parks, recreational facilities, and services provide critical benefits to the residents of South San Francisco. They provide space for exercise, socialization, relaxation, enhance the visual appearance of the city, and make the city an enticing place to live and work. A well-connected trail and park system can help bridge geographic divides and create opportunity for more interaction among South San Francisco residents. As the city grows and the recreational needs of its residents evolve, the City will maintain existing spaces and services the community already enjoys while expanding the breadth of service of the City’s parks, trails, urban forests, and recreation services. The City will ensure parks and recreation services are provided equitably throughout the community and that the City conducts community engagement and outreach related to parks and recreation services in a transparent and equitable manner. PERFORMANCE METRIC Park service ratio Target: • 3 acres of improved parkland per 1,000 residents • 0.5 park acres per 1,000 employees • 1.5 acres of open space per 1,000 residents • 1.0 acres of joint use open space per 1,000 residents PERFORMANCE METRIC Park Access Target: 1 park, trail, open space, or privately-owned public open space within a 10-minute walk (1/2 mile) of residents PERFORMANCE METRIC Miles of trails Target: 15 Miles of trails Performance Metrics Refer to page 234 to view a full list of Performance Metrics for this chapter. 1 2 3 Annual Easter Egg HuntTarget 3.0 Acres 0.5 Acres 1.5 Acres 1.0 Acre 2021 Data 2.4 Acres 2.8 Acres 1.2 Acres 1.2 Acres Target 2021 Data Target 2021 Data Target 2021 Data Improved Parkland Improved Parkland, Employees Open Space Joint Use PERCENT OF RESIDENTS MEETING THE TARGET: 97% OF RESIDENTS 2021 DATA: 11 MILES OF TRAILS 114 SHAPE SSF: 2040 GENERAL PLAN ABUNDANT AND ACCESSIBLE PARKS AND RECREATION 10 208 209 KEY ISSUES AND OPPORTUNITIES South San Francisco maintains a variety of parks and open spaces for its residents, employees, and visitors to enjoy. The City also maintains a variety of recreational facilities across the city, offering a wide range of high-quality, highly utilized programs for residents of all ages. This provides an exciting opportunity to expand recreational programing and create new innovative park and open space types to serve the needs of existing and future residents. To meet this vision, accessibility, land availability, and funding issues create challenges for the City. Concerts in the Park Bay Trail Park Classifications As of 2021, 316 acres of developed parklands, open space, and joint use facilities are within the City limits. This includes improved parkland (131 acres), open space (108 acres), and joint use facilities (77 acres). The City retains joint use agreements with other public agencies like the South San Francisco Unified School District, PG&E, San Francisco Public Utilities Commission, and BART to allow residents access to additional improved parkland and open space. The City also maintains an additional 30 to 40 acres of right of way or other open space. The park and open space network in South San Francisco include a range of types that have different roles and functions in the community. Each park type provides a range of opportunities for active and passive recreation, and they are categorized into three broad types: Improved Parks, Open Spaces, and Joint Use Facilities. Improved Parklands Community parks serve a citywide population and typically include sports facilities, such as lighted fields, tennis and basketball courts, swimming pools, public art, and recreational buildings. They are the city’s largest developed parks and include Orange Memorial Park and Westborough Park. These larger parks also support biodiversity and wildlife. Neighborhood parks serve a smaller portion of the city than community parks and are usually within convenient walking and biking distance from residences. They usually have playgrounds, open turf areas, practice ballfields, public art, and/or picnic tables. They are usually between one and five acres. Examples include Avalon Park and Brentwood Park. Neighborhood parks also provide the opportunity to maintain patches of wildlife habitat in the city. Mini parks are small play areas or green spaces. They have limited amenities and are intended to serve immediate neighbors. They may have open turf, playgrounds, sport courts, public art, or picnic tables. They are usually one acre or less. Examples includes Cypress and Pine Playlot and Gardiner Park Linear parks are trails located along linear geographic features, including watercourses, shorelines, and public utility and transportation rights-of-way. They have wider sections that can be used for amenities such as playgrounds, open turf areas, dog parks, benches, public art, and picnic tables. Linear parks are most often used for passive recreation, and often link to trails, other parks, and open spaces. Linear parks and greenways also support wildlife movement and provide connections to open spaces. Examples include the Bay Trail, Sister Cities Park and Centennial Way from the South San Francisco BART station to the San Bruno BART station. Specialty parks provide specialized functions. Parks in this category include the Centennial Way Dog Park and the Community Garden. Orange Memorial Park Centennial Way Dag Park Sister Cities Park 115 San Bruno Mountain State & County Park San Francisco Bay Ferry Terminal San Bruno Creek C o l m a C r e e k AirportBlvdChestnut AveE Grand Ave Grand Ave Oyster Point Blvd SAi rpor t Bl vdH ills id e B lv d F orbes Blvd Gateway B lv d DNAWaySisterCitiesBlvd E l Ca mi n o R e a lJunipero Ser r a Bl vdW e s tb o roughBlvdC a ll a n B l v d H i c k e y B l v d SpruceA v e S Linden AveUtah AveSSpruceAveGellertBlvd §¨¦380 §¨¦280 ¬«35 ¬«82 £¤101 Unincorporated Area City of Pacifica City of San Bruno City of Colma City of Daly City City of Brisbane San Francisco International Airport °0 0.5 10.25 Miles !!!!!City of South San Francisco Unincorporated Area in City Sphere Ferry Terminal Caltrain Station Caltrain BART Station BART Highway Arterial Roads Local Roads Context Parks Waterbody Streams Sources: City of South San Francisco (2019); County of San Mateo (2019); Urban Footprint (2021); ESRI (2021); SF Bay Trail Centennial Way Trail Improved Parkland Open Space (Unimproved) Joint Use Facilities Common Green Area Map 1: Improved Parkland, Open Space and Joint Use Facilities SHAPE SSF: 2040 GENERAL PLAN ABUNDANT AND ACCESSIBLE PARKS AND RECREATION 10 210 211 Common green areas are publicly accessible parkland that feature community playgrounds, benches, open lawn areas, and patios. They are maintained by the City through the Common Green Fund. Owners of properties served by the common greens pay the same tax rate as other property owners, but a portion of their taxes are set aside to the Common Green Fund to maintain common greens areas. Open Spaces Open spaces are used for passive recreation activities, including walking and hiking. Examples include Sign Hill and areas along the San Francisco Bay. Joint Use Facilities Joint use facilities are not owned or exclusively programmed by the City. School joint use facilities are available for public use due to a 2008 Joint Use Agreement between the South San Francisco Unified School District (SSFUSD) and the City of South San Francisco. As a result of this agreement, some SSFUSD sports fields, gyms, and other facilities are available for public use. In addition, the City operates licensed before and after school childcare and summer camps at six SSFUSD school sites, which include the use of facilities and playgrounds. BART joint use facilities include a public access easement along the Centennial Way Trail. Caltrain joint use facilities include a new Downtown Plaza / westside entry to the Caltrain Station. PG&E joint use facilities include Irish Town Green which is a grass field with walking paths and benches. San Francisco Public Utilities Commission joint use facilities include Elkwood Park. Within the improved parks and open space, there are about 11.5 miles of trails. Examples include Centennial Way, the Bay Trail, Sister Cities Park and those located in Sign Hill Park. Within a few miles of the city, residents have access to regional parks and recreation opportunities. These include the San Bruno Mountain State and County Park, state and local beaches along the Pacific Coast, and the Sweeney Ridge Skyline National Recreation Area, among others. People Playing Cornhole Elkwood Park Youth Programming at Sign Hill Park Figure 28: Improved Parkland, Open Space, and Joint-Use Facilities SF Bay Trail Centennial Way Trail Open Space (Unimproved) Common Green AreaImproved Parkland Joint Use Facilities Sources: City of South San Francisco (2019); County of San Mateo (2019); Urban Footprint (2021); ESRI (2021);City of South San Francisco BART Station Caltrain Station Arterial Road Streams Unincorporated Area in City Sphere BART Context Parks Caltrain Local Road Ferry Terminal Station Highway Waterbody 116 San Bruno Mountain State & County Park San Francisco Bay Ferry Terminal San Bruno Creek C o l m a C r e e k AirportBlvdChestnut AveE Grand Ave Grand Ave Oyster Point Blvd SAi rpor t Bl vdH ills id e B lv d F o rbes Blvd Gateway B lv d DNAWaySisterCitiesBlvd E l Ca mi n o R e a lJunipero Ser r a Bl vdW e s tb o roughBlvdC a ll a n B l v d H i c k e y B l v d SpruceA v e S Linden AveUtah AveSSpruceAveGellertBlvd §¨¦380 §¨¦280 ¬«35 ¬«82 £¤101 MP OPSP CP NP CP NP NP NP CP OPSP LP SP NP NP NP NPSP MP MP LP SP NP SP SP SP OPSP SP NP Unincorporated Area City of Pacifica City of San Bruno City of Colma City of Daly City City of Brisbane San Francisco International Airport °0 0.5 10.25 Miles !!!!!City of South San Francisco Unincorporated Area in City Sphere Ferry Terminal Caltrain Station Caltrain BART Station BART Highway Arterial Roads Local Roads Context Parks Waterbody Streams Sources: City of South San Francisco (2019); County of San Mateo (2019); Urban Footprint (2021); ESRI (2021); SF Bay Trail Centennial Way Trail Community Park (CP) Linear Park (LP) Mini Park (MP) Neighborhood Park (NP) Open Space (OPSP) Specialty Park (SP) Common Green Area Map 2: Existing Parks by Typology SHAPE SSF: 2040 GENERAL PLAN ABUNDANT AND ACCESSIBLE PARKS AND RECREATION 10 212 213 Figure 29: Existing Parks and Open Space by Type SF Bay Trail Open Space (OPSP) Linear Park (LP) Mini Park (MP) Neighborhood Park (NP) Common Green Area Community Park (CP) Specialty Park (SP) Centennial Way TrailSources: City of South San Francisco (2019); County of San Mateo (2019); Urban Footprint (2021); ESRI (2021);City of South San Francisco BART Station Caltrain Station Arterial Road Streams Unincorporated Area in City Sphere BART Context Parks Caltrain Local Road Ferry Terminal Station Highway Waterbody Recreation Facilities South San Francisco owns and operates a robust and distributed network of recreational facilities. The City maintains ten indoor recreational facilities and numerous outdoor facilities for sports, social gatherings, camps, and classes. These indoor facilities include the Community Civic Campus (opens 2023), Municipal Services Building (closes 2023), Joseph A. Fernekes Recreation Building, Roberta Cerri Teglia Center (formerly Magnolia Center), Orange Pool, Paradise Valley Recreation Center, Siebecker Center, Terrabay Gymnasium, Alice Peña Bulos Community Center (formerly Westborough Recreation Building), Westborough Preschool, and Community Learning Center, which is jointly operated with the Library. The Municipal Services Building also hosts recreational programing but will be retired after the Community Civic Campus opens. The City also maintains numerous group picnic areas, courts and ballfields, restrooms, and other amenities in parks throughout the city. The City also offers before and after school programs at six SSFUSD elementary schools and is planning for the development of additional preschool sites The Parks and Recreation Master Plan identified a need for classrooms/ meeting rooms, exercise and dance rooms, performance spaces, and aquatics facilities. To help fulfill that need, the Community Civic Campus includes a new library, music rooms, exercise and dance rooms, classrooms, and meeting rooms to replace old facilities at the Municipal Services Building and the Main Library. This facility will help to enhance multi-generational use and support a variety of programing needs. Likewise, the Orange Memorial Park Master Plan includes expansion of the aquatics center, which was ranked as one of the community’s highest priorities.5 5. Parks and Recreation Master Plan. 2015. City of South San Francisco. Retrieved from http:// www.ssf.net/home/showdocument?id=498 Joseph A. Fernekes Recreation Building Rendering of Community Civic Campus (Opens 2023)Robert Cerri Teglia Center (Formerly Magnolia Center) 117 SHAPE SSF: 2040 GENERAL PLAN ABUNDANT AND ACCESSIBLE PARKS AND RECREATION 10 214 215 Recreational Services Recreation Division staff serve residents of all age groups through its operation of recreation centers, picnic sites, rental facilities, preschools, and select SSFUSD after school sites. The Recreation Division’s program areas include the following: The Aquatics Program maintains the Orange Pool and provides swim lessons for all ages and levels of experience, fitness programming, recreation and lap swim, lifeguard training, and weekend rental opportunities. The Classes Program includes a variety of activities for preschoolers, children, teens, adults, and seniors covering music, dance, fitness, art, and other special interest classes. The Cultural Arts Program offers a variety of services/programs such as four art gallery programs per year; a public art program including art installations at public and private locations, utility box mural projects, and outdoor sculpture temporary exhibits; award of the annual Jack Drago Cultural Arts Commission Youth Art Scholarship to eligible graduating South San Francisco High School seniors; and engages in community funding and partnership. The City and the Park and Recreation Department are committed to elevating childcare needs in the city. The Childcare Program operates three licensed preschools (Little Steps, Siebecker, and Westborough); four licensed after school recreation programs for school-age children Kindergarten-12 years old; two programs funded by the After School Educate and Safety (ASES) Program, called the R.E.A.L. (Recreation, Enrichment and Learning) Program designed for academic support for school age children Kindergarten–12 years old; seasonal summer, winter, and spring camps; and the Full of Fun Program for children and young adults with special needs. Programs such as Little Steps and ASES are offered at no cost to families. Holiday Boutique Community Art Gallery Dragon Dance Performance Despite this extensive offering of services, the City has identified additional recreational programming demand, specifically a strong demand for childcare, preschool programming and after school care. The City’s three public preschools have multi-year waitlists, indicating an unmet demand for preschools in the area.6 A new preschool center is currently being planned for the Westborough Neighborhood. A Child Care Master Plan will be published in 2022. Likewise, the community expressed desire for additional ballet, private piano lessons, kindergarten readiness classes, gymnastics classes, yoga, exercise classes, and children’s art classes.7 6. Child Care. 2019. City of South San Francisco. Retrieved from http://www.ssf.net/ departments/parks-recreation/recreation-division/child-care 7. Parks and Recreation Master Plan. 2015. City of South San Francisco. Retrieved from http://www.ssf.net/home/showdocument?id=498 Concerts in the Park Thanksgiving Fun Run A wide range of senior services are offered at the Roberta Cerri Teglia Center (formerly Magnolia Center), including picnics, movie showings, blood pressure screenings, health insurance counseling, trips to events around the Bay Area, and other classes. The Roberta Cerri Teglia Center also includes an Adult Day Care Center. The Sports Program includes Open Gym hours at Terrabay Gymnasium for sports such as basketball and badminton, and a fitness room; elementary school-age sports leagues through the RAPP basketball program and Junior Giants baseball; middle school sports program at three middle schools; adult sports leagues in basketball and softball; oversees field and gym rentals; and other sport activities. The Rentals Program manages internal and private use of the City’s community centers and picnic sites for meetings, parties, and other events. All program areas support special events such as Concert in the Park, Halloween Extravaganza, the Thanksgiving Fun Run, and summer movie nights. 118 San Bruno Mountain State & County Park San Francisco Bay Ferry Terminal San Bruno Creek C o l m a C r e e k AirportB lvdChestnut AveE Grand Ave Grand Ave Oyster Point Blvd SAi rpor t Bl vdH ills id e B lv d Forbes Blvd Gateway B lv d DNAWaySisterCitiesBlvd E l Ca mi n o R e a lJunipero Ser r a Bl vdW e s tb o roughBlvdC a ll a n B lv d H i c k e y B l v d SpruceA v e S Linden AveUtah AveSSpruceAveGellertBlvd §¨¦380 §¨¦280 ¬«35 ¬«82 £¤101 Unincorporated Area City of Pacifica City of San Bruno City of Colma City of Daly City City of Brisbane San Francisco International Airport °0 0.5 10.25 Miles !!!!!City of South San Francisco Unincorporated Area in City Sphere Ferry Terminal Caltrain Station Caltrain BART Station BART Highway Arterial Roads Local Roads Context Parks Waterbody Streams Sources: City of South San Francisco (2019); County of San Mateo (2019); Urban Footprint (2021); ESRI (2021); SF Bay Trail Centennial Way Trail Common Green Area Parks with Open Access Walk Time to Nearest Park Within 5mins Walk Within 10mins Walk Map 4: Walk Access to Parks SHAPE SSF: 2040 GENERAL PLAN ABUNDANT AND ACCESSIBLE PARKS AND RECREATION 10 216 217 Table 8: Service Standards and Current Service Ratios Types of Open Space Standards (in acres per 1,000 residents)Current Service Ratio Improved Parkland 3.0 2.4 Open Space 1.5 1.2 Joint Use Facilities 1.0 1.0 All Park and Open Space Types 5.5 4.8 Service Standards and Funding In order to maintain the park and recreational standards for existing and future residents, the City requires an equitable, flexible, and sustainable funding approach. The acquisition of new parkland and the construction of new facilities is an important component of meeting existing and future population needs. Parks also require consistent investment in amenities to maintain a high-quality experience. Likewise, the ongoing maintenance, operations, and staffing help to extend the life of recreational amenities, and to provide recreational services to a diverse range of South San Francisco residents. To achieve the vision of well-connected parks, open spaces, trails, and recreational facilities that serve all residents, employees, and guests, the City maintains park service standards for improved parkland, open space, and joint use facilities. Level of service standards are guidelines that define the amount of park and open space that are necessary to meet the needs of residents. The Quimby Act (Section 66477 of the California Government Code) and the California Fee Mitigation Act (Assembly Bill 1600) allow communities to require developers to dedicate land or pay an in-lieu fee as a condition of approval. The basic premise is that new development brings in more residents, placing a strain on the existing park, recreation, and childcare resources. These Development Impact Fees offset the impact by providing parks, recreational facilities, and childcare facilities to serve new residents. The City currently has impact fees for parks, childcare, and public art. Table 8 provides the service standards and current service ratios in South San Francisco. With population growth anticipated to continue over the General Plan horizon (to 107,000), it is necessary to improve existing park deficiencies and develop new parks in areas anticipated to experience population and employment growth. An additional 274 acres of park and open space would be needed by 2040 to achieve the service standard of 5.5 acres of improved parkland per 1,000 residents. Much of this projected growth would be in sub-areas like East of 101, Lindenville, El Camino, and Downtown with fewer park resources. The largest challenges to achieving this vision are sustainable funding sources, land/site acquisition, and maintenance. The City’s General Fund provides maintenance funding for parks, with most funding for new parks and improvements coming from grants and fees, including Development Impact Fees. However, the City’s parks and recreational facilities may not be able to maintain a funding level that sustains park and recreational facility growth to match this anticipated level of growth, while also meeting the ongoing maintenance and operational standards. These funding deficiencies greatly impact the number of parks and facilities the City can build in the future, as well as the quality of service of existing and future parks. This will require the City to consider innovative park types, acquisition, and funding strategies, including publicly accessible private open space and temporary / pop-up facilities. Figure 30: Walk Access to Parks Within 5 mins. Walk Within 10 mins. Walk Sources: City of South San Francisco (2019); County of San Mateo (2019); Urban Footprint (2021); ESRI (2021); Walk time to Nearest Park Park Access Every South San Francisco resident should have access to parks, trails, and open spaces near their home. Parks can encourage physical activity, reduce disease, improve mental health, and support community resilience. While park access is important for everyone in the city, access is disproportionately lower in specific South San Francisco neighborhoods like Sunshine Gardens, El Camino, and Downtown. In neighborhoods like Downtown, lower park access also intersects with a high proportion of low-income households and high exposure to environmental pollution. Figure 30 shows the areas in South San Francisco within a 10-minute walk (or 1/2 mile) of a park or open space. Westborough, Sign Hill, Terrabay/Paradise Valley, and Orange Park residents have the best access to parks, whereas Sunshine Gardens and Downtown residents have less access to parks. Efforts to increase park access, including site acquisition and joint use agreements should center the neighborhoods that have a history of insufficient park access. These neighborhoods would benefit from an increase of new, strategically placed outdoor spaces for recreation and new or improved recreational equipment. These could include short-term approaches like temporary or pop-up parks to meet immediate need, while efforts continue for longer park provision. SF Bay Trail Centennial Way Trail Common Green Area Parks with Open access City of South San Francisco BART Station Caltrain Station Arterial Road Streams Unincorporated Area in City Sphere BART Context Parks Caltrain Local RoadFerry Terminal Station Highway Waterbody 119 San Bruno Mountain State & County Park San Francisco Bay Ferry Terminal San Bruno Creek C o l m a C r e e k AirportBlvdChestnut AveE Grand Ave Grand Ave Oyster Point Blvd SAirpor t Bl v dH ills id e B lv d Forbes Blvd Gateway B lv d DNAWaySisterCitiesBlvd E l Ca mi n o R e a lJunipero Ser r a Bl vdW e s tb o roughBlvdC a ll a n B l v d H i c k e y B l v d SpruceA v e S Linden AveUtah AveSSpruceAveGellertBlvd §¨¦380 §¨¦280 ¬«35 ¬«82 £¤101 Unincorporated Area City of Pacifica City of San Bruno City of Colma City of Daly City City of Brisbane San Francisco International Airport °0 0.5 10.25 Miles !!!!!City of South San Francisco Unincorporated Area in City Sphere Ferry Terminal Caltrain Station Caltrain BART Station BART Highway Arterial Roads Local Roads Context Parks Waterbody Streams Sources: City of South San Francisco (2019); County of San Mateo (2019); Urban Footprint (2021); ESRI (2021); SF Bay Trail Centennial Way Trail Existing Improved Parkland Potential Improved Parkland (None) Existing Open Space Potential Open Space (None) Existing Joint Use Facilities Potential Joint Use Facilities Common Green Area Map 3: Existing and Potential Park Sites SHAPE SSF: 2040 GENERAL PLAN ABUNDANT AND ACCESSIBLE PARKS AND RECREATION 10 218 219 Planned and Proposed Parks The General Plan provides an opportunity to advance a series of interconnected health, equity, and sustainability goals in the development of the parks and recreation system. The City has identified locations for planned and proposed parks and open spaces throughout the city, as shown in Figure 31. The proposed parks would significantly increase park access in the Westborough, Orange Park, and East of 101 planning sub-areas. Opportunities include: Improved Parkland Orange Memorial Park Expansion: The Orange Memorial Park Master Plan Update is underway and explores the expansion of the park. New linear parks: Provide trail connections to parks and other trails throughout the city, encouraging active mobility, recreation, and gathering. These include the Railroad Avenue Linear Park (from US 101 to East Grand Avenue), Lindenville Linear Park (from Tanforan Avenue to South Maple Avenue), Randolph Avenue Linear Park (from Airport Boulevard to Hillside Boulevard), and more connections to Centennial Way. A transformed Colma Creek: Co-locate new park and open space features along a new Colma Creek trail to create opportunities for active recreation, social gathering, green infrastructure, and patches for natural habitat. A Downtown park: Supports a historically underinvested neighborhood with a significant population of young people. New parks East of 101 and Lindenville: Support new residential neighborhoods. New parks on former school sites: Work with SSFUSD to develop neighborhood and/or mini-parks with the redevelopment of those sites. Open Space Skyline open space: Leverages the 30.5-acre vacant State-owned parcels between King Drive and Westborough Blvd., east of Skyline Blvd. as a natural open space, trail system, and/or dog park. Terrabay open space: Maintains open space north of South San Francisco Drive and provides trail connections to San Bruno Mountain. Joint Use Facilities Sunshine Gardens Elementary School joint use facility: Provides additional park resources in the Sunshine Gardens by means of partnership with SSFUSD at Sunshine Gardens Elementary School and El Camino Real High School. Joint use linear parks and trails: Provide joint-use parks and trails including the expansion and enhancement of Centennial Way (BART), Colma Creek linear park and trail (San Mateo County Flood and Sea Level Rise Resiliency District), PG&E Corridor Linear Park (from Linden Avenue to Randolph Avenue), PG&E Corridor Linear Park (from Centennial Way Trail to Hillside Boulevard), and the SFPUC Corridor Linear Park (south of Elkwood Park). Other partnership opportunities: Improve the overall levels of public park access by exploring new and emerging opportunities with SSFUSD, CalWater/PUC, BART, Caltrans, Caltrain, PG&E, County of San Mateo, and private companies within the city that maintain green spaces or privately- owned public open spaces. Orange Memorial Park Stormwater Capture Project Person Walking Dog at Orange Memorial Park The General Plan also provides the opportunity to continue to develop a system of well-connected parks and open spaces to support biodiversity, enable the movement of wildlife, and increase climate resilience. The transformation of Colma Creek and an improved urban forest are opportunities to improve connectivity for wildlife between larger open spaces and to create patches of natural habitat within the urban fabric. Managing vegetation at parks and open spaces to support biodiversity by using various integrated pest management methods, reducing light pollution, reducing non-native species, and planting native species that provide valuable resources for native wildlife will support ecosystem health and increase resilience to the changing climate. Figure 31: Existing and Potential Parks Sites Sources: City of South San Francisco (2019); County of San Mateo (2019); Urban Footprint (2021); ESRI (2021); SF Bay Trail Centennial Way Trail Existing Improved Parkland Potential Improved Parkland (None) Existing Open Space Potential Joint Use Facilities Common Green Areas Potential Open Space (None) Existing Joint Use Facilities City of South San Francisco BART Station Caltrain Station Arterial Road Streams Unincorporated Area in City Sphere BART Context Parks Caltrain Local RoadFerry Terminal Station Highway Waterbody 120 SHAPE SSF: 2040 GENERAL PLAN 10 220 221 POLICY FRAMEWORK Youth Programming at Sign Hill ABUNDANT AND ACCESSIBLE PARKS AND RECREATION GOAL PR-1: South San Francisco equitably provides improved parkland, recreational facilities, and services for all residents. INTENT: To advance distributional equity in the City’s improved parkland, recreational facilities, and services so that all residents can engage in recreational, arts, and educational opportunities. Policy PR-1.1: Prioritize disadvantaged community park and recreation. Prioritize the delivery of improved parkland, recreational facilities, and services in disadvantaged communities as defined in the Community Health and Environmental Justice Element. Policy PR-1.2: Strive to have all residents within a 10-minute walk access to parks. Strive to have all residents within a 10-minute walk of an improved park. Policy PR-1.3: Design parks and facilities to meet universal access standards. Design parks and recreation facilities for universal access and multi- generational use, encouraging play by residents of all abilities and ages. Continue to improve existing parks and open spaces to accommodate the needs of users of all ages and abilities. Policy PR-1.4: Ensure equitable distribution of park and recreation opportunities. Ensure accessible public facilities and services are equitably distributed throughout the city and are provided in a timely manner to keep pace with new development. Policy PR-1.5: Use underutilized spaces for recreational services. Seek opportunities to use vacant and underutilized commercial and industrial buildings for recreational services, especially in disadvantaged communities. Policy PR-1.6: Translate information for park and recreational programs. When appropriate, send targeted promotions and notifications related to parks, recreation, and City services in English, Spanish, Mandarin, Cantonese, and Tagalog. Policy PR-1.7: Identify needs of underserved groups. In partnership with community members, identify the needs of youth, seniors, the disabled, children with special needs, people who do not speak English as a first language, disadvantaged populations, and people in neighborhoods underserved by parks, recreation, trails, and public facilities, and ensure facilities and programming serves the needs of these groups. Policy PR-1.8: Match resident needs with services. Monitor demographics and needs of residents in neighborhoods throughout the city and match programming with neighborhood demographics and needs (e.g., more senior programming in neighborhoods with a substantial senior population) as part of the Parks and Recreation Master Plan process. Policy PR-1.9: Support community events. Continue to support and permit special events in parks organized by community organizations helping to ensure these are self-sufficient over time. Orange Memorial Park121 SHAPE SSF: 2040 GENERAL PLAN ABUNDANT AND ACCESSIBLE PARKS AND RECREATION 10 222 223 GOAL PR-2: The city has an expanded network of improved parkland to accommodate the physical and social needs of users of all ages and abilities. INTENT: To increase the availability and connectedness of parks and gathering spaces in all neighborhoods of the city. Policy PR-2.1: Meet improved parkland standard. Maintain an interconnected system of community, neighborhood, mini, linear, and special use parks that achieves a standard of 3.0 acres of improved parkland per 1,000 residents. Policy PR-2.2: Use underutilized sites for improved parks. Add improved parkland by improving existing underused sites, such as surface parking lots, to create new green space, recreation, and gathering areas in the parks system. Consider using sites as temporary / pop- up parks to meet near term needs. Policy PR-2.3: Foster innovative park types. Foster innovative park spaces to activate spaces and to meet the City’s existing and future recreation needs. Policy PR-2.4: Determine alternative temporary park locations. Determine potential locations for temporary park facilities, such as street-ends, single blocks, parking lots, and create pilot programs at these locations to test the closure in a temporary way. Policy PR-2.5: Develop community gardens. Develop community gardens in parks throughout the city, particularly in neighborhoods without convenient access to healthy food, like Downtown, Paradise Valley/ Terrabay, Sign Hill, Sunshine Gardens, Westborough, and Winston Serra. Policy PR-2.6: Plan for new parks in East of 101 and Lindenville. Ensure new residential mixed-use neighborhoods in East of 101 and Lindenville plan for a well-connected network of parks and open space. GOAL PR-3: South San Francisco maintains a network of open spaces that provide recreational opportunities and are managed to encourage healthy ecosystems, improve air and water quality, and adapt to a changing climate. INTENT: To increase the availability and connectedness of open spaces in the city and to leverage City-owned and maintained properties and resources to improve the ecological performance of all open spaces. Policy PR-3.1: Meet open space standard: Maintain a network of open spaces that achieves a standard of 1.5 acres of open space per 1,000 residents, preserving and seeking opportunities to expand open spaces areas like Sign Hill, along the San Francisco Bay and Colma Creek, and in other areas identified on Figure 31, while ensuring open spaces are accessible to people of all ages and abilities and support urban ecology. Policy PR-3.2: Minimize environmental impact of support facilities. Limit the construction of facilities in open space areas and design necessary improvements, such as fire roads, access roads, and parking facilities, to minimize environmental impacts and maintain the visual qualities of the open space. Policy PR-3.3: Create new public access points to open spaces. Seek opportunities to create new public access points to Sign Hill, San Bruno Mountain State and County Park, and the San Francisco Bay Trail and parks. For related policies and implementation actions related to open space, open space management, and ecology, see Goal ES-1 , ES-2 , ES-3, and ES-5. GOAL PR-4: The City collaborates with a strong network of partners to improve and expand park and recreational opportunities across South San Francisco. INTENT: To increase the availability and accessibility of recreational opportunities through joint use, development agreements, and other arrangement with public agency partners, private entities, and volunteer groups. Policy PR-4.1: Maintain joint use facilities standard. To complement and extend City park and recreational service delivery, maintain a service target of 1.0 acres of joint use facilities per 1,000 residents. Policy PR-4.2: Coordinate with South San Francisco Unified School District on facility access. Work closely with South San Francisco Unified School District to improve community access to school facilities, including pools, athletic fields and playgrounds, outside of school hours to improve neighborhood access to recreational facilities, to expand after-school and summer programs, and to strengthen the relationship between schools and their immediate neighborhoods. Establish procedures for the creation of joint-sites, including the division of maintenance responsibility. Policy PR-4.3: Partner with South San Francisco Unified School District to transform former school sites. Partner with South San Francisco Unified School District to support the conversion of former school sites like Foxridge and Serra Vista to park space, childcare facilities, and multifamily housing. Policy PR-4.4: Maintain Caltrain plaza joint use agreement. Maintain a joint use agreement with Caltrain for public access at the Downtown Plaza / westside entry to the Caltrain Station. Work with neighboring property owners to maintain the site. Policy PR-4.5: Maintain Bay Area Rapid Transit (BART) joint use agreement. Maintain a joint use agreement with Bay Area Rapid Transit for public access along the Centennial Way Trail as well as improved parkland. Policy PR-4.6: Convert public easements. Work with other agencies, including Pacific Gas & Electric, the California Water Service, San Francisco Public Utilities Commission, and to convert public easements, such as utility corridors or unused rights of way, into parks and trails. Policy PR-4.7: Provide publicly accessible, private open space. Work with non-residential development projects in the East of 101, Lindenville, and El Camino sub-areas to provide publicly accessible private maintained open space as part of a developer agreement, Memorandum of Understanding, or similar legally binding agreement with the city. Establish standards for private parks so that their quality is on par with public parks. Require the identification of an entity responsible for park maintenance, adoption of maintenance standards and guarantees of a funding source for long-term maintenance. Policy PR-4.8: Support non-profit partnerships for park maintenance and programing. Streamline internal processes to encourage partnerships with other agencies, volunteer groups, and nonprofit groups. Partner with non-profit organizations for park and trail maintenance, funding, and programming. 122 SHAPE SSF: 2040 GENERAL PLAN ABUNDANT AND ACCESSIBLE PARKS AND RECREATION 10 224 225 GOAL PR-5: Downtown has improved access to parks, gathering spaces, and public amenities. INTENT: To increase the availability and accessibility of public, open spaces in Downtown. To remedy the environmental burdens and lack of green/open space within Downtown. Policy PR-5.1: Create downtown network of parks. Building on the Cypress & Pine Playlot, City Hall Tot Lot, and City Hall open space, create a network of mini parks, green streets, plazas, and other public open spaces Downtown and develop a clearly marked system of walkways to connect these spaces. Policy PR-5.2: Expand Downtown park acquisition opportunities. Seek opportunities to acquire property, including former Redevelopment Agency sites, utility rights-of-way, and other vacant and underutilized properties to convert into parkland in Downtown. Policy PR-5.3: Partner with private developers to facilitate community gathering spaces in Downtown. Work with development projects in Downtown to provide community gathering spaces and/or publicly accessible private maintained open space as part of a development agreement, memorandum of understanding, or similar legally binding agreement with the City. Work with the property owner to provide arts and recreation services in community spaces. Policy PR-5.4: Develop Downtown pedestrian corridors. Encourage property owners to beautify alleys, corridors, and passages between buildings to create a safe and distinct environment for pedestrians and to better connect people to Downtown’s gathering spaces, historic resources, public art, and public facilities. GOAL PR-6: The City provides convenient and safe trails and other pedestrian connections throughout the community. INTENT: To ensure the community has access to safe and reliable pedestrian and bicycle connections to promote physical activity and to increase access to parks and open space. Policy PR-6.1: Maintain and expand trail connectivity. Maintain and expand an interconnected network of trails, greenways, and active transportation. Policy PR-6.2: Connect parks to trails. When possible, connect parks, recreational facilities, and open spaces to the trail network and Class 1 bicycle connections identified in the Active South City Plan. Policy PR-6.3: Improve access to San Bruno Mountain State and County Park. Improve accessibility to San Bruno Mountain State and County Park from Hillside Boulevard by removing fencing, improving signage, and allowing visitors to park at Hillside Elementary during weekends. Policy PR-6.4: Provide sidewalk, trail, and transit links to parks. Provide complete sidewalk networks to serve local parks. Improve the usefulness of transit as a way of getting to parks. Expand tree canopy cover to increase environmental benefits. Policy PR-6.5: Improve trail amenities and safety. Ensure trails have seating, shade, signage, stroller trails, and other amenities. Improve trail safety with appropriate lighting and better pedestrian and bicycle access. Policy PR-6.6: Ensure visibility along Centennial way trail. Work with developers and property owners facing the Centennial Way Trail and Colma Creek to ensure trails are unimpeded and well-maintained and there are clear sight lines along trails. Policy PR-6.7: Ensure visibility along the Bay Trail. Work with developers and property owners facing the San Francisco Bay Trail to ensure that the trail is unimpeded, well-maintained and that there are clear sight lines along trails. Policy PR-6.8: Provide educational signage about biological resources. In coordination with San Mateo County and other partners, incorporate interpretive signage along Colma Creek, the Bay Trail and in other open spaces that educate community members and visitors about the unique biological resources in South San Francisco. For related policies and implementation actions related to the Bay Trail and climate change, see Goal CR-2. For related policies and implementation actions related to urban forestry and tree planting, see Goal ES-4. GOAL PR-7: South San Francisco provides well-maintained and sustainable parks and recreational facilities to meet the needs of current and future residents. INTENT: To ensure that the community is provided with excellent park and recreational facilities that meet its diverse needs and interests. Policy PR-7.1: Meet park and facility maintenance staffing targets. Strive to achieve a ratio of 0.75 full time and part time maintenance staff per 10 acres. Policy: PR-7.2: Maintain park and recreation facilities. Fund adequate resources to maintain existing and future parks and recreational facilities to extend their useful lifetimes. Policy PR-7.3: Maintain park amenities. Maintain high quality amenities for active and passive recreational use in parks, including playgrounds, fields, and sport courts, and suitability of use by younger children, including childcare provider groups. Policy PR-7.4: Upgrade playgrounds. Continue to renovate existing playgrounds to update play features and add play elements to existing open spaces where feasible. Policy PR-7.5: Redesign underused parks. Continue to redesign underused parks to update programming to attract more users where feasible. Policy PR-7.6: Modernize aquatics facilities. Seek opportunities to replace and expand the indoor pool at Orange Park to continue to provide benefits from aquatics programming. Policy PR-7.7: Incorporate public art in parks and open spaces. Incorporate permanent and temporary public art, including from local artists, throughout parks and seek opportunities to implement the Public Art Master Plan in parks. Policy PR-7.8: Integrate sustainable landscape strategies. Integrate sustainability strategies into City-owned landscapes to expand tree canopy, improve water quality, reduce the need to irrigate landscapes, and lower water costs. This includes green infrastructure and stormwater capture, drought resistant plants, native plants, and the use of recycled water for irrigation. Policy PR-7.9: Ensure lighting and visibility in parks. Ensure parks are safe by providing lighting, orienting building facades towards parks, incorporating wayfinding signage, and providing clear lines of sight. Policy PR-7.10: Provide historical education in parks. Add plaques, signage, and public art that celebrates South San Francisco’s history and culture in parks. Policy PR-7.11: Install electric vehicle parking at City parks and facilities. Install electric vehicle charging infrastructure at City-owned parks and facilities. For related policies and implementation actions related to open space management and ecology, see Goal ES-1. For related policies and implementation actions related to building and facility maintenance, see Goal ECS-3 and CP-5. 123 SHAPE SSF: 2040 GENERAL PLAN 10 226 227 GOAL PR-8: Parks and recreational facilities have the appropriate staffing to offer high-quality recreational programs and offerings for residents of all ages. INTENT: To expand programming capacity to effectively serve South San Francisco’s diverse community. Policy PR-8.1: Meet Recreational Services Program staffing target. Strive to achieve a ratio of 15 full time and part time recreation program staff per 10,000 residents. Policy PR-8.2: Provide varied recreational programming. Provide a variety of programming to ensure all residents have the opportunity to live healthy, active, and social lifestyles, including aquatics, fitness, library programs and events. Policy PR-8.3: Maximize class offerings. Maximize successful class offerings by increasing class size limits or offering more sessions/times. Policy PR-8.4: Provide cultural diversity in program offerings. Recognize the city’s diverse cultural influences and incorporate them into space planning and programming. Policy PR-8.5: Provide multigenerational spaces. Continue to enhance multi-generational use of existing facilities that supports a variety of programing needs. Policy PR-8.6: Expand performing arts programs and facilities. Continue to provide facilities and service offerings to support South San Francisco’s thriving performing arts community. Policy PR-8.7: Expand environmental stewardship programs. Recognize the unique ecological resources in the city through expanded recreational programing about ecology and environmental stewardship. Policy PR-8.8: Connect services through shuttles. Continue to provide and expand when feasible connections to public services and programming by expanding the South City Shuttle service and the City’s van program for medically frail older adults or by bringing “pop-up” services to neighborhoods underserved by public facilities, services, and programs. Policy PR-8.9: Provide youth skill-building opportunities. Explore skill-building opportunities and programs that involve young people in parks and recreational service development and maintenance. Policy PR 8.10: Involve youth in enrichment programs. Ensure that City-run enrichment programs promote racial and social equity by ensuring that young people—and especially youth of color and youth from other historically disenfranchised communities— are involved in (and ideally leading) City-run enrichment programs. Policy PR-8.11: Explore park stewardship. Explore creating a program to train and hire SSF residents for maintenance and stewardship of open spaces. For related policies and implementation actions related to recreational programs for childcare and preschool and older adults and seniors, see Goals PR-8 and PR-9. For related policies and implementation actions related to recreational programing and equity, see Goal PR-1. For related policies and implementation actions related to recreational facility maintenance and expansion, see Goal PR-7. ABUNDANT AND ACCESSIBLE PARKS AND RECREATION GOAL PR-9: South San Francisco maintains quality childcare and preschool programs citywide. INTENT: To enhance the quality of childcare and preschool and to expand (City, private, and public) childcare opportunities and services throughout the city. Policy PR-9.1: Enhance Childcare Program. Maintain and continue to improve the City’s Childcare Program to enhance the quality of childcare and preschool in the city. Policy PR-9.2: Expand early childhood education for families of color and low-income families. Expand high-quality early childhood education for families of color and low-income families in South San Francisco and/or establishing universal preschool. Policy PR-9.3 Expand childcare options. Expand availability of affordable childcare and preschool for people of all income levels, with particular emphasis on lower-income families particularly in Downtown, Westborough/Winston Serra, and the new residential area of Lindenville. Policy PR-9.4: Support business development for childcare. Encourage private preschools and childcare facilities to open in South San Francisco, particularly in neighborhoods with young children, employment land uses, and neighborhoods currently underserved by preschool and childcare facilities. Policy PR-9.5: Advocate for childcare. Advocate in support of state and federal funding and programs that subsidize or expand early childhood education. For related policies and implementation actions related to recreational programing and equity, see Goals PR-1 and PR-8.Gateway Childcare Center124 SHAPE SSF: 2040 GENERAL PLAN 10 228 229 GOAL PR-10: South San Francisco provides engaging and convenient programming and services for older adults. INTENT: To ensure older adults throughout the city have easy access to the recreational and education opportunities they need. Policy PR-10.1: Expand Senior Services Program. Seek opportunities to expand the wide range of older adult and senior services provided by the City, including recreation, education, and social programs, health screenings, and other enrichment opportunities. Policy PR-10.2: Maintain Adult Day Care Program. Continue to operate an Adult Day Care program to provide socialization, enrichment, and exercise activities to frail and/or impaired older adults with disabilities. Policy PR-10.3: Partner with San Mateo County to extend senior services. Continue to collaborate with San Mateo County and other outside entities to expand the reach of senior services, such as the Great Plates Delivered Program. Policy PR-10.4: Provide shuttle and van service to senior services. Continue to provide and expand when feasible connections to older adult and senior services by maintaining service to Roberta Cerri Teglia Center and seeking opportunities to expand the South City Shuttle service and the City’s van program for medically frail older adults. Policy PR-10.5: Publish Senior Connections Newsletter. Continue to publish the Senior Connections Newsletter free to South San Francisco seniors. For related more general policies and implementation actions related to recreational programming, see Goal PR-8. Community Members Dining at Art ShowABUNDANT AND ACCESSIBLE PARKS AND RECREATION GOAL PR-11: South San Francisco maintains an equitable, flexible, and sustainable funding approach to maintain park and recreational standards for existing and future residents. INTENT: To create a sustainable funding approach from a diversity for sources. Policy PR-11.1: Diversify park funding. Provide reliable and diversified funding for park development, capital improvement, maintenance, and operations. Pursue all opportunities, including use of the general fund, donations, conservation easements, inheritance trusts, naming rights, community facilities district, lighting and landscape districts, and developer incentives. Policy PR-11.2: Reduce long term operations and maintenance costs. Identify ways to reduce the City’s long-term operations and maintenance costs, such as adapting more energy efficient technologies for park and recreation facilities, using low water landscape palettes and recycled water for irrigation, or exploring the use of artificial turf, alternative materials and other types of ground cover that do not require heavy maintenance or frequent mowing. Policy PR-11.3: Regularly review developer impact fees. Regularly review (at least every 3 years) and adjust park, recreation, and childcare impact fees to work towards the City’s service standard, and to account for the changing cost of land, facilities, and equipment. Consider fees by geographic area in the city to account for different land costs. Explore annual fees for city maintenance. Policy PR-11.4: Seek grant funding to help fund capital projects. Continue to seek grant funding to help fund capital projects. Policy PR-11.5: Explore bond funding. Explore opportunities for bond measures to fund maintenance, park operations, and park and recreational amenity investments. Policy PR-11.6: Provide publicly accessible private open space. Work with project developers and property owners to construct and maintain improved parkland to serve new development through development regulations and development agreements. Policy PR-11.7: Explore alternative funding sources. Study potential for using parcel taxes or developing community facilities districts to fund facility development and maintenance. Policy PR-11.8: Explore allowing limited economic activity in public spaces. Lease parts of public spaces, parks and select sidewalks to private businesses and non-profit organizations to activate the space with programs and activities, such as small product vendors, bike rental, community garden plots, exercise programs, and larger events and festivals. Policy PR-11.9: Combined State, local, and federal childcare funds. Ensure that State, local, and federal childcare funds are maximized, secured, and braided for the benefit of South San Francisco families accessing child care. Bay Trail125 SHAPE SSF: 2040 GENERAL PLAN ABUNDANT AND ACCESSIBLE PARKS AND RECREATION 10 230 231 IMPLEMENTATION ACTIONS Policy Implementation Action Priority Primary Responsibility GOAL PR-1: South San Francisco equitably provides improved parkland, recreational facilities, and services for all residents. Policy PR-1.4 Action PR-1.4.1: Provide targeted recreational services. Explore opportunities to provide and subsidize more recreational services to targeted populations (e.g., youth, older adults, persons with disabilities, and low-income populations). High Recreation Division (P&R) GOAL PR-2: The city has an expanded network of improved parkland to accommodate the physical and social needs of users of all ages and abilities. Policy PR-2.1 Action PR-2.1.1: Adopt and implement Parks and Recreation Master Plan. Adopt and implement the Parks and Recreation Master Plan, updating the Plan every 5-to-10 years. Develop the proposed parks identified in the Parks and Recreation Master Plan. Include new categories in parks classification system: San Mateo County-owned park trailheads, SSFUSD properties the public can access per joint use agreements, and privately-owned public open spaces, among others. High Parks Division (P&R) Action PR-2.1.2: Complete update of the Orange Memorial Park Master Plan. Complete update and implement the Orange Memorial Park Master Plan.Medium Parks Division (P&R) GOAL PR-4: The City collaborates with a strong network of partners to improve and expand park and recreational opportunities across South San Francisco. Policy PR-4.2 Action PR-4.2.1: Establish Sunshine Gardens Shared use agreement. Establish a partnership with the South San Francisco Unified School District to provide access to Sunshine Gardens Elementary School open space areas. High City Manager Action PR-4.2.2: Provide recreational programing in joint use facilities. Coordinate with the South San Francisco Unified School District and San Mateo County Health Department, as well as local health providers and other community organizations, to provide recreational programming not offered in nearby public parks or recreation centers, such as after-school fitness and education programs. High Recreation Division (P&R) Policy Implementation Action Priority Primary Responsibility Policy PR-4.2 Action PR-4.2.3: Expand afterschool and summer childcare. Continue to work with the South San Francisco Unified School District to expand after-school and summer childcare.High Parks Division (P&R) GOAL PR-5: Downtown has improved access to parks, gathering spaces, and public amenities. Policy PR-5.1 Action PR-5.1.1: Fund Downtown pop-up parks. Establish and fund a Downtown pop-up park program as a temporary measure until new parks are opened. Encourage local food and art vendors, e.g., “Off the Grid”. High Parks Division (P&R) Action PR-5.1.2: Designate new Downtown/Lindenville park site. Designate a site for a new neighborhood park adjacent to Downtown and Lindenville on the block bounded by Railroad Avenue, Spruce Avenue, Colma Creek, and Linden Avenue and require parkland dedication. Medium Parks Division (P&R) Action PR-5.1.3: Study City Hall park space opportunities. Study opportunities to expand active park space on the City Hall property.Low Capital Projects (CM) GOAL PR-6: The City provides convenient and safe trails and other pedestrian connections throughout the community. Policy PR-6.1 Action PR-6.1.1: Create Colma Creek trail. Create a trail along Colma Creek from the Bay Trail to Orange Memorial Park, incorporating lighting, public art, and native and high-value landscaping.Medium Parks Division (P&R) Action PR-6.1.2: Implement active transportation improvements to parks and open space. Implement new active transportation connections to the Centennial Way Trail, Colma Creek, and the San Francisco Bay Trail. Low Planning Division (ECD) Action PR-6.1.3: Implement Centennial Trail Vision Plan. Implement the Centennial Trail Vision Plan. Seek opportunities to create more mid-block access to Centennial Way trail.Medium Parks Division (P&R) Action PR-6.1.4: Develop Pacific Gas and Electric and Union Pacific trails. Partner with Pacific Gas & Electric and Union Pacific to reuse utility corridors and rail rights-of-way as trails.Low Parks Division (P&R) Action PR-6.1.5: Require new development to link to trails. Require new development to tie into the park and trail system by providing linkages to existing parks or dedicating new park land or trail easements. Medium Planning Division (ECD) Refer to the Implementation Matrix within the "Our Plan to Get There" chapter to view additional information regarding implementation actions such as timeframe and secondary department responsibilities. 126 SHAPE SSF: 2040 GENERAL PLAN ABUNDANT AND ACCESSIBLE PARKS AND RECREATION 10 232 233 Policy Implementation Action Priority Primary Responsibility GOAL PR-7: South San Francisco provides well-maintained and sustainable parks and recreational facilities to meet the needs of current and future residents. Policy PR-7.6 Action PR-7.6.1: Complete pool design and financing studies. Move forward with design and financing studies for a new pool.High Capital Projects (CM) Policy PR-7.7 Action PR-7.7.1: Adopt Public Art Master Plan. Adopt and implement the Public Art Master Plan, updating the Master Plan every 5-to-10 years.High Recreation Division (P&R) Action PR-7.7.2: Facilitate community engagement on public art selection. Establish a process to allow community input into public art selection.Low Recreation Division (P&R) Action PR-7.7.3: Educate community on public art. Produce public art educational materials for each artwork in the City’s collection and make these available to the public. Detail the locations of public art installations in materials such as walking tour guideposts, physical markers, web-based maps, or podcasts. Medium Recreation Division (P&R) Action PR-7.7.4: Support community-based creation of public art. Develop and coordinate community-based efforts to create public art pieces.Low Recreation Division (P&R) GOAL PR-8: Parks and recreational facilities have the appropriate staffing to offer high-quality recreational programs and offerings for residents of all ages. Policy PR-8.10 Action PR-8.10.1: Identify and pilot enrichment programs. Identify and pilot new ways to engage young people and their families who have not previously participated in City-run enrichment programming – and use these efforts to identify common reasons youth and families have not participated in these community resources. Medium Recreation Division (P&R) Action PR-8.10.2: Target locations for enrichment programs. Use targeted locations and coordinate with existing programs/organizations to strengthen/expand youth development opportunities specifically for youth of color and youth from historically disenfranchised communities. Medium Recreation Division (P&R) Policy Implementation Action Priority Primary Responsibility GOAL PR-9. South San Francisco maintains quality childcare and preschool programs citywide. Policy PR-9.1 Action PR-9.1.1: Implement Child Care Master Plan. Adopt and implement the Child Care Master Plan, updating the Plan every 5-to-10 years. High Recreation Division (P&R) Policy PR-9.2 Action PR-9.2.1: Expand funding for universal preschool. Continue exploring possible funding to establish and maintain universal preschool or to establish universal preschool for lower- income families. High Recreation Division (P&R) Policy PR-9.3 Action PR-9.3.1: Update Zoning code for childcare. Update the Zoning Code to: • Allow large family care homes by right in residential units as required by Senate Bill 234 (2019). • Allow childcare facilities by right in all residential land use designations when located within one-quarter of a mile from public and institutional uses, e.g., schools and churches. • Allow childcare facilities in residential neighborhoods that meet specified performance standards. • Allow childcare facilities in mixed use districts East of 101 and in Lindenville. • Allow childcare facilities by right in the business technology park land use designation. High Planning Division (ECD) Action PR-9.3.2: Maintain land inventory for childcare. Conduct an inventory of property that may be converted or developed into public or private Early Childcare Education facilities.Medium Planning Division (ECD) Action PR-9.3.3: Explore parking reductions for childcare facilities.Low Planning Division (ECD) Action PR-9.3.4: Provide incentives for new development to create childcare facilities. Provide incentives to new development to create childcare facilities as a community benefit. Encourage new development to provide on-site childcare facilities rather than paying an in-lieu fees. High Economic Development and Housing Division (ECD) Action PR-9.3.5: Coordinate citywide childcare programs. Coordinate and integrate childcare programs with existing housing, community, and social programs as described in the Child Care Master Plan. High Recreation Division (P&R) Policy PR-9.4 Action PR-9.4.1: Explore grant funding for childcare. Explore the provision of one-time grants to Family Child Care homes for zoning permit application or to update homes to be ready for babies and toddlers, including removing penalties for those who want to legalize their Family Child Care homes. High Recreation Division (P&R) Action PR-9.4.2: Create and maintain online portal for childcare. Create and maintain an online portal and resources for childcare business development.Medium Recreation Division (P&R) 127 SHAPE SSF: 2040 GENERAL PLAN ABUNDANT AND ACCESSIBLE PARKS AND RECREATION 10 234 235 PERFORMANCE METRICS PERFORMANCE METRIC: Park service ratio Target • 3 acres of improved parkland per 1,000 residents, • 0.5 park acres per 1,000 employees • 1.5 acres of open space per 1,000 residents • 1.0 acres of joint use open space per 1,000 residents Data Source Parks inventory, US Census Bureau ACS Department Responsible Parks & Recreation Target 3.0 Acres 0.5 Acres 1.5 Acres 1.0 Acre 2021 Data 2.4 Acres 2.8 Acres 1.2 Acres 1.2 Acres Target 2021 Data Target 2021 Data Target 2021 Data Improved Parkland Improved Parkland, Employees Open Space Joint Use PERFORMANCE METRIC: Park access PERFORMANCE METRIC: Miles of Trails Target 1 park, trail, open space, or privately-owned public open space within a 10-minute walk (1/2 mile) of residents 2021 DATA: 97% OF RESIDENTSData Source Parks inventory, US Census Bureau ACS Department Responsible Parks & Recreation, Planning Division Target 15 Miles of trails 2021 DATA: 11 MILES OF TRAILSData Source Parks and Rec Trail Inventory Department Responsible Parks & Recreation PERFORMANCE METRIC: Program, Facility, and Maintenance Staffing Target • 1.0 full time equivalent custodian (porter) per 25,000 square feet • 1 full time equivalent maintenance staff person(for repairs and system maintenance) per 50,000 square feet of building area (per Facility Manager Pulse) MAINTENANCE STAFF PER 10 ACRES OF PARK AND OPEN SPACE LAND: 1 STAFF MEMBERData Source Parks and Rec Operating Budget, Parks Inventory, US Census Bureau ACS Parks and Rec Trail Inventory Department Responsible Parks & Recreation PERFORMANCE METRIC: Percent of Recreational Services Program utilization Target 75% Recreational Services section program utilization (as defined as the number of participants divided by program capacity) CITY TO BEGIN TRACKING DATA AND PROVIDE IN THE FUTURE.Data Source Participants in the Recreational Services section, including Aquatics, Classes, Cultural Arts, Childcare, Senior Services, Sports, Rentals, and Special Events. Department Responsible Parks & Recreation 128 237 Opportunity and Access Community Engagement 237 11 236 SHAPE SSF: 2040 GENERAL PLAN CHAPTER 11Equitable Community Services 11 PART III: OUR PEOPLEEQUITABLE COMMUNITY SERVICES 237129 EQUITABLE COMMUNITY SERVICES 11 SHAPE SSF: 2040 GENERAL PLAN238 239 WHERE WE WANT TO BE IN THE FUTURE South San Francisco applies an inclusive engagement process that allows everyone to take part in City decision-making that impacts their lives. A diverse team of City staff proactively incorporates equity in all decisions and considers potential equity implications in their day-to-day work and funding decisions when developing new policies, programs, and procedures. Race no longer determines one’s socio-economic and health outcomes in South San Francisco and everyone has an opportunity to thrive. All South San Francisco residents, regardless of ability, neighborhood, or economic background, have access to quality programming and facilities. All South San Francisco children and youth have access to high-quality educational enrichment opportunities. All South San Francisco residents, especially residents of color, feel safe and have a sense of belonging in their neighborhoods. South San Francisco public libraries serve as centralized hubs for educational and social services.1-on-1 Reading (Billy Hustace)How Our Plan Gets Us There Though equity is like equality, they are not the same thing. Equality means everyone receives the same thing regardless of any other factors. Equity, on the other hand, is about ensuring that people have access to the same opportunities to thrive and succeed. An equity lens recognizes that people may have different starting points and may need different types and levels of support to flourish. Thus, equity is achieved when socioeconomic and environmental factors, such as race, income, education, or place, can no longer be used to predict health, economic, or other wellbeing outcomes. The following dimensions of equity are considered in the General Plan update: • Procedural: Create processes that are transparent, fair, and inclusive in developing and implementing any program, plan, or policy. Ensure that all people are treated openly and fairly. • Structural: Make a commitment to correct past harms and prevent future unintended consequences. Address the underlying structural and institutional systems that are the root causes of social and racial inequities. • Distributional: Fairly distribute resources, benefits, and burdens. Prioritize resources for communities that experience the greatest inequities, disproportionate impacts, and have the greatest unmet needs. By equitably planning and prioritizing growth for the future, the City of South San Francisco can ensure that all residents have the opportunity to thrive. This General Plan applies an equity lens in all elements. Specifically, this Equitable Community Services Element provides the opportunity to address the underlying causes of inequities through topics such as community engagement, implementation of the 2021 South San Francisco Racial and Social Equity Action Plan, and prioritizing amenities and services in disadvantaged communities. PERFORMANCE METRIC Equity in City decision-making Target: Increase in the percentage of Spanish, Mandarin, Cantonese, and Tagalog speakers; Latino, Asian, and Pacific Islanders; and residents of varying abilities (blind, deaf, mobile impairment, mental or emotional condition) who participate in the City’s boards and commissions, so that their participation rates are closer to their respective total citywide percentages. Continue to ensure that inclusive engagement is employed in all programs and procedures. PERFORMANCE METRIC Equity in City operations Target: Increase in the number of racial equity impact assessments (REIAs) and equity capacity building trainings conducted annually by each City department. PERFORMANCE METRIC Distributional equity Target: Increase in the percentage of the City’s budget and resources allocated to existing public facilities, community programming, and services in disadvantaged communities. 1 2 3 Performance Metrics Refer to page 253 to view a full list of Performance Metrics for this chapter. CITY TO BEGIN TRACKING DATA AND PROVIDE IN THE FUTURE. CITY TO BEGIN TRACKING DATA AND PROVIDE IN THE FUTURE. CITY TO BEGIN TRACKING DATA AND PROVIDE IN THE FUTURE. 130 SOUTH SAN FRANCISCORacial & Social Equity Action Plan YEAR 1 IMPLEMENTATION 1 241 EQUITABLE COMMUNITY SERVICES 11 SHAPE SSF: 2040 GENERAL PLAN240 KEY ISSUES AND OPPORTUNITIES Welcoming and Diverse Community One of South San Francisco’s greatest strengths is the diversity of its people. Since 1990, no racial/ethnic group has represented a majority of the City’s population. Today, Asian Pacific Islanders and Latinos are the largest racial/ethnic groups, with the majority of Asian Pacific Islanders residing in the Westborough planning sub-area and most Latinos residing in the Downtown sub-area (see Figure 32). Residents of all generations take pride in this racial/ethnic diversity, and they support one another through volunteerism and community service. Moreover, in terms of linguistic diversity, more than half of all South San Franciscans speak a language other than English at home. The most frequently spoken languages at home other than English are Spanish, Mandarin, Cantonese, and Tagalog (see Figure 33). However, linguistic isolation exists in South San Francisco with nearly a quarter of the population speaking English less than very well. This Equitable Community Services Element is an opportunity for the City to ensure it conducts public processes in a multi-lingual and inclusive manner, so that all residents have an opportunity to voice their opinions now and into the future. Summer Movie Nights South San Francisco Commission on Racial and Social Equity Action Plan Access to Opportunity Known as the industrial city and the birthplace of biotechnology, South San Francisco has a strong economy that provides significant access to opportunity. For example, existing production, distribution, and warehousing companies often provide higher wage jobs for employees with lower educational levels. Moreover, life sciences, biotechnology, and research and development employers regularly invest in local science, technology, engineering, and math (STEM) education and training programs for the city’s children and youth. At the same time, there is a strong presence of local small businesses, including mom and pop shops, throughout the city. The City also actively problem solves and has taken initiative in addressing socioeconomic inequities, such as through the approval of an increase in minimum wage and the implementation of the South San Francisco Commission on Racial and Social Equity Report and Action Plan. These aim to redress barriers and structural conditions that have long disadvantaged marginalized groups. Figure 32: Race and Ethnicity by Sub-Area (ranked by largest total population) Figure 33: Languages Spoken at Home 0%10%20%30%40%50%60%70%80%90%100% Westborough Downtown Winston Serra Sunshine Gardens Avalon-Brentwood El Camino Real Paradise Valley/Terrabay Orange Park Sign Hill Asian or Pacific Islander Hispanic/Latino White Black or African American Other (Other and AIAN) English Only 42% Spanish 26% Tagalog 13% Mandarin or Cantonese 10% Other Indo-European Languages 4% Other Languages 3% Other Asian and Pacific Island Languages 2% 42% 26% 13% 10% 4% 3%2% Source: American Community Survey, 5-year estimates (2013-2017) - C16001 Sources: US Census Bureau, Decennial Censuses (1990 – 2010); American Community Survey, 5-year estimates (2013-2017) 131 San Bruno Mountain State & County Park San Francisco Bay Ferry Terminal San Bruno Creek C o l m a C r e e k AirportBlvdChestnut AveE Grand Ave Grand Ave Oyster Point Blvd SAi rpor t Bl vdH ills id e B lv d Forbes Blvd Gateway B lv d DNAWaySisterCitiesBlvd E l Ca mi n o R e a lJunipero Ser r a Bl vdW e s tb o roughBlvdC a lla n B lv d H i c k e y B l v d SpruceA v e S Linden AveUtah AveSSpruceAveGellertBlvd §¨¦380 §¨¦280 ¬«35 ¬«82 £¤101 Unincorporated Area City of Pacifica City of San Bruno City of Colma City of Daly City City of Brisbane San Francisco International Airport °0 0.5 10.25 Miles !!!!!City of South San Francisco Ferry Terminal Caltrain Station Caltrain BART Station BART Highway Arterial Roads Local Roads City Parks and Joint Facilities Context Parks Waterbody Percent with Bachelor's Degree or Higher by Census Tract Less than 20% 20 - 30% 30 - 40% 40 - 50% !(!( !( !( !( !( !( !( !( !( !( !( !( !(!( !( !(!( !( !( !( !( !( !( !( !( !( !( !( !( !( !( !(!(!( !( !( !( !( !( !( !( !( ! ! ! !!!!!!! !!!!! !!!!!!!!!!!! ! !! !!!!!!! !!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! !!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!! ! !!! !!! ! ! !!!!!!!!!!!!!!!!!!!! ! ! ! !! !!!! ! !!! ! ! ! ! ! ! ! !!! !!!!!!!!!!!!!!!!!!!!!!! !! !!!!!!!!!! !! ! ! !!!San Bruno Mountain State & County Park San Francisco Bay San Bruno Creek C o l m a C r e e k AirportB lvdChestnut AveE Grand Ave Grand Ave Oyster Point Blvd SAi rpor t Bl vdH il ls id e B lv d F orbes Blvd Gateway B lv d DNAWaySisterCitiesBlvd E l Ca mi n o R e a lJunipero Ser r a Bl vdW e s tb o roughBlvd C alla n B lv d H i c k e y B l v d SpruceA v e S Linden AveUtah AveSSpruceAveGellertBlvd §¨¦380 §¨¦280 ¬«35 ¬«82 £¤101 Unincorporated Area City of Pacifica City of San Bruno City of Colma City of Daly City City of Brisbane San Francisco International Airport °0 0.5 10.25 Miles 243 EQUITABLE COMMUNITY SERVICES 11 SHAPE SSF: 2040 GENERAL PLAN242 However, disparities in access to opportunity persist in the community. Although rates of educational attainment have greatly increased since 1990, there are wide educational disparities by race/ethnicity with less than 75% of Pacific Islanders and Latinos graduating from high school. Educational attainment is low in areas of Downtown, with less than 15% of residents holding at least a bachelor’s degree (see Figure 34). Moreover, service and production occupations in the city are at long- term risk from increasing automation of routine manual tasks and from increasing market pressures for the conversion of industrial buildings Figure 34: Percent of Population with a Bachelor’s Degree or Higher, by Census Block Group, 2017 Less than 20% 20-30% 30-40% 40-50% City of South San Francisco BART Station City Parks, Open Space, & Joint Facilities Caltrain Station Arterial Road Unincorporated Area in City Sphere BART Context Parks Caltrain Local Road Ferry Terminal Station Highway Waterbody Sources: City of South San Francisco (2021); County of San Mateo (2019); ESRI (2021). to housing, office, entertainment, and other uses. Finally, the Downtown sub-area is at especially heightened risk of future gentrification and displacement due to its proximity to desirable transit and neighborhood amenities, high percentage of low-income residents and people of color, high number of cost-burdened renters, and high concentration of naturally occurring affordable housing units that are vulnerable to price or rent increases. Given these market pressures and potential future development, the City has an opportunity through the General Plan to ensure that new development and new employers invest in local hire, job training, affordable housing, and other efforts that equitably expand access to opportunity for existing and future low-income South San Franciscans. Percent with Bachelor's Degree or Higher by Census Tract Public Facilities and Services South San Francisco owns and operates a robust and distributed network of existing public facilities to advance equity across the city (see Figure 35), such as recreational facilities, libraries, and police and fire buildings. The City provides free public library and literacy services at three facilities: the Main Library, the Grand Avenue Branch Library, and the Community Learning Center. In addition, as described in the Abundant and Accessible Parks & Recreation Element, the City maintains ten indoor and outdoor recreational facilities for sports, social gatherings, camps, licensed preschool, senior programs, Adult Day Care, aquatics programming, and other classes. To meet the needs of a growing community, the City broke ground on a new Community Civic Campus in 2020. The Community Civic Campus includes a new library, music rooms, exercise and dance rooms, classrooms, social and cultural gatherings and events, and meeting rooms, and will meet many of the recreation needs identified in the City’s Parks and Recreation Master Plan. The City is also moving forward with the design and exploration of a new, larger aquatic center and an additional preschool center in Westborough. Moreover, the South San Francisco Unified School District (SSFUSD) operates 15 schools with at least one school located in every residential neighborhood of the city. Currently, the City has a joint use agreement with SSFUSD, which allows residents to use school facilities for recreational uses and allows the City to offer before and after school programs at nine SSFUSD elementary schools, three middle schools, and three high schools. Additionally, the City operates licensed before and after school childcare and summer camps at six SSFUSD school sites. The Library and Parks and Recreation departments offer grant-funded after school enrichment programs for three Title 1 schools, Martin, Los Cerritos, and Spruce, at no cost to families, as well as drop-in afterschool services and programs and safe places for youth to gather and learn outside of school hours. Figure 35: All Facilities Sources: USGS (2006); City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021). City of South San Francisco BART Station Library Facilities Recreation Facilities School Facilities South San Francisco Fire Stations SSFUSD Childcare Facilities South San Francisco Police Stations South San Francisco Childcare Facilities City Parks, Open Space, & Joint FacilitiesCaltrain Station Arterial RoadUnincorporated Area in City Sphere BART Context ParksCaltrain Local RoadFerry Terminal Station Highway Waterbody 132 245 EQUITABLE COMMUNITY SERVICES 11 SHAPE SSF: 2040 GENERAL PLAN244 POLICY FRAMEWORK English Lab at Community Learning Center GOAL ECS-1. All residents are engaged in decisions that impact their lives. INTENT: To advance equity in City decision-making processes. Policy ECS-1.1: Enhance language accessibility for City processes. Enhance language accessibility and public participation for all City meetings and processes. Policy ECS-1.2: Provide live multilingual interpretation. Provide simultaneous multilingual interpretation at community meetings and translate all meeting materials into Spanish, Simplified Chinese or Traditional Chinese, and Tagalog. Incorporate participatory facilitation techniques at all public meetings. Policy ECS-1.3: Establish equitable engagement practices. Engage community members most impacted by racial and social inequities, including youth of color, in South San Francisco. Policy ECS-1.4: Engage Youth Commission. Engage the South San Francisco Youth Commission to increase youth residents’ influence on policy and decision- making. Policy ECS-1.5: Maintain diversity in boards and commissions. Recruit adult community members most impacted by racial and social inequities to serve on the City’s boards and commissions. Seek to ensure that the City’s boards and commissions reflect the rich diversity of South San Francisco. Policy ECS-1.6: Continue ongoing community meetings. Hold community meetings and focus groups to gather community input into City decision- making processes. Locate these community meetings in locations and at times that are convenient for community members. Provide and promote opportunities for low- or no-cost meeting rooms in City facilities for community groups and local organizations as incentives for strengthening community engagement. GOAL ECS-2. South San Francisco is a leader in incorporating equity considerations into policies, programs, and procedures. INTENT: To advance equity within City systems and processes. Policy ECS-2.1: Increase internal capacity for equity. Increase the City’s internal organizational capacity to advance racial and social equity. Policy ECS-2.2: Implement programs and procedures to advance racial and social equity. Policy ECS-2.3: Conduct equity assessment for policies and ordinances. Conduct a racial equity impact assessment for policies and ordinances that the City Council is considering in a timely manner. Policy ECS-2.4: Institutionalize equity in departmental operations. Institutionalize equity by all City department leads working with the Equity and Inclusion Officer in identifying opportunities to increase racial and social equity in internal and external practices, programs, and policies. Policy ECS-2.5: Provide inclusive communications. Reflect the languages, cultures, and ethnicities found in the South San Francisco community in promotional materials and library collections. Policy ECS-2.6: Reduce documentation for services. Minimize the documentation required to access supportive services (e.g., driver’s license, lease, pay stubs) to reduce barriers to seeking and utilizing services, including eliminating requirements whenever possible. 133 247 EQUITABLE COMMUNITY SERVICES 11 SHAPE SSF: 2040 GENERAL PLAN246 GOAL ECS-3. South San Francisco equitably provides public services for all residents. INTENT: To advance distributional equity in the City’s budget and resources allocation so that so all residents can engage in educational, recreational, and community-building opportunities. Policy ECS-3.1: Ensure equitable distribution of opportunities. Ensure accessible public facilities and services are equitably distributed throughout the city and are provided in a timely manner to keep pace with new development. Policy ECS-3.2: Meet community needs for programing and services. In partnership with community members, adapt City programming and services as needed to ensure they meet the community’s needs, based on continued monitoring of demographic and socio-economic characteristics. Policy ECS-3.3: Consider expanding Universal Basic Income Pilot. Consider expanding the City’s Universal Basic Income Pilot to support low-income households with meeting basic needs. Policy ECS-3.4: Develop community benefits agreements program. Develop a community benefits agreement for major private development projects, which may include affordable housing, job training funds, housing assistance, and/or local hiring to support disadvantaged communities. Policy ECS-3.5: Develop and promote small businesses. Foster small business development for low-income residents and residents of color with educational resources, permitting information, and services that can promote long term success in the City. GOAL ECS-4. South San Francisco provides well-maintained and sustainable facilities to meet the needs of current and future residents. INTENT: To ensure that the community is provided with facilities that meet its diverse needs and interests. Policy ECS-4.1: Sustain facility maintenance staffing targets. Strive to achieve a ratio of 1.0 full time equivalent custodian (porter) per 25,000 square feet and 1 full time equivalent maintenance staff person (for repairs and system maintenance) per 50,000 square feet of building area to ensure every neighborhood is well-served, especially disadvantaged communities. Policy: ECS-4.2: Maintain existing and future city facilities. Fund adequate resources to maintain existing and future facilities, especially in disadvantaged communities. Continue to reinvest in existing facilities to extend their useful lifetimes. Policy ECS-4.3: Identify reductions to long term operations and maintenance costs. Identify ways to reduce the City’s long-term operations and maintenance costs, such as adapting more energy efficient technologies for facilities, using low water landscape palettes, and using recycled water for irrigation. Reinvest these future savings into additional equitable community services. Policy ECS-4.4: Integrate sustainable landscape strategies. Integrate sustainability strategies into City- owned landscapes to improve water quality, reduce the need to irrigate landscapes, and lower water costs. Policy ECS-4.5: Activate City facilities. Seek to activate City-owned facilities with educational, recreational, and community-building programs as much of the day as possible to best serve residents across the City, and especially low-income households. For related policies and implementation actions related to public facilities and recreation, see Goal PR- 8, PR-9, PR-10 , and PR-11. GOAL ECS-5. The City provides high-quality educational opportunities for all children and youth by maintaining a positive relationship with the South San Francisco Unified School District. INTENT: To enhance the quality of educational opportunities through partnerships, programming, and data sharing. Policy ECS-5.1: Develop partnerships for education. Develop formalized partnerships with local businesses and non-profit organizations to support South San Francisco Unified School District students. Policy ECS-5.2: Provide a variety of youth programming. Provide a variety of programming to ensure all children and youth in South San Francisco have educational and recreational opportunities. Policy ECS-5.3: Maintain a data sharing agreement with South San Francisco Unified School District. Maintain a continuous exchange of information with the South San Francisco Unified School District on projected growth of the city. GOAL ECS-6. South San Francisco promotes community safety and a sense of belonging for all residents. INTENT: To increase trust and community dialogue between public safety departments and communities of color. Policy ECS-6.1: Improve public safety. Seek to improve public safety, especially for communities of color. Policy ECS-6.2 Develop and expand diversion programs. Identify and implement resources, programs, and partnerships to successfully support diversion and reentry efforts for justice-involved youth and young adults. Policy ECS-6.3: Develop partnerships for referrals. Continue to develop and partner with community- based organizations, the County, and neighboring jurisdictions to develop referral services and harm- reduction systems that facilitate access to resources and economic opportunities. Policy ECS-6.4: Support reentry and restorative justice programs. Encourage and support efforts that foster an inclusive community and help reintegrate formerly incarcerated persons into positions of employment and positive roles in the community (including working with local employers). Policy ECS-6.5: Enhance programs for unhoused population. Build on and enhance existing strategies and planning for addressing the unhoused population, including prevention, services, access to mental health services, and necessary facilities. 134 249 EQUITABLE COMMUNITY SERVICES 11 SHAPE SSF: 2040 GENERAL PLAN248 Policy ECS-6.6: Minimize surveillance. Minimize surveillance and ensure security of resident data in the transition towards building a smart city and implementing innovative technologies. Policy ECS-6.7: Coordinate public safety programs. Coordinate with local partners, including schools, neighborhood groups, and community-based organizations, to encourage community-based crime prevention efforts. Policy ECS-6.8: Report public safety data. Collect and report demographic and socio-economic data with citation and arrest data. GOAL ECS-7. South San Francisco public libraries serve as centralized hubs for educational and social services. INTENT: To increase utilization of educational and social services, particularly by low-income residents and residents of color. Policy ECS-7.1: Ensure adequate library services, staffing, and facilities. Ensure adequate library services, staffing, and facilities are maintained for all residents. Policy ECS-7.2: Promote libraries as community hubs. Promote the library as a community hub for culturally and linguistically competent educational and social services. Policy ECS-7.3: Promote literacy programs. Provide inclusive programming, technological resources, and services at libraries to promote literacy and support educational outcomes of K-12 students. Policy ECS-7.4: Sustain diversity in library collections. Maintain library collections that reflect the languages, cultures, and ethnicities found in the South San Francisco community. Policy ECS-7.5: Expand outreach about diverse authors. Expand programs that connect residents not currently visiting the libraries to book selections of diverse authors (e.g., summer reading program). Policy ECS-7.6: Provide navigation of City programs. Partner with the City’s community navigators and promotores to provide residents with access to information about City, County, and non-profit programs and resources. Policy ECS-7.7: Conduct regular evaluation of library services. Develop customer service surveys to use to evaluate library programs and events. IMPLEMENTATION ACTIONS Policy Implementation Action Priority Primary Responsibility GOAL ECS-1. All residents are engaged in decisions that impact their lives. Policy ECS-1.1 Action ECS-1.1.1: Hire multilingual staff. Hire staff who speak multiple languages including Spanish, Mandarin, Cantonese, and Tagalog.Medium City Manager Action ECS-1.1.2: Create multilingual hub. Create a centralized and multilingual online hub that aggregates all public resources and services available for all residents. Include resources and services offered by the City, County, State, local non-profits, and other agencies. High City Manager Policy ECS-1.3 Action ECS-1.3.1: Provide navigation of City services. Recruit and hire diverse promotores and community navigators who can provide culturally and linguistically responsive navigation of City services, resources, and public input opportunities to low-income residents and residents of color. High City Manager Action ECS-1.3.2: Create partnerships to improve outreach. Partner with local organizations and institutions, such as churches and community-based organizations, to increase outreach opportunities. Medium City Manager Action ECS-1.3.3: Develop ongoing feedback portal. Develop an online, multilingual portal where residents can provide feedback on an ongoing basis regarding the General Plan, City services, and other needs and barriers that the City may be able to address. Medium City Manager GOAL ECS-2. South San Francisco is a leader in incorporating equity considerations into policies, programs, and procedures. Policy ECS-2.1 Action ECS-2.1.1: Maintain dedicated staff for equity and inclusion. Maintain a dedicated staff position (e.g., an Equity and Inclusion Officer) to institutionalize accountability, advance equity initiatives, and monitor equity-related outcomes throughout South San Francisco. High City Manager Action ECS-2.1.2: Join a national race and equity network membership. Join the Government Alliance on Race and Equity or a similar national network, such as the Living Cities “Closing the Gaps” network. Medium City Manager Refer to the Implementation Matrix within the "Our Plan to Get There" chapter to view additional information regarding implementation actions such as timeframe and secondary department responsibilities. 135 251 EQUITABLE COMMUNITY SERVICES 11 SHAPE SSF: 2040 GENERAL PLAN250 Policy Implementation Action Priority Primary Responsibility Policy ECS-2.1 Action ECS-2.1.3: Partner regionally to support equity priorities. Work closely with other jurisdictions in San Mateo County and throughout the Bay Area to build capacity on racial and social equity, and to advance regional equity priorities. Medium City Manager Action ECS-2.1.4: Create equity trainings for City staff. Create equity trainings and require that City staff from all departments take part in capacity building trainings to equip them to understand and apply an equity lens in their day-to-day work. High City Manager Policy ECS-2.2 Action ECS-2.2.1: Implement Racial and Social Equity Action Plan. Continue to implement the 2021 South San Francisco Racial and Social Equity Action Plan.High City Manager Action ECS-2.2.2: Develop standardized reporting. Develop a standardized approach to tracking data to address racial and social inequities.Medium City Manager GOAL ECS-3. South San Francisco equitably provides public services for all residents. Policy ECS-3.1 Action ECS-3.1.1: Expand placement of events. Program community events, special programs, festivals, and classes at parks, libraries, and public gathering spaces throughout the city, and especially in disadvantaged communities, either funded by the City or in partnership with community organizations. Medium City Manager Action ECS-3.1.2: Expand Internet connectivity. Offer free high-speed internet inside and outside City facilities, especially in disadvantaged communities.Low Information Technology Action ECS-3.1.3: Explore Downtown Community Resource Center. Study the feasibility of a Community Resource Center in Downtown where multiple services will be offered.High Capital Projects (CM) Policy ECS-3.2 Action ECS-3.2.1: Conduct ongoing evaluation of services. Regularly evaluate impact of public investments to ensure equitable distribution of services and programming moving forward.Medium City Manager Action ECS-3.2.2: Pilot equitable involvement in services. Identify and pilot new ways to engage young people and their families who have not previously participated in City-run enrichment programs. Ensure that young people, especially youth of color and youth from other historically disenfranchised communities, are involved in City-run enrichment programs. Medium City Manager Policy Implementation Action Priority Primary Responsibility Policy ECS-3.2 Action ECS-3.2.3: Target locations of services. Use targeted locations and coordinate with existing programs and organizations to strengthen youth development opportunities specifically for youth of color and youth from other historically disenfranchised communities. Medium Recreation Division (P&R) GOAL ECS-5. The City provides high-quality educational opportunities for all children and youth by maintaining a positive relationship with the South San Francisco Unified School District. Policy ECS-5.1 Action ECS-5.1.1: Collaborate with life sciences industry: Continue to partner with life science companies and associations to provide South San Francisco Unified School District students with internships, science awards, and upgraded lab equipment. Partner with life science companies to provide job training for current residents through Life Science Associations. Medium Economic Development and Housing Division (ECD) Action ECS-5.1.2: Identify special education opportunities. Partner with life science companies and art organizations to provide special education students with internships, awards, and equipment in order to provide high-quality special education to South San Francisco children and youth. Medium Economic Development and Housing Division (ECD) Action ECS-5.1.3: Expand arts education partnerships. Develop partnerships with art organizations and associations to provide students with internships, awards, and upgraded visual and performing arts equipment. Medium Recreation Division (P&R) Action ECS-5.1.4: Mitigate summer learning slide. Develop partnerships with San Mateo County, local libraries and South San Francisco Unified School District to provide Summer Learning Challenge and Big Lift Inspiring Summers learning and literacy support for local students. Medium Library Policy ECS-5.2 Action ECS-5.2.1: Target placement of programming. Provide youth development programming in neighborhoods with high proportions of young people, especially low-income youth and youth of color. Medium Recreation Division (P&R) Action ECS-5.2.2: Create summer internship pilot. Pilot summer youth/teen internship program within South San Francisco City departments, with targeted recruitment of low-income youth and youth of color, to address opportunity gaps via exposure to government. Medium City Manager Action ECS-5.2.3: Create youth pilot programs to address resource gaps. Meaningfully engage low-income students, students of color, and other historically disenfranchised community members to identify specific resource gaps (e.g., internet access and digital literacy) in the community. Pilot youth programming to address specific resource gaps or barriers. Medium City Manager 136 253 EQUITABLE COMMUNITY SERVICES 11 SHAPE SSF: 2040 GENERAL PLAN252 Policy Implementation Action Priority Primary Responsibility GOAL ECS-6. South San Francisco promotes community safety and a sense of belonging for all residents. Policy ECS-6.1 Action ECS-6.1.1: Maintain community fire stations. Maintain equitable distribution of Fire Stations so that each neighborhood is equally and adequately served.Medium Fire Action ECS-6.1.2: Establish Community Safety and Equity Advisory Board. Establish a Community Safety and Equity Advisory Board to review data, provide recommendations, and build trust. The Board may make recommendations related to public safety or to any equity issue throughout City departments and programs. High Police Action ECS-6.1.3: Strengthen community cohesion through engagement with Police and Fire. Strengthen community cohesion through community engagement efforts to build cross-cultural trust between the Police and Fire Departments and residents of color and low-income residents. High Police For related implementation actions related to public safety, see Policy CHEJ-1.2. PERFORMANCE METRICS PERFORMANCE METRIC: Equity in City decision-making Target Increase in the percentage of Spanish, Mandarin, Cantonese, and Tagalog speakers; Latino, Asian, and Pacific Islanders; and residents of varying abilities (blind, deaf, mobile impairment, mental or emotional condition) who participate in the City’s boards and commissions, so that their participation rates are closer to their respective total citywide percentages. Continue to ensure that inclusive engagement is employed in all programs and procedures.CITY TO BEGIN TRACKING DATA AND PROVIDE IN THE FUTURE. Data Source All City departments Department Responsible City Manager’s Office PERFORMANCE METRIC: Equity in City operations Target Increase in the number of racial equity impact assessments (REIAs) and equity capacity building trainings conducted annually by each City department.CITY TO BEGIN TRACKING DATA AND PROVIDE IN THE FUTURE.Data Source All City departments Department Responsible City Manager’s Office PERFORMANCE METRIC: Distributional equity Target Increase in the percentage of the City’s budget and resources allocated to existing public facilities, community programming, and services in disadvantaged communities. CITY TO BEGIN TRACKING DATA AND PROVIDE IN THE FUTURE.Data Source All City departments Department Responsible City Manager’s Office 137 Pollution Exposure Healthy Food 12 SHAPE SSF: 2040 GENERAL PLAN254 CHAPTER 12Community Health and Environmental Justice 12 PART III: OUR PEOPLECOMMUNITY HEALTH AND ENVIRONMENTAL JUSTICE 255138 COMMUNITY HEALTH AND ENVIRONMENTAL JUSTICE 12 SHAPE SSF: 2040 GENERAL PLAN256 257 WHERE WE WANT TO BE IN THE FUTURE A high quality of life for residents of all ages, income levels, and abilities that increases life expectancy and reduces the disparity between racial groups. All residents have access to timely and high quality preventive and health services, and the differences between areas with the highest and lowest access is reduced. All residents breathe clean air, are not exposed to hazardous materials, and the disparities between areas with the highest and lowest pollution exposure is reduced. All residents have convenient and safe access to opportunities in their neighborhoods to be physically active, and the disparities between areas with the highest and lowest access is reduced. All residents have access to fresh, affordable, and culturally relevant produce, and the disparities between areas with the highest and lowest access is reduced. All residents live in safe and sanitary housing without risk of displacement. Jalisco Produce MarketHow Our Plan Gets Us There Place, race, income, and environmental conditions are all significant contributing factors to the health of South San Francisco. The city’s physical, social, and economic environments combine to make specific individuals and communities face a disproportionate burden of environmental pollution yet also have access to fewer of the city's existing health- promoting assets that make it a great place to live, work, and play. Therefore, the Community Health and Environmental Justice Element includes goals and policies that address existing community health concerns as well as approaches to managing new development to prevent future health and environmental justice issues. The topics covered include timely preventive healthcare, healthy food, pollution exposure, physical activity, safe housing, and anti-displacement. Other identified topics related to health and environmental justice, such as economic development, mobility, and social equity, are addressed in other elements of the General Plan. PERFORMANCE METRIC Low-income food insecurity Target: Decrease the percentage of adults who are low-income food insecure PERFORMANCE METRIC Healthy weight Target: Decrease the proportion of children and adults who are obese 1 2 Shape SSF Visioning WorkshopPerformance Metrics Refer to page 275 to view a full list of Performance Metrics for this chapter. 2012 0% 5% 10% 15% 20% 25% 30% 35% 40% 2014 2016 2018 (18+) diagnosed with obesity (BMI>30). (12-17) overweight or obese for age (BMI>85th percentile). (2-11) overweight for age (weight>85th percentile). 21%22% 17% 16%17% 20% 26% 26% 34% 20% % of Adults % of Youth (starting in 2016)% of Children 2018 DATA: 4.2% OF THE CITY'S ADULT POPULATION 139 259 COMMUNITY HEALTH AND ENVIRONMENTAL JUSTICE 12 SHAPE SSF: 2040 GENERAL PLAN258 DEFINITIONS Figure 36: Example of Healthy Community Components Healthy Communities Healthy communities are places that foster positive health outcomes for all who live, work, and play in them. Good nutrition, physical activity, and access to healthcare all influence health. However, health is also influenced by many other factors, including access to economic opportunities, safe and sanitary housing, high-quality education, and low exposure to pollution (see Figure 36). A city’s physical, social, and economic environments combine to make residents healthier and more resilient to long-term changes and short-term shocks. South San Francisco is working toward becoming a healthy community through the policy, program, and design interventions in the physical environment outlined in the General Plan. Disadvantaged Communities According to California’s Health and Safety Code (Section 39711), a disadvantaged community is defined as “a low-income area that is disproportionately affected by environmental pollution and other hazards that can lead to negative health effects, exposure, or environmental degradation.” The California Communities Environmental Health Screening Tool (CalEnviroScreen) is a screening methodology that can be used to identify disadvantaged communities burdened by multiple sources of pollution. Moreover, the State’s Office of Planning and Research recommends using CalEnviroScreen in combination with additional and local data sources, such as data from the Healthy Places Index, the California Health Interview Survey, regional air quality management districts, and local health departments. Railroad Tracks in Lindenville South San Francisco Caltrain Station Source: "South San Francisco Caltrain Station" by Fullmetal2887, licensed under CC BY-SA4.0 Former Oyster Point Industrial Park (1956) Source: http://bitsofhistory.plsinfo.org/thumbnailtext.asp?%20 %20bofhsearchbox=industrial+park&Submit=Submit&id=875 Environmental Justice Environmental justice is defined in California’s Government Code (Section 65040.12(e)) as “the fair treatment of people of all races, cultures, and incomes with respect to the development, adoption, implementation, and enforcement of environmental laws, regulations, and policies.” For decades, many low-income communities and communities of color have experienced a disproportionate burden of environmental pollution because of past discriminatory land use and environmental policies. Environmental justice seeks to rectify these past injustices by protecting all people from exposure to pollution, toxins, hazardous wastes, radioactive materials, and other environmental harms that threaten the fundamental right to clean air, land, water, and food. This Community Health and Environmental Justice Element incorporates goals, policies, and actions to address disproportionate pollution burden, to prioritize improvements that address the needs of disadvantaged communities, and to protect residents of South San Francisco from environmental harm and risk. 140 San Bruno Mountain State & County Park San Francisco Bay Ferry Terminal San Bruno Creek C o l m a C r e e k AirportBlvdChestnut AveE Grand Ave Grand Ave Oyster Point Blvd SAirpor t Bl vdH ills id e B lv d F o r bes Blvd Gateway B lv d DNAWaySisterCitiesBlvd E l Ca mi n o R e a lJunipero Ser r a Bl vdW e s tb o roughBlvdC a ll a n B l v d H i c k e y B l v d SpruceA v e S Linden AveUtah AveSSpruceAveGellertBlvd §¨¦380 §¨¦280 ¬«35 ¬«82 £¤101 Unincorporated Area City of Pacifica City of San Bruno City of Colma City of Daly City City of Brisbane San Francisco International Airport Paradise Valley/Terrabay Winston Serra Downtown Sign HillEl CaminoLindenville Orange Park Avalon-Brentwood East of 101 Sunshine Gardens Westborough °0 0.5 10.25 Miles !!!!!City of South San Francisco Unincorporated Area in City Sphere Ferry Terminal Caltrain Station Caltrain BART Station BART Highway Arterial Roads Local Roads City Parks and Joint Facilities Context Parks Waterbody Streams Sources: CalEnviroScreen 4.0 (2021); ACS15-19 (5yr); City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021). Sub-areas Low-Income Areas with High Pollution Burden CalEnviroScreen 4.0 Results Disadvantaged Communit ies Disadvantaged Communit ies Navigable Slough 261 COMMUNITY HEALTH AND ENVIRONMENTAL JUSTICE 12 SHAPE SSF: 2040 GENERAL PLAN260 KEY ISSUES AND OPPORTUNITIES Health Status and Life Expectancy Life expectancy is an overarching health indicator for any population, and it varies based on race and ethnicity, gender identity, place of residence, and many other factors. On average, life expectancy in South San Francisco is 82.2 years, which is nearly 3 years less than the overall life expectancy for San Mateo County (85.0 years). Across the county, Black and African American residents (79.0 years) live 6 years less than the countywide average. Although there is no single cause for this disparity, it suggests that African Americans in San Mateo County are experiencing hardships through physical, social, and economic conditions that negatively impact their health status and life expectancy. Disparities in life expectancy by place and race underscore the importance of improving community health as a critical long-term goal for the city. Other indicators of health status can highlight a population’s risk factors and suggest policy priorities. For example, in 2016, 17.2% of adults in South San Francisco had been diagnosed with asthma, which is significantly higher than the corresponding statewide asthma rate of 15.0%. Moreover, in 2016, about 60% of adults and about 90% of children in the city did not engage in regular physical activity. Therefore, General Plan policies and actions to improve air quality and to expand safe and convenient opportunities for physical activity will go a long way to improving health for South San Francisco residents. Pollution Burden and Disadvantaged Communities In South San Francisco, the sub-areas of Orange Park, Downtown, Sign Hill, Paradise Valley/Terrabay, El Camino Real, Lindenville, and East of 101 have disadvantaged communities based on the CalEnviroScreen and low-income screening methods (Figure 37). Although there are currently no households in East of 101 or Lindenville, there are significant environmental pollutants that impact those who work there and those who may live there in the future. These areas were identified as disadvantaged communities because of the high proportion of low- income households exposed to high pollution burdens in comparison to the rest of the county and the state. These pollution burdens include higher levels of diesel particulate matter, groundwater threats, toxic release from facilities, drinking water contamination, traffic density, cleanup sites, and solid waste facilities that may be associated with higher rates of asthma, cardiovascular diseases, and low birth weights. East of 101 and Lindenville have a significant amount of regionally-significant transportation infrastructure, including Caltrain, the Union Pacific railway, and highways (U.S. 101, I-280, I-380, SR 82 and SR 35). Production, distribution, and repair uses may be associated with more diesel trucks, hazardous material storage, and/ or contaminated land. Therefore, this element prioritizes improvements that address the needs of these identified disadvantaged communities by reducing disproportionate pollution burden and promoting public health. Thanksgiving Fun Run Figure 37: Disadvantaged Communities City of South San Francisco BART Station City Parks, Open Space, & Joint Facilities Caltrain Station Arterial Road Streams Unincorporated Area in City Sphere BART Context Parks Caltrain Local Road Ferry Terminal Station Highway Waterbody Disadvantaged Communities Sub-areas Low Income Areas with High Pollution Burden CalEnviroScreen 4.0 Results Sources: CalEnviroScreen 4.0 (2021); ACS15-19 (5yr); City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021).141 Neighborhoods with limited Healthy Food Access 263 COMMUNITY HEALTH AND ENVIRONMENTAL JUSTICE 12 SHAPE SSF: 2040 GENERAL PLAN262 South San Francisco has a network of existing amenities that can innovate to improve access to healthy food, healthcare, and recreational facilities, which in turn will improve the health of residents. The city has 14 health facilities predominantly located in the El Camino Real, Downtown, and East of 101 sub-areas. Schools are located in all residential neighborhoods and some school sites are leased to childcare providers. Furthermore, the South San Francisco Unified School District (SSFUSD) has a joint use agreement with the City to allow residents to use specific school sports fields and facilities outside of school hours. Moving forward, there are opportunities to use school sites to further physical activity and healthcare access. In addition, most planning sub-areas have convenient access to healthy foods at small grocery and convenience stores. However, healthy food access is still limited in many neighborhoods including Downtown, Paradise Valley/ Terrabay, Sign Hill, Sunshine Gardens, and the southern portion of Winston Serra. For more information regarding access to amenities within a 20-minute walk throughout the city, see Figure 8: Complete Neighborhoods in the Sub-Areas chapter located on page 89. Access to Amenities (Healthy Food, Healthcare, Recreational Facilities) Su n s h i n e G a r d e n s Winston S e r r a (Souther P o r ti o n ) Downto w n Sign Hill Para d i s e V a l l e y / T e r r a b a y Mixed-Use Affordable Housing Units Single Family Housing Housing in Downtown Affordable Housing and Protecting Current Residents The City has several existing policies, programs, and facilities to preserve, protect, and build affordable housing and provide shelter. This set of policies and programs includes existing housing rehabilitation funds, the Good Samaritan Homeless Shelter, flexible parking requirements, inclusionary zoning and in-lieu fees, relocation assistance, short-term rental restrictions, and condominium conversion controls and tenant protections. Despite these policies and programs, the Downtown, Sign Hill, El Camino Real, and Sunshine Gardens sub-areas are at heightened risk of future gentrification and displacement. These areas are at heightened risk because of their proximity to desirable transit and neighborhood amenities, high percentage of low-income residents and people of color, high number of cost-burdened renters, and high concentration of naturally occurring affordable housing units that are vulnerable to price or rent increases. This housing displacement risk in four sub-areas has led to overcrowding, long-term residents leaving the city, illegal conversions of accessory dwelling units, and may lead residents to homelessness. Housing instability has a profound impact on health in that high stress negatively impacts mental health, and cost- burdened households are less able to afford healthy foods, healthcare visits, and prescription medicines. 142 265 COMMUNITY HEALTH AND ENVIRONMENTAL JUSTICE 12 SHAPE SSF: 2040 GENERAL PLAN264 POLICY FRAMEWORK Multi-Family Homes It is the overall goal of this Community Health and Environmental Justice Element to ensure that goals, policies, and actions address the needs of all South San Francisco residents. Priority, however, should be given to those projects and programs that would fulfill the needs of residents living in disadvantaged communities. GOAL CHEJ-1. South San Francisco is a leader in promoting healthy communities through collaboration, prevention, and education. INTENT: To promote more collaboration across County agencies, City departments, community-based and service organizations, and the private sector in order to improve the health status, including physical and mental health, of South San Francisco residents. Policy CHEJ-1.1: Increase access to healthcare. Increase access to healthcare for low-income South San Francisco residents through the City’s Promotores and city navigators in partnership with the County, service providers, and non-profits. Policy CHEJ-1.2. Improve crisis response. Improve crisis response through the use of trained community wellness and crisis response teams. Policy CHEJ-1.3: Collaborate with San Mateo County Health to share health-related data. Policy CHEJ-1.4: Integrate Health in All Policies approach. Integrate a Health in All Policies approach across City departments to improve health and advance environmental justice, including close collaboration with San Mateo County agencies. Policy: CHEJ-1.5: Facilitate community input on health-focused programs and priorities. GOAL CHEJ-2. All low-income residents in the city have access to healthy food options. INTENT: To expand access to affordable and high-quality fruits and vegetables, especially in disadvantaged communities. Policy CHEJ-2.1: Ensure healthy food access. Ensure convenient access to affordable, fresh, and culturally relevant produce and healthy foods in all neighborhoods, including grocery stores, farmers’ markets, and community gardens, particularly in disadvantaged communities. Policy CHEJ-2.2: Encourage urban agriculture. Encourage edible landscapes, fruit trees, and community gardens in the City’s parks and public spaces through implementation of the Urban Forest Management Plan and Parks Master Plan. Policy CHEJ-2.3: Allow food microenterprises. Allow innovative food microenterprises, such as street vendors and home kitchen operations, in the municipal code to promote local food production and address food insecurity. Policy CHEJ-2.4: Encourage acceptance of food affordability programs. Encourage grocery stores, farmers’ markets, and other healthy food retailers to accept CalFresh Electronic Benefit Transfer (EBT) cards; Women, Infants, and Children (WIC) benefits; and Senior Farmer’s Market Nutrition Program benefits. Policy CHEJ-2.5: Promote good nutrition. Promote healthy eating habits and good nutrition among residents of South San Francisco. Policy CHEJ-2.6: Limit fast food and alcohol outlet concentration. Limit new limited service restaurants, convenience markets, and off-sale liquor establishments—as defined by the City’s Municipal Code—in areas with a significant concentration of these outlets (e.g., multiple stores on the same block or intersection) and in child-sensitive areas, such as schools, parks, and childcare facilities. 143 267 COMMUNITY HEALTH AND ENVIRONMENTAL JUSTICE 12 SHAPE SSF: 2040 GENERAL PLAN266 GOAL CHEJ-3. South San Francisco neighborhoods near highways and industrial uses have improved air quality. INTENT: To improve air quality and promote health for all residents, and especially residents living in disadvantaged communities. Policy CHEJ-3.1: Support regional efforts to improve air quality and protect human health. Support regional efforts to improve air quality and protect human health. Policy CHEJ-3.2: Reduce mobile source pollution. Reduce emissions from mobile sources of air pollution, such as diesel-based trucks and vehicles that travel to, from, or through South San Francisco. Policy CHEJ-3.3: Support businesses in transitioning their operations to emit fewer air pollutants. Support local business owners in transitioning their operations to emit fewer air pollutants through incentives and development standards. Policy CHEJ-3.4: Encourage participation in the Green Business Program. Encourage existing businesses and industries to participate in the San Mateo County Green Business Program. Policy CHEJ-3.5: Discourage development of sensitive uses near sources of pollution. Discourage the development of sensitive land uses (schools, healthcare facilities, and elder and childcare centers) within 500 feet of highways and stationary sources of pollution. For sensitive land uses that cannot be sited at least 500 feet away, potential design mitigation actions include: • Locate air intake systems for heating, ventilation, and air conditioning (HVAC) systems as far away from existing air pollution sources as possible. • Use high-efficiency particulate air (HEPA) filters in the heating, ventilation, and air conditioning systems and develop a maintenance plan to ensure the filtering system is properly maintained. • For non-residential buildings, consider utilizing only fixed windows next to any existing sources of pollution. • Plant landscape barriers between highways and residential areas to reduce noise and air pollution for residents. Policy CHEJ-3.6: Incentivize air filtration in multifamily residential buildings. Connect property owners of existing multifamily residential buildings, especially those in disadvantaged communities, to incentives to install heating, ventilation, and air conditioning systems with high-efficiency particulate air filters for all units. Policy CHEJ-3.7: Expand tree canopy. Increase the tree canopy in residential neighborhoods, particularly in Downtown and El Camino, with native and low- maintenance street trees. For related policies and implementation actions related to urban forestry, see Goal ES-4. GOAL CHEJ-4. South San Francisco generates less solid waste, cleans up hazardous sites, and ensures safe storage and transportation of hazardous materials in Lindenville and East of 101. INTENT: To decrease residents’ risk of exposure to hazardous materials. Policy CHEJ-4.1: Support Brownfield remediation. Support clean-up and reuse of contaminated sites in Lindenville and East of 101 to protect human health. Policy CHEJ-4.2: Require remediation before development. Require that contaminated sites are adequately remediated before allowing new development. Policy CHEJ-4.3: Reduce exposure from hazardous materials. Reduce residents’ risk of exposure to hazardous materials and toxic wastes. Policy CHEJ-4.4: Maintain map of hazardous materials transport route. Maintain an up-to-date truck routes map that minimizes exposures to sensitive land uses from vehicles carrying hazardous materials and toxic waste. Policy CHEJ-4.5: Establish land use restrictions on new toxic wastes. Prohibit new non-residential uses that are known to release or emit toxic waste at levels that are harmful to human health while continuing to allow life science, research and development, medical, and other necessary services such as dry cleaners. Policy CHEJ-4.6: Expand community engagement on remediation. Engage community members in the remediation of toxic sites and the permitting and monitoring of potentially hazardous industrial uses. For related policies and implementation actions related to hazardous materials, see Goal CR-7. GOAL CHEJ-5. Residents of all incomes, ages and abilities have opportunities to lead active lifestyles. INTENT: To provide safe and convenient places for physical activity, especially in disadvantaged communities. Policy CHEJ-5.1: Provide recreational programming to increase physical activity. Continue to provide City recreational programs that focus on physical activity and that promote active lifestyles. Policy CHEJ-5.2: Develop partnerships to promote physical activity. Develop public, private, and non- profit partnerships to develop and maintain parks, recreational facilities, and publicly-accessible private open spaces in disadvantaged communities. Policy CHEJ-5.3: Promote active transportation. Design neighborhoods that support safe pedestrian, bicycle, and public transit use for residents of all ages by prioritizing safety, implementing complete streets, and providing easy access to play, fitness, and active transportation networks. Prioritize transportation system funding and improvements in disadvantaged communities. For related policies and implementation actions related to transportation safety and safe routes to school, see Goals MOB-1 and MOB-2. 144 269 COMMUNITY HEALTH AND ENVIRONMENTAL JUSTICE 12 SHAPE SSF: 2040 GENERAL PLAN268 GOAL CHEJ-6. Low-income residents have access to safe housing and shelter throughout South San Francisco. INTENT: To enhance the quality of existing affordable housing and to expand housing opportunities and services for residents experiencing homelessness or housing insecurity. Policy CHEJ-6.1: Strengthen programs to maintain a safe and sanitary supply of affordable housing. Policy CHEJ-6.2: Enforce housing maintenance and building codes safety. Enforce applicable provisions of the housing and building codes. Where implementation of applicable provisions may result in housing displacement, identify opportunities to ensure residents remain housed. Expand maintenance and abatement assistance programs for single (including mobile homes) and multi-family properties of low- income households. Support programs designed to rehabilitate deteriorated units through weatherization, modernization, and elimination of common home pollutants. Policy CHEJ-6.3: Track HUD inspections. Track and address annual United States Housing and Urban Development (HUD) inspections of publicly subsidized housing units. Policy CHEJ-6.4: Strengthen programs to provide housing and services for unhoused residents. Strengthen programs to provide housing opportunities and services for unhoused residents, including safe restrooms, permanent supportive housing, and services. Policy CHEJ-6.5: Partner with the local shelters. Continue to partner with the local shelter to provide cots for emergency shelter situations, including extreme heat and cold days. For related policies and implementation actions related to retrofitting housing to be more climate- resilient and health-promoting, see Goal CR-6 and CP-4. GOAL CHEJ-7. Low-income households are protected from displacement. INTENT: To ensure existing low-income residents are able to continue to comfortably live in South San Francisco. Policy CHEJ-7.1: Support residents who are at-risk of being displaced. Reduce the rate of evictions and support low-income residents who are at-risk of being displaced. Policy CHEJ-7.2: Create pathways for homeownership. Support low-income residents in securing homeownership and establishing generational wealth in South San Francisco as a pathway to prevent displacement. Policy CHEJ-7.3: Encourage resident controlled limited-equity housing. Encourage resident controlled limited-equity ownership, such as limited- equity condominiums, limited-equity cooperatives, and community land trusts. Policy CHEJ-7.4: Expand housing funds and programs. Continue to expand housing funds and ensure residents have access to home repair programs. Policy CHEJ-7.5: Enforce fair housing laws. Strictly enforce fair housing laws to protect residents from housing discrimination. For related goals, policies, and implementation actions related to equity in civic engagement and public facilities, see the Equitable Community Services element. IMPLEMENTATION ACTIONS Policy Implementation Action Priority Primary Responsibility GOAL CHEJ-1. South San Francisco is a leader in promoting healthy communities through collaboration, prevention, and education. Policy CHEJ-1.1 Action CHEJ-1.1.1: Assist in navigation of health and social services. Recruit and hire promotores and city navigators who can provide culturally and linguistically responsive navigation to help low-income residents and residents of color learn about, connect to, and navigate healthcare and social services. Medium City Manager Action CHEJ-1.1.2: County health partnerships. Continue to work with San Mateo County and healthcare service providers to educate residents about existing services throughout the city and encourage them to provide culturally and linguistically competent services. Work with San Mateo County to explore opportunities to improve access to mental health services, especially for youth and young adults. Medium City Manager Action CHEJ-1.1.3: Offer health literacy programs. Continue to offer programs, collections and outreach initiatives in the libraries, recreation centers, senior centers, and in public schools as educational support for community members seeking information on health and medical needs; partner with the South San Francisco Unified School District, County, and local non- profits in providing these resources. Medium Recreation Division (P&R) Action CHEJ-1.1.4: Partner with South San Francisco Unified School District to provide school-based health centers. Continue to partner with the South San Francisco Unified School District to promote the flexible use of community spaces (e.g., community centers, libraries, schools) to provide preventive health services for children, youth, and families. Explore opportunities to expand services in neighborhoods with the greatest deficiencies. Medium City Manager Action CHEJ-1.1.5: Explore healthcare public private partnerships. Explore innovative private and public partnerships to provide pharmacies and medical, dental, and mental health services in underserved areas like Downtown and in new residential areas of Lindenville and East of 101. Medium City Manager Action CHEJ-1.1.6: Assist in the provision of nonprofit and community health centers. Assist San Mateo County in their provision of nonprofit and community health centers to provide free or low-cost health care to low-income households. High City Manager Refer to the Implementation Matrix within the "Our Plan to Get There" chapter to view additional information regarding implementation actions such as timeframe and secondary department responsibilities. 145 271 COMMUNITY HEALTH AND ENVIRONMENTAL JUSTICE 12 SHAPE SSF: 2040 GENERAL PLAN270 Policy Implementation Action Priority Primary Responsibility Policy CHEJ-1.1 Action CHEJ-1.1.7: Establish community paramedicine program. Explore the establishment of a community paramedic program to help identify residents who suffer from chronic illness and educate and connect them with appropriate healthcare services. Low City Manager Action CHEJ-1.1.8: Reduce documentation for healthcare access. Work with San Mateo County and other agencies to minimize the documentation required to access healthcare services in order to reduce barriers to seeking and utilizing services, including eliminating requirements whenever possible. Medium City Manager Policy CHEJ-1.2 Action CHEJ-1.2.1: Continue to participate in mental health crisis response pilot. Continue to participate in community wellness and crisis response team pilot program to respond to emergency calls related to mental health, substance use, homelessness, and domestic violence. This response team will be focused on conflict management, de-escalation, and linking residents to supportive services. High City Manager Action CHEJ-1.2.2: Connect health and homeless services. Continue to work with homeless service providers to conduct outreach and connect unhoused individuals to health care, housing and shelter, and other services. Medium City Manager Action CHEJ-1.2.3: Develop pandemic preparedness plan. Work with San Mateo County Health and local jurisdictions to develop a local pandemic preparedness plan in case of future pandemics. Low City Manager Policy CHEJ-1.3 Action CHEJ-1.3.1: Maintain and report health data. Continue to maintain and report out indicators and metrics about the health status of residents over time by race/ethnicity. Work with the City’s Equity and Inclusion Officer to develop a standardized approach to tracking health data to address racial and social inequities in health outcomes. Medium City Manager Policy CHEJ-1.4 Action CHEJ-1.4.1: Require health impact assessment. Require health impact assessments for all specific, neighborhood, and master plans and major transportation investments to examine the health and equity implications of policy decisions. Low Planning Division (ECD) Action CHEJ-1.4.2: Develop healthy development guidelines. Conduct a review of existing development guidelines to promote healthy living and working environments. Medium Planning Division (ECD) Policy Implementation Action Priority Primary Responsibility GOAL CHEJ-2. All low-income residents in the city have access to healthy food options. Policy CHEJ-2.1 Action CHEJ-2.1.1: Explore economic incentives for food access. Utilize economic development incentives to encourage existing stores to sell fresh, healthy foods in disadvantaged communities. Pursue funding and partnerships and develop incentive programs to encourage the equitable availability of healthy food options. Medium Economic Development and Housing Division (ECD) Action CHEJ-2.1.2: Provide healthy food education. Work with other local non-profit organizations and public agencies, such as the San Mateo County Health, to create a Healthy Food Awareness campaign that educates the community about healthy and culturally relevant food options within the community. Low City Manager Action CHEJ-2.1.3: Work with developers to provide a grocery store. Work with developers to bring a full-service grocery store to Downtown or East of 101.High Economic Development and Housing Division (ECD) Action CHEJ-2.1.4: Expand farmers’ markets. Partner with County agencies and non-profit organizations to expand farmers markets in South San Francisco, including in Downtown.Medium Economic Development and Housing Division (ECD) Policy CHEJ-2.5 Action CHEJ-2.5.1: Adopt an ordinance that requires City-funded events offer healthy food choices to participants. Adopt an ordinance that requires City-funded events offer healthy food choices to participants. Medium City Manager Action CHEJ-2.5.2: Partner with SSFUSD to implement school nutrition education programs. Partner with the South San Francisco Unified School District to create and implement educational programs for children on healthy eating, such as edible school yards and healthy cooking classes. Medium City Manager GOAL CHEJ-3. South San Francisco neighborhoods near highways and industrial uses have improved air quality. Policy CHEJ-3.1 Action CHEJ-3.1.1: Monitor air quality in Lindenville, East of 101 and Downtown. Work with the Bay Area Air Quality Management District to establish and identify funding for air quality monitoring and reduction strategies. This action may include purchasing fine particulate matter (PM2.5) monitors to track local air quality data in Lindenville, East of 101, and Downtown. High Planning Division (ECD) 146 273 COMMUNITY HEALTH AND ENVIRONMENTAL JUSTICE 12 SHAPE SSF: 2040 GENERAL PLAN272 Policy Implementation Action Priority Primary Responsibility Policy CHEJ-3.2 Action CHEJ-3.2.1: Maintain Truck route maps to minimize exposure. Maintain an up-to-date truck routes map that minimizes exposures to sensitive land uses. Prohibit the designation of new truck routes on local neighborhood streets in South San Francisco. Medium Engineering Division (PW) Action CHEJ-3.2.2: Adopt an ordinance establishing vehicle idling restrictions. Establish a local ordinance that exceeds the state vehicle idling restrictions where appropriate, including restrictions for bus layovers, delivery vehicles, trucks at warehouses and distribution facilities and taxis, particularly when these activities take place near sensitive land uses (schools, healthcare facilities, affordable housing, and elder and childcare centers). Manage truck idling in new residential neighborhoods in Lindenville and East of 101. Medium Planning Division (ECD) Action CHEJ-3.2.3: Transition the City’s vehicle fleet to lower-emission fuel technologies. Transition the City’s vehicle fleet to lower-emission fuel technologies, including electric, hybrid, and other alternative fuel vehicles. High Maintenance and Operations Division (PW) Policy CHEJ-3.3 Action CHEJ-3.3.1: Explore incentives for pollution reduction. Explore opportunities for production, distribution, and warehousing uses in Lindenville and East of 101 to reduce pollution, such as greener trucks, energy efficient buildings, and other strategies. Low Sustainability (CM) Action CHEJ-3.3.2: Reduce indoor air pollution. Explore opportunities to work with property owners to rehabilitate existing buildings and require that new buildings adjacent to production, distribution, and warehousing uses; highways; or rail to implement appropriate mitigation measures to reduce indoor air pollution such as air filtration/ventilation systems, landscaping, and other physical improvements as recommended by the California Air Resources Board and/or the Bay Area Air Quality Management District. Medium Building Division (ECD) GOAL CHEJ-4. South San Francisco generates less solid waste, cleans up hazardous sites, and ensures safe storage and transportation of hazardous materials in Lindenville and East of 101. Policy CHEJ-4.1 Action CHEJ-4.1.1: Maintain map of hazardous waste sites. Maintain a map and database of contaminated, hazardous waste and substance sites (e.g., Cortese list).Medium Planning Division (ECD) Action CHEJ-4.1.2: Precautions for Oyster Point Landfill. Implement any future City-prepared sea level rise adaptation plan for the Oyster Point Marina and landfill to prevent the release of toxins into the Bay. High Capital Projects (CM) Policy Implementation Action Priority Primary Responsibility GOAL CHEJ-6. Low-income residents have access to safe housing and shelter throughout South San Francisco. Policy CHEJ-6.1 Action CHEJ-6.1.1: Continue working with San Mateo Fall Prevention Task Force. Continue working with San Mateo Fall Prevention Task Force in creating safer homes for older adults.Medium Building Division (ECD) Action CHEJ-6.1.2: Establish lead and asbestos removal program. In cooperation with San Mateo County and other regional agencies, establish a lead-based paint and asbestos removal program for affordable housing units built before 1980. Low Building Division (ECD) Policy CHEJ-6.4 Action CHEJ-6.4.1: Provide safe restroom facilities. Provide mobile shower, bathroom, and needle exchange sites and facilities for unhoused residents.Medium City Manager Action CHEJ-6.4.2: Implement permanent supportive housing. Implement the U.S. Department of Housing and Urban Development’s Housing First program once permanent supportive housing is available within the city. Medium Economic Development and Housing Division (ECD) Action CHEJ-6.4.3: Provide services for unhoused families. Work with homeless service providers to prioritize legal help, housing assistance, and other social services for unhoused families in South San Francisco. Medium Economic Development and Housing Division (ECD) GOAL CHEJ-7. Low-income households are protected from displacement. Policy CHEJ-7.1 Action CHEJ-7.1.1: Provide renter education and assistance. Continue to connect low- income residents to city, county, state, and non-profit resources that provide technical, legal, and financial assistance for renters facing eviction. High Economic Development and Housing Division (ECD) Action CHEJ-7.1.2: Develop anti-displacement plan. Develop an anti-displacement plan to halt displacement in the city, particularly in Downtown, Sign Hill, El Camino, and Sunshine Gardens, which may include tenant and landlord mediation programs, right of first refusal, rental assistance, tenant legal counseling, and a rent board to implement the program. High Economic Development and Housing Division (ECD) Action CHEJ-7.1.3: Create a rental and eviction registry. Explore creation a rental and eviction registry to assess rental market and eviction trends.Medium Economic Development and Housing Division (ECD) Action CHEJ-7.1.4: Provide housing for people with disabilities. Consider adding disability to the existing live-work preference policy to prioritize providing housing to people with disabilities.Medium Planning Division (ECD) 147 275 COMMUNITY HEALTH AND ENVIRONMENTAL JUSTICE 12 SHAPE SSF: 2040 GENERAL PLAN274 Policy Implementation Action Priority Primary Responsibility Policy CHEJ-7.2 Action CHEJ-7.2.1: Connect residents to mortgage assistance resources. Provide mortgage assistance to help low-income homeowners at risk of foreclosure with financial or counseling support. Provide residents with resources and connections to HEART of San Mateo County, a countywide homeowner assistance program, and other non-profit homeowner assistance programs. Medium Economic Development and Housing Division (ECD) Policy CHEJ-7.5 Action CHEJ-7.5.1: Provide resident housing rights education. Provide education, outreach, and referral services for residents regarding their rights as tenants and buyers.Medium Economic Development and Housing Division (ECD) Action CHEJ-7.5.2: Provide landlord housing rights education. Provide education and outreach to landlords, property managers, real estate agents, and others on their obligations as they make or manage properties available for housing. Medium Economic Development and Housing Division (ECD) PERFORMANCE METRICS PERFORMANCE METRIC: Low-income food insecurity Target Decrease the percentage of adults who are low- income food insecure 2018 DATA: 4.2% OF THE CITY'S ADULT POPULATIONData Source California Health Interview Survey: Neighborhood Edition Department Responsible Economic & Community Development Jalisco Produce Market 148 277 COMMUNITY HEALTH AND ENVIRONMENTAL JUSTICE 12 SHAPE SSF: 2040 GENERAL PLAN276 PERFORMANCE METRIC: Healthy weight PERFORMANCE METRIC: Severe housing cost-burden Target Decrease the proportion of children and adults who are obese Data Source California Health Interview Survey Department Responsible Economic & Community Development Target Decrease the percentage of low- income households who contribute more than 50% of their gross income on housing Data Source U.S. Department of Housing and Urban Development, Comprehensive Housing Affordability Strategy (CHAS) Department Responsible Economic & Community Development 2012 0% 5% 10% 15% 20% 25% 30% 35% 40% 2014 2016 2018 (18+) diagnosed with obesity (BMI>30). (12-17) overweight or obese for age (BMI>85th percentile). (2-11) overweight for age (weight>85th percentile). 21%22% 17% 16%17% 20% 26% 26% 34% 20% % of Adults % of Youth (starting in 2016)% of Children 2012 0% 5% 10% 15% 20% 25%30%35%40% 2014 2016 2018 (18+) diagnosed with obesity (BMI>30). (12-17) overweight or obese for age (BMI>85th percentile). (2-11) overweight for age (weight>85th percentile). 21%22% 17% 16%17% 20% 26% 26% 34% 20% % of Adults % of Youth (starting in 2016)% of Children 2012 0% 5% 10% 15% 20% 25% 30% 35% 40% 2014 2016 2018 (18+) diagnosed with obesity (BMI>30). (12-17) overweight or obese for age (BMI>85th percentile). (2-11) overweight for age (weight>85th percentile). 21%22% 17% 16%17% 20% 26% 26% 34% 20% % of Adults % of Youth (starting in 2016)% of Children 2012 0% 5% 10% 15% 20% 25% 30% 35% 40% 2014 2016 2018 (18+) diagnosed with obesity (BMI>30). (12-17) overweight or obese for age (BMI>85th percentile). (2-11) overweight for age (weight>85th percentile). 21%22% 17% 16%17% 20% 26% 26% 34% 20% % of Adults % of Youth (starting in 2016)% of Children 2010 2011 2012 2013 2014 2015 2016 2017 2018 35% 36% 34% 33% 34% 32% 31% 32% 33% Percent of low-income households who contribute more than 50% of their gross income on housing. PERFORMANCE METRIC: Asthma Target Decrease the percentage of children and adults who have been diagnosed with asthma Data Source California Health Interview Survey (CHIS) Department Responsible Economic & Community Development 2012 0% 5% 10% 15% 20% 2014 2016 2018 (18+) ever diagnosed with asthma.(1-17) ever diagnosed with asthma. 13% 12% 16% 16% 13% 14% 17% 14% % of Adults % of Children & Youth 149 279 Climate Change Community Assets 279 13 SHAPE SSF: 2040 GENERAL PLAN278 CHAPTER 13Community Resilience 13 PART III: OUR PEOPLECOMMUNITY RESILIENCE 279150 SHAPE SSF: 2040 GENERAL PLAN280 COMMUNITY RESILIENCE 13 281 WHERE WE WANT TO BE IN THE FUTURE The City maintains responsiveness and minimizes impacts to operations from shocks or stressors caused by climate change and natural disasters. Community assets, infrastructure, and public facilities are prepared for future flood events and sea level rise. Residents, particularly the most vulnerable residents, are protected from climate and hazard impacts. The City provides opportunities for all residents and businesses to be better informed about potential hazards and about resources to prepare and collaborate with the community to inform program development and priorities. The City continuously evaluates risk and will take steps to mitigate potential impacts.Lindenville Sub-Area MeetingHow Our Plan Gets Us There Natural hazards and climate change present South San Francisco with a series of overlapping challenges. Both gradual climate change and hazard events can expose people, infrastructure, transportation, buildings and property, and ecosystems to a wide range of stressors. These hazards and their impacts disproportionately affect the most sensitive populations in the city. The City will prioritize the most disadvantaged populations. The Community Resilience Element includes goals and policies that will proactively advance community resilience, preparing the community for all hazards, including climate disruption, while ensuring a high-quality response and recovery from future disasters. The City will mainstream climate change into capital planning and assessment activities. PERFORMANCE METRIC Shocks and stressors, including climate change in all City plans Target: 100% of City plans address community resilience and climate change impacts PERFORMANCE METRIC Emergency preparedness and disaster response Target: Train 500 individuals in emergency preparedness and disaster response techniques through the Community Emergency Response Team (CERT) Program PERFORMANCE METRIC Sea level rise and flooding projects completed Target: An increase in the number of sea level rise and flooding projects completed 1 2 3 Bay TrailPerformance Metrics Refer to page 311 to view a full list of Performance Metrics for this chapter. CITY TO BEGIN TRACKING DATA AND PROVIDE IN THE FUTURE. CITY TO BEGIN TRACKING DATA AND PROVIDE IN THE FUTURE. CITY TO BEGIN TRACKING DATA AND PROVIDE IN THE FUTURE. 151 283SHAPE SSF: 2040 GENERAL PLAN282 COMMUNITY RESILIENCE 13 KEY ISSUES AND OPPORTUNITIES—HAZARD PROFILE The Community Resilience Element identifies known hazards, such as earthquakes, flooding, and other manmade hazards, as well as methods to reduce the potential risk of illness, injury, death, or property damage that can occur because of these hazards. South San Francisco and its people are susceptible to a variety of hazards. Many of those hazards will influence the frequency, magnitude, and duration of those natural hazards in the city. This section summarizes the hazard profile for South San Francisco. Flood of 1972, Linden Avenue in front of South San Francisco Scavenger Source: http://bitsofhistory.plsinfo.org/thumbnailtext.asp?%20%20bofhsearchbox =flood&Submit=Submit&id=413 Vehicle traffic Climate change models indicate that temperatures will continue to rise in South San Francisco. Annual maximum temperatures are projected to increase between 3.5°F and 4.7°F by mid-century (2040-2060) and between 4.5°F and 9.2°F by end of century (2080-2100).10 With climate change, extreme heat events in California and South San Francisco are becoming more frequent, more intense, and longer lasting. Historically (1960-1990), South San Francisco averaged four extreme heat days per year. The number of extreme heat days is anticipated to increase significantly across the Bay Area region during the next century, but more so in inland areas than coastal cities. Even with lower projections along the coast, by mid-century (2040-2060), the city is expected to have an average of 9 extreme heat days, increasing to an average of 24 extreme heat days per year by the end of century (2080-2100).11 Extreme heat days and heat waves can negatively impact human health. While the human body has cooling mechanisms that help auto-regulate body temperature within one or two degrees of 98.6 degrees, heat stress can cause fatigue, headaches, dizziness, nausea, and confusion. The combination of heat and high humidity is particularly lethal; it can result in heat stroke, which can lead to death, even among healthy people.12 8. Intergovernmental Panel on Climate Change 2021. Summary for Policymakers. In: Climate Change 2021: The Physical Science Basis. Contribution of Working Group I to the Sixth Assessment Report of the Intergovernmental Panel on Climate Change [Masson Delmotte, V., P. Zhai, A. Pirani, S.L. Connors, C. Péan, S. Berger, N. Caud, Y. Chen, L. Goldfarb, M.I. Gomis, M. Huang, K. Leitzell, E. Lonnoy, J.B.R. Matthews, T.K. Maycock, T. Waterfield, O. Yelekçi, R. Yu, and B. Zhou (eds.)]. Cambridge University Press. In Press. 9. Cordero, E. C., W. Kessomkiat, J. Abatzoglou, and S. A. Mauget. 2011. The identification of distinct patterns in California temperature trends. Climatic change 108:357– 382. 10. Temperature change range represent lower and higher-emissions scenario for South San Francisco. California Energy Commission. (2018). Cal-Adapt. Retrieved from http://cal-adapt.org/. 11. CalAdapt. 2018. Business as Usual Scenario (High Emissions), CanESM2 Model (Average). Retrieved from: https://cal-adapt. org/tools/extreme-heat/ 12. Brink, S. 2013. How 100 Degrees Does a Number on You.” National Geographic. Retrieved from https://news. nationalgeographic.com/news/2013/07/130716-heat-wave-dehydration-stroke-summer-sweat/ Climate Change Climate is the long-term behavior of the atmosphere – typically represented as averages – for a given time of year. This includes average annual temperature, snowpack, or rainfall. Human emissions of carbon dioxide and other greenhouse gas emissions (greenhouse gases) are important drivers of global climate change, and recent changes across the climate system are unprecedented. Greenhouse gases trap heat in the atmosphere, resulting in warming over time. This atmospheric warming leads to other changes in the earth systems, including changing patterns of rainfall and snow, melting of glaciers and ice, and warming of oceans. Human-induced climate change is already affecting many weather and climate extremes in every region across the globe. Evidence of observed changes include heatwaves, heavy precipitation, droughts, and hurricanes.8 Likewise, California and South San Francisco are already experiencing the effects of a changing climate. Both gradual climate change (e.g., sea level rise) and climate hazard events (e.g., extreme heat days) expose people, infrastructure, buildings and properties, and ecosystems to a wide range of stress-inducing and hazardous situations. These hazards and their impacts disproportionately affect the most sensitive populations in the city, including children and elderly adults, low-income populations, renters, immigrants, and BIPOC residents, among others. Increasing Temperature During the last century, average surface temperatures in California and the Bay Area rose steadily. Average minimum and maximum temperatures in San Mateo County rose faster than California. Between 1970 and 2006, the average minimum temperature rose by 1.2°F per decade and the average maximum temperature increased by 0.7°F per decade across the region.9 Several of the warmest years on record, in terms of annual average temperature, have all occurred since 2000, including 2020, 2018, 2015, 2014, and 2009. 152 285SHAPE SSF: 2040 GENERAL PLAN284 COMMUNITY RESILIENCE 13 Changing Precipitation Patterns Between 1950 and 2005, the mean annual precipitation in South San Francisco was approximately 24.1 inches with variation from year to year.13 The variability in Northern California’s annual precipitation comes from fluctuations of the biggest storms—a boom and bust cycle.14 In years with large storms, the region experiences wetter conditions, with higher or above average rainfall (boom). In years where the storms miss the region, the region experiences a dry year with below average rainfall (bust). If the dry years occur along with higher temperatures, drought may occur. Precipitation in the Bay Area will continue to exhibit high year-to-year variability—“booms and busts”—with very wet and very dry years. The region’s largest winter storms will likely become more intense, and potentially more damaging, producing heavy rainfall and substantial flood risk, especially along Colma Creek and other water bodies. Larger winter storms may also compound landslide susceptibility. Future increases in temperature will likely cause longer and deeper California droughts in drier years. This will pose major problems for water supplies, ecosystems, and food and agriculture.15 13. California Energy Commission. 2017. Cal-Adapt. Retrieved from http://beta.cal-adapt.org/. 14. Dettinger, M.D., and Cayan, D.R. 2014. Drought and the California Delta—A matter of extremes: San Francisco Estuary and Watershed Science, 12(2). 15. Ackerly, D and et. al. 2018. California Fourth Climate Change Assessment: San Francisco Bay Area Region Report. State of California Governor’s Office of Planning and Research. Retrieved from https://www.energy.ca.gov/sites/default/files/2019-07/Reg%20Report-%20 SUM-CCCA4-2018-005%20SanFranciscoBayArea.pdf Effects of Drought on Folsom Lake Source: "Folsom Lake, California Drought" by Alan Grinberg, licensed under CC BY-NC-ND 2.0 Flood Risk Zone Along Colma Creek Rising Sea Levels In the last 100 years, sea level in the Bay Area has risen over 8 inches.16 Sea levels are rising around the world and are expected to accelerate in the coming decades as oceans continue to warm and glaciers and ice sheets continue to melt. The city is already (as of 2021) seeing impacts of sea level rise with King Tides (extremely high tides) causing greater localized flooding in the Oyster Point Marina. Because future greenhouse gas emissions and climate response are not precisely known, the exact sea level rise scenario that will occur in the future is also not known at this time. To accommodate this uncertainty, the Ocean Protection Council developed the California Sea Level Rise Guidance 2018 Report Update. The guidance provides a standardized process for evaluating potential sea level impacts using a risk-probability approach for plans and projects. It provides estimates of potential sea level rise results based on different emissions scenarios calibrated to local tide stations based on the latest scientific information. Table 9 shows sea level rise scenarios for South San Francisco for 2030, 2040, 2050 and 2100. The “likely” sea level rise scenario (a 66% probability of occurrence) is appropriate for projects that will not be heavily impacted by flooding, such as the Bay Trail. The “medium-high risk” scenario (1 in 200 chance) has a 0.5% chance of occurring. The likelihood that sea level rise will meet or exceed this value is low and this projection may be used for less adaptive, more vulnerable projects or populations that will experience medium to high consequences. This includes coastal housing or commercial development.17 16. Ackerly, D and et. al. 2018. California Fourth Climate Change Assessment: San Francisco Bay Area Region Report. State of California Governor’s Office of Planning and Research. Retrieved from https://www.energy.ca.gov/sites/default/files/2019-07/ Reg%20Report-%20SUM-CCCA4-2018-005%20SanFranciscoBayArea.pdf 17. Ocean Protection Council. 2018. State of California Sea Level Rise Guidance. Retrieved from https://opc.ca.gov/webmaster/ ftp/pdf/agenda_items/20180314/Item3_Exhibit-A_OPC_SLR_Guidance-rd3.pdf Table 9: Sea Level Rise Scenarios Year Likely Risk Flood Height (66% probability) Medium-High Risk Flood Height (0.5% probability) 2030 0.3 to 0.5 feet 0.8 feet 2040 0.5 to 0.8 feet 1.3 feet 2050 0.6 to 1.1 feet 0.8 to 1.9 feet 2100 1.6 to 3.4 feet 5.7 to 6.9 feet Source: California Sea Level Rise Guidance 2018 Report Update King Tide flooding at Oyster Point Marina Source: California King Tides Project 153 San Bruno Mountain State & County Park San Francisco Bay Ferry Termin al San Bruno Creek C o l m a C r e e k AirportBlvdChestnut AveE Grand Ave Grand Ave Oyster Point Blvd SAi rpor t Bl vdH ills id e B lv d F o r bes Blvd Gateway B lv d DNAWaySisterCitiesBlvd E l Ca mi n o R e a lJunipero Ser r a Bl vdW e s tb o roughBlvdC a ll a n B l v d H i c k e y B l v d SpruceA v e S Linden AveUtah AveSSpruceAveGellertBlvd §¨¦380 §¨¦280 ¬«35 ¬«82 £¤101 Unincorporated Area City of Pacifica City of San Bruno City of Colma City of Daly City City of Brisbane San Francisco International Airport °0 0.5 10.25 Miles !!!!!City of South San Francisco Unincorporated Area in City Sphere Ferry Terminal Caltrain Station Caltrain BART Station BART Highway Arterial Roads Local Roads City Parks and Joint Facilities Context Parks Waterbody Streams Sources: FEMA (2021); City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021). Flood Hazard Zones 1% Annual Chance Flood Hazard 0.2% Annual Chance Flood Hazard Navigable Slough Flood Hazard 287SHAPE SSF: 2040 GENERAL PLAN286 COMMUNITY RESILIENCE 13 Flooding Floods are among the most frequent and costly natural disasters. Flooding is often the result of weather events and may cause substantial damage to buildings and infrastructure, as well as public safety concerns. Periodic flooding occurs in South San Francisco but is confined to certain areas along Colma Creek. Colma Creek handles much of the urban runoff generated in the city; since South San Francisco is highly urbanized, runoff levels are high and there is increased potential for flood conditions during periods of heavy rainfall. As part of the National Flood Insurance Program (NFIP), the Federal Emergency Management Agency (FEMA) conducts nationwide flood hazard mapping to identify flood-prone areas and to reduce flood damages. The maps identify the flooded extent that have a 1% annual chance of being equaled or exceeded, called the “100-year flood.” The flood elevation associated with the 1% chance event is referred to as the base flood elevation. Areas predicted to be inundated in a 1% chance event are delineated on the Flood Insurance Risk Map and commonly referred to as the “100-year floodplain.” Buildings and other structures in the 100-year floodplain must meet certain requirements to receive a floodplain development permit and to qualify for NFIP insurance and federally backed mortgages. The majority of the City of South San Francisco is not located within a flood hazard zone, as shown in Figure 38.18 However, there are some areas located within the 100-year flood zone, including along Colma Creek, Navigable Slough, San Bruno Creek, and the San Francisco Bay. Flood depth during a 100-year storm is 2 to 3 feet. Small portions of the following neighborhoods may be impacted by a 100-year flood: East of 101, Lindenville, Downtown, Orange Park, El Camino, Avalon-Brentwood, and Sunshine Gardens. Projected sea level rise will worsen existing coastal flood hazards, increasing the depth/elevation of flooding and expanding the flood further inland. These coastal flood hazards will include temporary flooding from storm surge and tide, permanent inundation areas, elevated ground levels, and shoreline erosion. 18. Federal Emergency Management Agency. 2019. Flood Map Service Center. Retrieved from https://msc.fema.gov/portal/ search?AddressQuery=south%20san%20francisco%2C%20ca%20#searchresultsanchor. Table 10: Summary of Climate Change Implications for Hazards Increasing Temperatures Extreme heat days will increase considerably in the city Increasing temperatures and changing precipitation patterns can create periods of abnormally dry weather that create drought Warmer, drier summers, high wind events, such as the Diablo winds, and increased vegetation growth, can create conditions suitable for wildfires Changing Precipitation Patterns The Bay Area will continue to see larger precipitation fluctuations over the next century with very wet and very dry years Stormwater flooding may increase as high bay levels can impede drainage of stormwater runoff Rising Sea Levels More extensive coastal flooding during storm events Higher groundwater table Figure 38: Flood Hazard Flood Hazard ZonesCity of South San Francisco 1% Annual Chance Flood Hazard BART Station City Parks, Open Space, & Joint Facilities Caltrain Station Arterial Road Streams Unincorporated Area in City Sphere 0.2% Annual Chance Flood Hazard BART Context Parks Caltrain Local Road Ferry Terminal Station Highway Waterbody Sources: FEMA (2021); City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021).154 San Bruno Mountain State & County Park San Francisco Bay Ferry Terminal San Bruno Creek C o l m a C r e e k AirportBlvdChestnut AveE Grand Ave Grand Ave Oyster Point Blvd SAi rpor t Bl vdH ills id e B lv d Forbes Blvd Gateway B lv d DNAWaySisterCitiesBlvd E l Ca mi n o R e a lJunipero Ser r a Bl vdW e s tb o roughBlvdC a ll a n B lv d H i c k e y B l v d SpruceA v e S Linden AveUtah AveSSpruceAveGellertBlvd §¨¦380 §¨¦280 ¬«35 ¬«82 £¤101 Unincorporated Area City of Pacifica City of San Bruno City of Colma City of Daly City City of Brisbane San Francisco International Airport °0 0.5 10.25 Miles !!!!!City of South San Francisco Unincorporated Area in City Sphere Ferry Terminal Caltrain Station Caltrain BART Station BART Highway Arterial Roads Local Roads City Parks and Joint Facilities Context Parks Waterbody Streams Sources: Adapting to Rising Tides (2021); City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021). 100-year Flood Zones 52 Inches (100-year flood + 2040 sea level rise) 77 Inches (100-year flood + 2100 sea level rise) Navigable Slough Sea Level Rise Risk Westborough Daly City WinstonSerra El Camino Real S a n A n d r e a s F a u lt Sa n A n d r e a s F a u lt S erra F a u l t S e rr a F a ul t San A n d r e a s F a u l t Serra F a u l t I-2 8 0 I-2 8 0Junipe ro Se rra B lvd . South San Francisco Fault Map (Westside of City) Westbo r o u g h B lvd. Serra Fault Continues SoutheastSHAPE SSF: 2040 GENERAL PLAN288 13COMMUNITY RESILIENCE 289 Figure 39 shows the projected sea level rise and coastal flooding by 2100 along the coast of South San Francisco. A significant number of public facilities and infrastructure, buildings, and other structures are likely to be affected based on a vulnerability assessment conducted by San Mateo County. Portions of Highway 101, Fire Stations 61 and 62, the former Oyster point landfill, Bay Trail, South San Francisco-San Bruno Water Quality Control Plant, and the San Francisco International Airport are among the large public assets exposed to future sea level rise.19 The City continues to participate in multiple studies to understand the potential impact of sea level rise and coastal flooding and how to best adapt. The City, United States Army Corps of Engineers, and San Mateo County, in particular, are continuing to study the impacts and will be recommending engineering solutions to prevent flooding. This includes developing adaptation options for Colma Creek. 19. Sea Change San Mateo County. 2018. Sea Level Rise Vulnerability Assessment. Retrieved from https://seachangesmc.org/ vulnerability-assessment/ 52 Inches (100-year flood + 2040 sea level rise) Figure 39: Sea Level Rise Risk (2100 Mid-level Scenario) 77 Inches (100-year flood + 3ft sea level rise) 100-year Flood Zones City of South San Francisco BART Station City Parks, Open Space, & Joint Facilities Caltrain Station Arterial Road Streams Unincorporated Area in City Sphere BART Context Parks Caltrain Local Road Ferry Terminal Station Highway Waterbody Sources: Adapting to Rising Tides (2021); City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021). Earthquakes South San Francisco is in one of the most seismically active regions in the United States. There are approximately 30 known faults in the Bay Area with the potential to generate earthquakes; eleven of which are within forty miles of the city. The Peninsula segment of the San Andreas Fault, the predominant fault system in California, passes through the westernmost corner of the city in the Westborough sub-area. Within the city, earthquake damage to structures and infrastructure can be caused by ground rupture, ground shaking, ground failure, and land sliding. The level of damage in the city resulting from an earthquake will depend upon the magnitude of the event, the epicenter distance from the city, the response of geologic materials, and the strength and construction quality of structures. Nearly all South San Francisco’s population, critical facilities, housing, and commercial properties would be exposed to violent or very strong ground shaking from a M7.2 earthquake on the San Andreas fault. East of 101 and Lindenville are in liquefaction areas, both areas expected to see new development in the future. Sources: California Geological Survey (2014); City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021).155 San Bruno Mountain State & County Park San Francisco Bay Ferry Terminal San Bruno Creek C o l m a C r e e k AirportBlvdChestnut AveE Grand Ave Grand Ave Oyster Point Blvd SAi rpor t Bl vd H ills id e B lv d Forbes Blvd Gateway B lv d DNAWaySisterCitiesBlvd E l Ca mi n o R e a lJunipero Ser r a Bl vdW e s tb o roughBlvdC a ll a n B l v d H i c k e y B l v d SpruceA v e S Linden AveUtah AveSSpruceAveGellertBlvd §¨¦380 §¨¦280 ¬«35 ¬«82 £¤101 Unincorporated Area City of Pacifica City of San Bruno City of Colma City of Daly City City of Brisbane San Francisco International Airport °0 0.5 10.25 Miles !!!!!City of South San Francisco Unincorporated Area in City Sphere Ferry Terminal Caltrain Station Caltrain BART Station BART Highway Arterial Roads Local Roads Waterbody Streams Sources: MTC/ABAG (2012); City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021). Severe Shaking Violent Shaking California Quaternary Faults NavigableSlough Projected Ground Shaking (Assuming an M7.2 earthquake on the San Andreas Fault, Peninsula Segment)San Bruno Mountain State & County Park San Francisco Bay Ferry Terminal San Bruno Creek C o l m a C r e e k AirportBlvdChestnut AveE Grand Ave Grand Ave Oyster Point Blvd SAi rpor t Bl vdH ills id e B lv d Forbes Blvd Gateway B lv d DNAWaySisterCitiesBlvd E l Ca mi n o R e a lJunipero Ser r a Bl vdW e s tb o roughBlvd C a ll a n B l v d H i c k e y B l v d SpruceA v e S Linden AveUtah AveSSpruceAveGellertBlvd §¨¦380 §¨¦280 ¬«35 ¬«82 £¤101 Unincorporated Area City of Pacifica City of San Bruno City of Colma City of Daly City City of Brisbane San Francisco International Airport °0 0.5 10.25 Miles !!!!!City of South San Francisco Unincorporated Area in City Sphere Ferry Terminal Caltrain Station Caltrain BART Station BART Highway Arterial Roads Local Roads City Parks and Joint Facilities Context Parks Waterbody Streams Sources: CGS (2021); City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021). Liquefaction Zone Navigable Slough Liquefaction Risk 291SHAPE SSF: 2040 GENERAL PLAN290 COMMUNITY RESILIENCE 13 Figure 40: Projected Groundshaking (Assuming an M7.2 earthquake on the San Andreas Fault, Peninsula Segment) Ground Shaking South San Francisco is susceptible to ground shaking. The Modified Mercalli Intensity Scale (MMI) estimates the intensity of shaking from an earthquake at a specific location or over a specific area by considering its effects on people, objects, and buildings. The estimated ground shaking intensities in the city, assuming a magnitude 7.2 earthquake on the Peninsula Segment of the San Andreas Fault, are shown in Figure 40. Most of the eastern portion of the city is located within Zone VIII (Very Strong) and is estimated to experience moderate structural damage. The remainder of the city, including the portions fronting the San Francisco Bay, are located within Zone IX (Violent) and are estimated to experience heavy structural damage. Severe Shaking Violent Shaking City of South San Francisco BART Station Caltrain Station Arterial Road Streams BART Caltrain Local Road Ferry Terminal Station Highway Waterbody Sources: MTC/ABAG (2012); City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021). California Quatemary Faults Figure 41: Liquefaction Risk Liquefaction Areas near the San Francisco Bay have high ground failure potential, including liquefaction and settlement during earthquake shaking. Liquefaction is the rapid transformation of saturated, loose, fine-grained sediment to a fluid-like state because of earthquake ground shaking. Most of the lowland areas of South San Francisco have the potential for liquefaction hazards, with very high liquefaction potential in East of 101 and Lindenville, high potential along Colma Creek, and moderate potential in the alluvial fan of Colma Creek and in a narrow strip of land south of Sister Cities Boulevard. Liquefaction potential within the city is shown in Figure 41. Liquefaction Risk Sources: CGS (2021); City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021). City of South San Francisco BART Station City Parks, Open Space, & Joint Facilities Caltrain Station Arterial Road Streams Unincorporated Area in City Sphere BART Context Parks Caltrain Local Road Ferry Terminal Station Highway Waterbody Liquefaction Zone 156 San Bruno Mountain State & County Park San Francisco Bay Ferry Terminal San Bruno Creek C o l m a C r e e k AirportB lvdChestnut AveE Grand Ave Grand Ave Oyster Point Blvd SAi rpor t Bl vd H ills id e B l v d F orbes Blvd Gateway B lv d DNAWaySisterCitiesBlvd E l Ca mi n o R e a lJunipero Ser r a Bl vdW e s tb o roughBlvdC a lla n B l v d H i c k e y B l v d SpruceA v e S Linden AveUtah AveSSpruceAveGellertBlvd §¨¦380 §¨¦280 ¬«35 ¬«82 £¤101 Unincorporated Area City of Pacifica City of San Bruno City of Colma City of Daly City City of Brisbane San Francisco International Airport °0 0.5 10.25 Miles !!!!!City of South San Francisco Unincorporated Area in City Sphere Ferry Terminal Caltrain Station Caltrain BART Station BART Highway Arterial Roads Local Roads City Parks and Joint Facilities Context Parks Waterbody Streams Sources: CGS (2021); City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021). Earthquake-induced Landslide Zones NavigableSlough Landslide Zones San Bruno Mountain State & County Park San Francisco Bay Ferry Terminal San Bruno Creek C o l m a C r e e k AirportBlvdChestnut AveE Grand Ave Grand Ave Oyster Point Blvd SAi rpor t Bl vdH ills id e B lv d F orbes Blvd Gateway B lv d DNAWaySisterCitiesBlvd E l Ca mi n o R e a lJunipero Ser r a Bl vdW e s tb o roughBlvdC a ll a n B l v d H i c k e y B l v d SpruceA v e S Linden AveUtah AveSSpruceAveGellertBlvd §¨¦380 §¨¦280 ¬«35 ¬«82 £¤101 Unincorporated Area City of Pacifica City of San Bruno City of Colma City of Daly City City of Brisbane San Francisco International Airport °0 0.5 10.25 Miles !!!!!City of South San Francisco Unincorporated Area in City Sphere Ferry Terminal Caltrain Station Caltrain BART Station BART Highway Arterial Roads Local Roads City Parks and Joint Facilities Context Parks Waterbody Streams Sources: CGS (2021); City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021). Active Fault Traces Accurately Located Approximately Located Inferred Earthquake Fault Zones Liquefaction Zone Earthquake-induced Landslide Zones Navigable Slough Earthquake Zones of Required In vestigation 293SHAPE SSF: 2040 GENERAL PLAN292 COMMUNITY RESILIENCE 13 Landslides Portions of the city are hilly and underlain with weak bedrock with slopes greater than 15 percent and have the greatest susceptibility to land sliding. In the Paradise Valley/Terrabay area, slopes required extensive stabilization, drainage improvements, and seismic mitigations when Figure 42: Landslide Zones subdivisions were built. The slopes still pose a hazard, with elevated wildfire risk and rockfall risk. The majority of South San Francisco is in the lower risk category for landslides. Figure 42 shows the general susceptibility to landslides. City of South San Francisco BART Station City Parks, Open Space, & Joint Facilities Earthquake-induced Landslide Zones Caltrain Station Arterial Road Streams Unincorporated Area in City Sphere BART Context Parks Caltrain Local Road Ferry Terminal Station Highway Waterbody Sources: CGS (2021); City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021).Earthquake Fault ZonesAccurately Located Approximately Located Inferred Earthquake-induced Landslide Zones Figure 43: Earthquake Zones of Required Investigation City of South San Francisco BART Station City Parks, Open Space, & Joint Facilities Caltrain Station Arterial Road StreamsUnincorporated Area in City Sphere BART Context Parks Caltrain Local Road Ferry Terminal Station Highway Waterbody Sources: CGS (2021); City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021).Active Fault Traces Liquefaction Zone 157 San Bruno Mountain State & County Park San Francisco Bay Ferry Terminal San Bruno Creek C o l m a C r e e k AirportBlvdChestnut AveE Grand Ave Grand Ave Oyster Point Blvd SAi rpor t Bl vdH ills id e B lv d F o r bes Blvd Gateway B lv d DNAWaySisterCitiesBlvd E l Ca mi n o R e a lJunipero Ser r a Bl vdW e s tb o roughBlvdC a ll a n B l v d H i c k e y B l v d SpruceA v e S Linden AveUtah AveSSpruceAveGellertBlvd §¨¦380 §¨¦280 ¬«35 ¬«82 £¤101 Unincorporated Area City of Pacifica City of San Bruno City of Colma City of Daly City City of Brisbane San Francisco International Airport °0 0.5 10.25 Miles !!!!!City of South San Francisco Unincorporated Area in City Sphere Ferry Terminal Caltrain Station Caltrain BART Station BART Highway Arterial Roads Local Roads City Parks and Joint Facilities Context Parks Waterbody Streams Sources: CalFire (2007); City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021). California Fire Ha zard Severity Zones (F HSZ) High Moderate Navigable Slough California Fire Hazard Severity Zones (FHSZ) 295SHAPE SSF: 2040 GENERAL PLAN294 COMMUNITY RESILIENCE 13 Wildfires Wildfires are a significant concern throughout California and are typically caused by lightning or human activities, like arson or accidents. Historically, the fire season runs from June through October of each year during the hot and dry months. Wildfire risk is determined by a combination of factors including precipitation, winds, temperature, and landscape and vegetation conditions. In addition to the direct impacts of wildfire, smoke can be a significant source of air quality pollution. Wildfires burning within 50 to 100 miles of a city routinely cause air quality to be 5 to 15 times worse than normal, and often two to three times worse than the worst non-fire day of the year.20 Emissions from wildfires can lead to excessive levels of particulate matter, ozone, and volatile organic compounds.21 Fire Hazard Severity Zones, illustrated in Figure 44, are a measure of the likelihood of an area burning and how it burns. San Bruno Mountain to the north of the city has moderate to high wildfire hazard severity potential. Only very high severity zones are shown inside local jurisdictions; high and moderate severity zones are not mapped within local jurisdictions. While there are no high or moderate severity zones inside the City limits, Sign Hill is susceptible to wildfires as witnessed by the 2020 fire. Its easily ignitable light fuel type and proximity to homes along Ridgeview Court, Mountain Road, Carnelian Road, Ash Avenue and Beech Avenue creates a threat to public safety. Beyond the topographic, climatic, and land use conditions that create fire hazard, vegetation management and infrastructure contribute to fire risk. Vegetation management programs can be used at the bases of Sign Hill and San Bruno Mountain to reduce wildfire risk. 20. Kenward, A, et al. 2013. Wildfires and Air Pollution: The Hidden Health Hazards of Climate Change. Climate Central. Retrieved from: http://assets.climatecentral.org/pdfs/ WildfiresAndAirPollution.pdf. 21. Phuleria, HC, et al. 2005. Air Quality Impacts of the October 2003 Southern California Wildfires. Journal of Geophysical Research. 110(D7). Sign Hill Fire Effects of Sign Hill Fire Figure 44: California Fire Hazard Severity Zones (FHSZ) High Moderate Hazard Class City of South San Francisco BART Station City Parks, Open Space, & Joint Facilities Caltrain Station Arterial Road StreamsUnincorporated Area in City Sphere BART Context Parks Caltrain Local Road Ferry Terminal Station Highway Waterbody Sources: CalFire (2007); City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021).158 297SHAPE SSF: 2040 GENERAL PLAN296 COMMUNITY RESILIENCE 13 San Bruno Mountain State & County Park San Francisco Bay Ferry Terminal San Bruno Creek C o l m a C r e e k AirportBlvdChestnut AveE Grand Ave Grand Ave Oyster Point Blvd SAi rpor t Bl vdH ills id e B lv d Forbes Blvd Gateway B lv d DNAWaySisterCitiesBlvd E l Ca mi n o R e a lJunipero Ser r a Bl vdW e s tb o roughBlvd C a ll a n B lv d H i c k e y B l v d SpruceA v e S Linden AveUtah AveSSpruceAveGellertBlvd §¨¦380 §¨¦280 ¬«35 ¬«82 £¤101 Unincorporated Area City of Pacifica City of San Bruno City of Colma City of Daly City City of Brisbane San Francisco International Airport °0 0.5 10.25 Miles !!!!!City of South San Francisco Unincorporated Area in City Sphere Ferry Terminal Caltrain Station Caltrain BART Station BART Highway Arterial Roads Local Roads City Parks and Joint Facilities Context Parks Waterbody Streams Sources: California Geological Survey, Cal OES, USC (2019); City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021). Tsunami Inundation Zones Tsunami Susceptibility Navigable Slough Figure 45: Tsunami Susceptibility Tsunami A tsunami is a series of ocean waves caused by sudden movement of the sea floor, typically because of major earthquakes, landslide, or volcanic activity. Portions of the city that are low-lying and located in the eastern side and adjacent to San Francisco Bay, are susceptible to inundation from a tsunami as shown in Figure 45. Oyster Point Marina, Located in Tsunami Inundation Zone Tsunami Inundation Zones City of South San Francisco BART Station City Parks, Open Space, & Joint Facilities Caltrain Station Arterial Road Streams Unincorporated Area in City Sphere BART Context Parks Caltrain Local Road Ferry Terminal Station Highway Waterbody Sources: California Geological Survey, Cal OES, USC (2019); City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021). Hazardous Materials Hazardous materials refer to any chemical compound that poses a threat to human or environmental health, ranging from automobile oil to known cancer-causing chemicals. South San Francisco has a history of industrial uses dating back to the 1920s and 1930s, when the large tracts of land east of US-101 were formerly used for heavy industrial uses. Lindenville transitioned from residential to industrial land uses. Industrial uses, including warehouse, manufacturing areas, and business parks comprise over a quarter of the city’s area. Hazardous material generation is generally concentrated in industrial zones located in East of 101 and in Lindenville and along El Camino Real. The Cortese List includes 960 known sites in the city, 178 of which are listed on the State and Tribal Leaking Underground Storage Tank (LUST) databases.22 Several of the key sites include the Oyster Point Landfill, Koll Site (former landfill site), Homart Development Corporation (former steel mill and fabrication plant), Wildberg Brothers Site (metal refining and recovery), airport properties, and Caltrans/Union Pacific sites. Hazardous materials and hazardous waste are regularly transported through the City of South San Francisco and used in the city, creating potential hazards for residents and workers. The presence of hazardous materials and waste in soil or groundwater in the city’s commercial and industrial areas could constrain development of certain areas due to the actual or perceived threat to human health and the costs associated with site cleanup. The actual health threat at a given site depends upon several factors, such as the quantity and toxicity of contaminants, exposure, and the available pathways for contaminants to affect human health. Cleanup of hazardous waste sites is mandated by federal, State, and local laws and enforced by the appropriate regulatory agencies to protect human health, resources, and the environment. The City has active projects underway to continue bringing contaminated, vacant parcels back into commercial use. 22. The Hazardous Waste and Substances Sites (Cortese) List is a planning document used by the State, local agencies, and developers to comply with the California Environmental Quality Act requirements in providing information about the location of hazardous materials release sites. Development near Oyster Point Marina Aerial Photo: Industry (East), 1971. Oyster Point Marina and Oyster Point Boulevard. Source: http://bitsofhistory.plsinfo.org/largephoto.asp?%20%20bofhsearchbox=oyster+point& Submit=Submit&id=862 159 San Bruno Mountain State & County Park San Francisco Bay Ferry Terminal San Bruno Creek C o l m a C r e e k AirportBlvdChestnut AveE Grand Ave Grand Ave Oyster Point Blvd SAi rpor t Bl vd H il ls id e B l v d Forbes Blvd Gateway B lv d DNAWaySisterCitiesBlvd E l Ca mi n o R e a lJunipero Ser r a Bl vdW e s tb o roughBlvdC a lla n B l v d H i c k e y B l v d SpruceA v e S Linden AveUtah AveSSpruceAveGellertBlvd §¨¦380 §¨¦280 ¬«35 ¬«82 £¤101 Unincorporated Area City of Pacifica City of San Bruno City of Colma City of Daly City City of Brisbane San Francisco International Airport °0 0.5 10.25 Miles !!!!!City of South San Francisco Unincorporated Area in City Sphere Ferry Terminal Caltrain Station Caltrain BART Station BART Highway Arterial Roads Local Roads City Parks and Joint Facilities Context Parks Waterbody Streams Sources: San Francisco International Airport (2020); City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021). Runway Protection Zone Inner Approach/Departure Zone Inner Turning Zone Outer Approach/Departure Zone Sideline Zone Navigable Slough Airport Hazards 299SHAPE SSF: 2040 GENERAL PLAN298 COMMUNITY RESILIENCE 13 Airport Hazards South San Francisco falls within the San Francisco International Airport (SFO) compatibility zones. Portions of the city are subject to frequent overflight from aircraft departures on Runway 28 and less frequent overflight from arrivals on Runway 10. Aircraft accidents pose a risk to Figure 46: Airport Hazards Runway Protection Zone Inner Approach Departure Zone Inner Turning Zone Outer Approach Zone Sideline Zone City of South San Francisco BART Station City Parks,, Open Space, & Joint Facilities Caltrain Station Arterial Road Streams Unincorporated Area in City Sphere BART Context Parks Caltrain Local Road Ferry Terminal Station Highway Waterbody persons and property in the city, as well as the occupants of an aircraft involved in an accident that occurs beyond the runway environment. The SFO Airport Land Use Compatibility is shown below in Figure 46. Sources: San Francisco International Airport (2020); City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021). Emergency Preparedness The City of South San Francisco's public safety personnel plan and train for all types of emergency and disaster situations that could affect the health and safety of the city’s residents, visitors, business owners, and pass-through commuters. The Fire Department responds from five fire stations throughout the city. These stations are located to allow for adequate response times and overlapping coverage to multiple emergencies. The City of South San Francisco is also the only city in San Mateo County to have an exclusive operating area for emergency medical transport, staffing two 24-hour advance life support ambulances and one 12-hour per-day basic life support ambulance. Additionally, the department maintains the Emergency Operations Center (EOC) at 490 North Canal Street and a training tower at 480 North Canal Street. The EOC is undersized to staff a full-scale disaster response but was built with the ability to add a second floor in the future. The need for a warehouse to store supplies to support the EOC and staff in the event of a disaster has also been identified. The Fire Department’s Emergency Services Manager is responsible for managing the City’s Local Hazard Mitigation Plan, Emergency Response Plans, regularly training City personnel as disaster service workers and running programs, such as the Community Emergency Response Team (CERT) to train citizen volunteers in emergency preparedness and basic disaster response. The CERT basic training is given once a year in five 3-hour sessions and two 8-hour sessions. After initial training, the CERT meets quarterly to train specialized skills.23 In addition to inspecting businesses for fire and life safety the Fire Prevention Division, along with the rest of the Fire Department, annually train children and teens in home fire safety and emergency evacuation, “hands-only” CPR, and bleeding control as examples of other community risk reduction activities. The South San Francisco Police Department operates out of one station in the City of South San Francisco Municipal Services Building located at 33 Arroyo Drive, Suite C. There is also a substation at 329 Miller Avenue with limited hours of operation.24 A new police headquarters will be part of the City Community Civic Campus at the corner of Antoinette Lane and Chestnut Avenue. This station would replace the existing station and provide a backup EOC.25 23. CERT Training. (2019). South San Francisco Fire Department. Retrieved From: http://www.ssf.net/departments/fire/ emergency-preparedness/community-emergency-response-team-cert. 24. Personal Communication with Sergeant Mike Rudis via email to FirstCarbon Solutions. July 30, 2019. 25. Ibid. Community Emergency Response Team (CERT) South San Francisco Fire Department with Youth Advisory Council 160 301SHAPE SSF: 2040 GENERAL PLAN300 COMMUNITY RESILIENCE 13 CRITICAL PLANNING ISSUES This section highlights the critical issues and exposures across multiple hazards and sectors. People from Downtown sub-area participating in a Shape SSF Sub-Area Workshop Disadvantaged Populations Natural and climate hazards and their impacts are likely to disproportionately affect the most sensitive populations in the city. South San Francisco has seen a significant increase in older adults (age 65+) and a relatively stable youth population (age 18 and under). More multigenerational households and more people living with roommates, driven in part by higher housing costs, have increased the number of people living within each household. The racial and ethnicity composition of the city’s residents has also changed, with a significant increase in residents who identify as Asian and Pacific Islander or Latino. More than half of all South San Francisco residents speak a language other than English at home. All these populations have an increased sensitivity to climate change that can affect their ability to cope with natural hazards. For example, the age 65 and older population are at greater risk for adverse health effects from increased heating and cooling costs, and their diminished ability to evacuate in a timely manner. Hazard threats to older adults include heat waves, air pollution, flooding, and sea level rise. This group is also likely to be burdened with multiple non-hazard stressors, such as economic status, technology, and social isolation. Likewise, people of color are more likely to be impacted by climate hazards. Many groups have lower incomes, fewer opportunities for education, higher exposure to environmental pollution, and poorer health status than White residents, making them more susceptible to shocks and stressors from climate and natural hazards. Communication An important component of community resilience is communication. Interdisciplinary and interjurisdictional communication infrastructure is essential during a disaster. Alert and warning systems and messaging for the community must be maintained and accessible to help with response and recovery from a disaster. Bertolucci's Ristorante South San Francisco BART Station East of 101 and Lindenville South San Francisco’s East of 101 and Lindenville sub-areas may be exposed to multiple hazards, including flooding, sea level rise, liquefaction, and tsunami, and other environmental hazards. Currently, these areas include a mix of commercial businesses, including life sciences; production, distribution, and repair business; and critical assets like Highway 101 and the San Bruno Water Quality Control Plant. These areas could have citywide or regional consequences if impacted by a hazard event. Major development projects are planned in East of 101 and Lindenville sub-areas that may be exposed to hazards. New construction will be built to modern building standards and will be more resilient than older buildings. Building standards, however, need to consider future climate hazards, including sea level rise. Existing Buildings Much of San Francisco has an aging building stock with nearly 60% of the housing units constructed before 1970. While the City encourages upgrades through State programs like Earthquake Brace and Bolt and Property Assessed Clean Energy (PACE), many older buildings were not designed to be resilient to natural and climate hazards. Likewise, these buildings may also benefit from energy and water retrofit programs. Housing Natural hazards and climate change will put additional burdens on South San Francisco residents. Housing costs have rapidly increased in South San Francisco and are outpacing income growth, just as they are across the county and region. Some residents may have limited resources for coping with hazards, including disruptions in housing, employment, childcare, and transportation. Renters are especially vulnerable due to potential rent increases, lower median household incomes, and a higher share of renter households that pay more than 30 percent of their income for housing expenses. Transportation Natural and climate hazards expose several regional and local transportation assets to disruption. This includes BART, Caltrain, Highway 101, 280, and 380. Assets like Highway 101 are exposed to multiple hazards including seismic and flooding. These regional transportation assets connect South San Francisco residents to employment opportunities, daily needs, and critical services. Impacts to these transportation assets could have citywide and regional consequences. Utilities While nearly invisible, utilities (water, sanitary sewer, electricity, and natural gas) are essential to daily life, public health, and the regional and local economy. More frequent and intense storm events and rising sea levels expose utility assets to disruption, but also change the demand and availability of energy and water supplies and may increase costs. Post-disaster utility restoration is critical for recovery as are redundancies to reduce damage and disruption. 161 303SHAPE SSF: 2040 GENERAL PLAN302 COMMUNITY RESILIENCE 13 POLICY FRAMEWORK Orange Memorial Park Regional Stormwater Capture Project GOAL CR-1: The City proactively advances community resilience and is prepared for all hazards, including climate disruption. INTENT: To increase preparedness and resilience to respond to and recover from the shocks or stresses that impact South San Francisco through regional, countywide, and cross jurisdictional collaboration and proactive planning and assessment. To adopt the Local Hazard Mitigation Plan by reference, consistent with California Assembly Bill 2140. Policy CR-1.1: Prioritize the needs of vulnerable populations. Prioritize the needs of disadvantaged communities affected disproportionately by hazards and disasters. Engage disadvantaged communities in identifying potential hazards and program responses and priorities through the Community Emergency Response Team and promotores programs. Policy CR-1.2: Participate in regional hazard planning initiatives. Participate in collaborative hazard planning and preparedness work. Policy CR-1.3: Mainstream municipal climate preparedness planning and assessment. Implement climate preparedness planning across City departments, programs, and operations. Policy CR-1.4: Develop and maintain resilient infrastructure standards. Periodically adjust infrastructure design standards to address asset- specific vulnerabilities associated with the hazards. Policy CR-1.5: Require capital projects in high hazard areas to adhere to risk assessment guidance. As part of the capital planning and budgeting process, require all projects located within high hazard areas and sea level rise inundation zones to adhere to risk assessment guidance and identify appropriate resilience strategies. Policy CR-1.6: Continually strengthen emergency management and operations. Continually strengthen emergency management capacity and coordination with the San Mateo County Emergency Operations Center. Policy CR-1.7: Expand Community Emergency Response Team. Continue expanding the reach of the Community Emergency Response Team program to strengthen community cohesion and emergency preparedness through community engagement efforts. Policy CR-1.8: Enhance post-disaster recovery planning. Ensure the city is ready for post-disaster recovery through proactive planning. Policy CR-1.9: Assess needs and resources for future pandemic response. Regularly assess needs and identify resources to prepare for pandemic response. GOAL CR-2: A resilient community that protects existing and future development and people from sea level rise and flooding. INTENT: Through a continuum of adaptation solutions, including constructing levees / seawalls, expanding green infrastructure, and elevating new development, the City collaborates with federal, State, and regional agencies to develop comprehensive solutions to sea level rise and flooding. Policy CR-2.1: Use best available sea level rise projections. Use the best available science for sea level rise projections from the State and regional efforts in accordance with the State of California Sea Level Rise Guidance. Define the lifespan of development for temporary structures, residential or commercial structures, and critical infrastructure. Policy CR-2.2: Implement a variety of adaptation solutions. Pursue a comprehensive shoreline management plan that uses a variety of adaptation solutions to protect the shoreline and enhance ecosystem resilience. Policy CR-2.3: Use green infrastructure to reduce flooding. Prioritize green infrastructure in the Colma Creek watershed to reduce flooding in developed areas through continually updated site-specific design guidelines, low impact development, and design standards for public infrastructure projects. 162 305SHAPE SSF: 2040 GENERAL PLAN304 COMMUNITY RESILIENCE 13 Policy CR-2.4: Site municipal buildings and facilities at higher elevations. Site new municipal buildings, facilities, and critical infrastructure at higher elevations, consistent with the State of California Sea Level Rise Guidance. Policy CR-2.5: Require floodproofing for new development in sea level rise inundation zones. Require new development to account for sea level rise in all project applications. This includes: • Identifying areas of a parcel subject to flooding by type of flooding, including inundation, creek, and groundwater and by the potential depth of flooding. • Raising base floor elevation above the Federal Emergency Management Agency Base Flood Elevation to include sea level rise projections expected for the lifetime of the project. • Locating mechanical equipment, such as boilers, chillers, and air handlers for ventilation on the roof to ensure operation during flooding. Policy CR-2.6: Require redevelopment in sea level rise inundation zones to adhere to sea level rise policies. For redevelopment where demolition, renovation, or replacement is greater than 50% and the project is within a sea level rise inundation zone, allow additions and improvements if an entire structure is brought into conformance with the City’s current sea level policies. Policy CR-2.7: Require rebuilding of flood-damaged properties to meet sea level rise policies. Allow redevelopment of properties that have sustained damage and for which a flood insurance claim has been filed if brought into conformance with the current sea level rise policies. Policy CR-2.8: Partner with public and quasi-public agencies to minimize the impacts of sea level rise. Partner with regional agencies to evaluate and address sea level rise and flooding on critical infrastructure, including but not limited to: • With Pacific Gas & Electric and Peninsula Clean Energy to assess vulnerability of electricity and natural gas infrastructure. • With Caltrans and neighboring jurisdictions on measures to protect US-101. • With Caltrain and BART on measures to protect the rail corridors. • With the regional groundwater study to understand how and where groundwater change may impact future development and infrastructure. Policy CR-2.9: Prioritize landward relocation of the Bay Trail realignment after flooding. In the event of damage to the San Francisco Bay Trail, prioritize landward relocation of the trail’s alignment and avoid the installation of any types of hard shoreline protection structures. Policy CR-2.10: Explore sea level rise adaptation financing options. Explore financial incentives and fee programs to implement nature-based and conventional physical adaptation, including a Development Impact Fee Program, Community Facilities District, and repeat flooding buyout program. GOAL CR-3: A transformed Colma Creek. INTENT: To improve Colma Creek through a comprehensive strategy that mitigates flooding and sea level rise, restores native ecologies, and increases access to and along the creek. Policy CR-3.1: Develop Colma Creek adaptation solutions. Continue to work with San Mateo County Flood and Sea Level Rise Resiliency District on developing and implementing adaptation options for Colma Creek. Restore creek ecologies and create transitional habitat zones to build resilience and ecosystem services. For related policies and implementation actions related to Colma Creek resilience, see Goal ES-3. GOAL CR-4: The City minimizes the risk to life and property from seismic activity and geologic hazards in South San Francisco. INTENT: To lessen the impacts of earthquakes, geologic threats, and other natural disasters on residents, workers, and structures. Policy CR-4.1: Protect buildings, infrastructure, and other assets from seismic hazards. Protect existing and new buildings, infrastructure, and other assets from seismic hazards. Policy CR-4.2: Maintain emergency response capabilities. Maintain the capability to quickly respond to natural and human caused disasters and minimize damage and injury caused by these events. Policy CR-4.3: Discourage hillside area development on slopes more than 30 percent. Discourage development on steep hillside areas more than 30 percent grade. Development of hillside sites should follow existing contours to the greatest extent possible. Grading should be kept to a minimum. Policy CR-4.4: Protect buildings, infrastructure, and other assets from other geologic hazards. Protect existing and new buildings, infrastructure, and other assets from other geologic hazards, including landslides, slope instability, liquefaction, settlement, subsidence, unstable geologic units, unstable soils, and expansive soils. GOAL CR-5: The City minimizes the risk to life and property from wildfire in South San Francisco. INTENT: To encourage planning and design strategies that mitigates wildfire risk. Policy CR-5.1: Implement Sign Hill wildfire mitigation measures. Continue to implement Sign Hill wildfire mitigation measures (i.e., restoration and maintenance of native grass and scrubland habitat, removal of non-native trees and trees killed in October 2020 fire, removal of dead trees due to drought and disease and maintenance of existing trails to function as fire breaks). Policy CR-5.2: Maintain a comprehensive fire management program. Maintain a comprehensive fire hazard management program to reduce fire hazards on other public lands. Policy CR-5.3: Expand access to evacuation and early warning technology for wildfire. Increase community participation and understanding of evacuation and early warning software programs to minimize threat to life and be better prepared in case of a wildfire event. Policy CR-5.4: Maintain adequate emergency response resources. Continue to train and coordinate emergency response to wildfire emergencies with neighboring fire agencies and State wildfire resources. Continue to acquire and maintain adequate vehicles and equipment to respond to wildfire incidents throughout the city. GOAL CR-6: A City prepared for the combined impacts of extreme heat and poor air quality. INTENT: To reduce the likelihood of harmful impacts from extreme heat and poor air quality. Policy CR-6.1: Support resilient building design. Support resilient building design by helping residents weatherize homes to keep them cooler and more energy efficient and to improve indoor air quality. Policy CR-6.2: Maintain clear and high-quality hazard communications. Inform residents and businesses about hazards. Policy CR-6.3: Reduce heat island impacts through adaption strategies. Reduce the heat island effect by implementing a variety of adaptation solutions. Policy CR-6.4: Maintain adequate cooling and warming centers. Review, update, and maintain facilities that can be used as refuge during excessive heat and cold days. Policy CR-6.5: Coordinate transportation system with air quality improvements. Promote a transportation system coordinated with air quality improvements. For related policies and implementation actions related to environmental justice and air quality, see Goal CHEJ-3. For related policies and implementation actions related to urban forestry, see Goal ES-4. 163 307SHAPE SSF: 2040 GENERAL PLAN306 COMMUNITY RESILIENCE 13 GOAL CR-7: Strong coordination with regulatory agencies to ensure safe and effective remediation of hazardous and toxic materials. INTENT: To clean-up and remove hazardous and toxic materials, including above and below ground storage facilities, and buildings with asbestos and/or lead-based paint. Policy CR-7.1: Minimize risk from hazardous materials. Minimize the risk to the community associated with hazardous materials by continually integrating updated remediation strategies in coordination with regulating agencies. Continue annual emergency training and coordinated emergency response plans to hazardous materials. Policy CR-7.2: Coordinate hazardous material regulation and management. Continue to cooperate with federal, State, and County agencies to effectively regulate the management of hazardous materials and hazardous waste. Policy CR-7.3: Assess hazardous materials management during development review. Assess the use of hazardous materials as part of a development’s environmental review and/or include the development of a hazardous management and disposal plan, as a condition of project approval, subject to review by the San Mateo County Health Department. Policy CR-7.4: Maintain awareness of hazardous waste handling and awareness. Develop an awareness program to expand public engagement in the handling and disposal of hazardous waste in the community, especially at home. For related policies and implementation actions related to environmental justice and hazardous materials, see Goal CHEJ-4.Local Energy GenerationIMPLEMENTATION ACTIONS Policy Implementation Action Priority Primary Responsibility GOAL CR-1: The City proactively advances community resilience and is prepared for all hazards, including climate disruption. Policy CR-1.2 Action CR-1.2.1: Continue funding regional sea level rise and flood protection agency. Continue to fund and contribute to the San Mateo County Flood and Sea Level Rise Resiliency District. High City Manager Action CR-1.2.2: Coordinate utility redundancy. Continue to work with regional water and energy agencies to ensure redundant water and energy supplies in case of an emergency.Low City Manager Policy CR-1.3 Action CR-1.3.1: Participate in the countywide Hazard Mitigation Plan. Actively participate in the San Mateo County Hazard Mitigation Plan maintenance protocols and County-wide initiatives. Adopt the Hazard Mitigation Plan by reference upon update. Update emergency operations plans and protocols to account for regularly updated hazard information. High Fire Action CR-1.3.2: Conduct municipal building and facility sea level rise studies. Conduct site- specific vulnerability assessments of municipal buildings and facilities at risk to sea level rise and flooding, including the Water Quality Control Plant and Oyster Point Marina. High Water Quality Control Plant Division (PW) Action CR-1.3.3: Require multi-hazard real estate disclosure. Enact an ordinance to require real estate disclosures of all hazards identified in the Hazard Mitigation Plan, including hazards associated with anticipatory sea level rise and flooding, geologic hazards, groundwater inundation, or wildfire for commercial and residential properties, including ownership and rental. Medium Planning Division (ECD) Policy CR-1.6 Action CR-1.6.1: Develop a resiliency hub program. Develop a resiliency hub program to help community members with disaster planning assistance and supplies. Medium Fire Action CR-1.6.2: Upgrade the Emergency Operations Center. Add second floor to the City’s Emergency Operations Center (EOC) and a warehouse to store supplies to support the city in the event of a disaster. Ensure the EOC has the necessary capabilities and can continue operations after all future hazards. High Fire Refer to the Implementation Matrix within the "Our Plan to Get There" chapter to view additional information regarding implementation actions such as timeframe and secondary department responsibilities. 164 309SHAPE SSF: 2040 GENERAL PLAN308 COMMUNITY RESILIENCE 13 Policy Implementation Action Priority Primary Responsibility Policy CR-1.6 Action CR-1.6.3: Establish a resilience education program. Establish a community resilience education program in collaboration with San Mateo County and local community partners. Work with the Community Emergency Response Team and promotores programs to disseminate the information. Medium City Manager Action CR-1.6.4: Identify locations for post-disaster emergency housing. Identify locations for emergency housing, siting locations in areas with lower hazard risk. Medium Planning Division (ECD) Action CR-1.6.5: Maintain evacuation route plans. Maintain and communicate evacuation route plans for businesses and residents.High Fire Policy CR-1.7 Action CR-1.7.1: Foster Community Emergency Response Team – Promotores collaboration. Work closely with the promotores program to deepen and expand relationships and partnerships with community members and organizations that serve diverse South San Francisco community members including those who do not speak English as their first language, the Latinx, and faith-based communities. Collaboration can serve to identify needs and solutions and communicate on programs. High Fire Action CR-1.7.2: Increase Community Emergency Response Team outreach in community. Target outreach for South San Francisco CERT offerings in specific South San Francisco neighborhoods, such as Downtown. High Fire Action CR-1.7.3: Expand Community Emergency Response Team outreach at the library. Partner with library to ensure that key populations have access to information about Community Emergency Response Team and other South San Francisco programs and resources. High Fire Policy CR-1.8 Action CR-1.8.1: Prepare a post-disaster recovery plan. Create a post-disaster recovery framework that establishes post-disaster policies and programs designating when, where, and how rebuilding will occur. Medium Fire Action CR-1.8.2: Adopt post-disaster repair standards for existing buildings. Develop and adopt special repair and upgrade standards for existing buildings, in the case of post-disaster reconstruction and/or conversion to mixed use or more compact residential use. Low Building Division (ECD) Policy Implementation Action Priority Primary Responsibility GOAL CR-2: A resilient community that protects existing and future development and people from sea level rise and flooding. Policy CR-2.2 Action CR-2.2.1: Pursue shoreline protection for existing and future development. Continue ongoing collaboration with the US Army Corps of Engineers to protect existing and future development by raising levees or seawalls in accordance with the Continuing Authorities Program Study. Implement any future City-prepared sea level rise adaptation plan for the Oyster Point Marina and landfill. High Engineering Division (PW) Action CR-2.2.2: Use nature-based solutions for ecosystem resilience. Explore nature-based solutions appropriate for the South San Francisco shoreline, particularly at the mouth of Colma Creek, to provide protection for the built environment and ecosystems. Medium Sustainability (CM) Policy CR-2.4 Action CR-2.4.1: Conduct Fire Station 61 and 62 relocation feasibility study. Evaluate the feasibility of relocating Fire Station 61 and 62 outside of the flood zone. High Fire GOAL CR-3: A transformed Colma Creek. Policy CR-3.1 Action CR-3.1.1: Implement Colma Creek adaptation pilot. Develop a program to work with public and private landowners to decrease the risk of flooding by implementing engineered and nature-based shoreline protection projects in coordination with watershed management projects that reduce and/or store runoff during rainfall events and improve the condition of the flood plain. Medium Sustainability (CM) GOAL CR-4: The City minimizes the risk to life and property from seismic activity and geologic hazards in South San Francisco. Policy CR-4.1 Action CR-4.1.1: Conduct seismic assessments for municipal assets. Regularly complete seismic assessments of critical municipal buildings, facilities, and infrastructure. Develop locally specific seismic hazard maps to improve mapping resolution and support more informed and nuanced decision-making about development and hazard mitigation, particularly where other hazards like sea level rise compound the risk. High Building Division (ECD) Action CR-4.1.2: Continually update the Building Code for seismic and other hazard safety. Regularly update the City’s Building Code to incorporate current earthquake standards.High Building Division (ECD) Action CR-4.1.3: Maintain a soft-story buildings inventory. Maintain and regularly update a database of soft story / fragile housing.Medium Building Division (ECD) Action CR-4.1.4: Expand seismic retrofit incentive program expansion. Expand efforts to incentivize retrofits of buildings and other mitigation measures in seismic and geologic hazards zones. Explore developing a specific program to address seismic retrofit needs within South San Francisco’s affordable housing stock. Medium Building Division (ECD) 165 311SHAPE SSF: 2040 GENERAL PLAN310 COMMUNITY RESILIENCE 13 Policy Implementation Action Priority Primary Responsibility Policy CR-4.4 Action CR-4.4.1: Require site-specific soils and geologic reports for projects located in high-hazard areas. On a parcel-by-parcel basis, require that permit applications for projects located within areas susceptible to geologic hazards, as shown on Figure 43, prepare site-specific soils and geologic reports for review and approval by the City Engineer, and incorporation of the recommended actions during construction. High Planning Division (ECD) GOAL CR-6: A City prepared for the combined impacts of extreme heat and poor air quality. Policy CR-6.1 Action CR-6.1.1: Review and update funding programs for resilient building design. Review and update existing funding programs, such as the Property-Assessed Clean Energy program to promote climate-resilient design and retrofits. High Sustainability (CM) Action CR-6.1.2: Create a community engagement for weatherization programs. Develop a targeted outreach regarding weatherization assistance program for low-income households.Medium Economic Development and Housing Division (ECD) Policy CR-6.2 Action CR-6.2.1: Develop an early warning systems for heat and air quality. Develop early warning systems for heat and air quality alerts, in multiple languages and through culturally relevant media. Medium Fire Action CR-6.2.2: Work with utilities to prevent shutoff during extreme events. Work with Pacific Gas & Electric and Peninsula Clean Energy to prevent utility shutoff during extreme heat events.High City Manager Policy CR-6.3 Action CR-6.3.1: Identify heat island priority areas. Identify areas of greatest risk of urban heat island effect and target resources in these areas, including tree planting, cool roofs, and installation of cool pavement. Low Planning Division (ECD) Policy CR-6.4 Action CR-6.4.1: Prepare a cooling and warming centers distribution plan. Maintain the capability to operated cooling and warming centers equitably throughout the city when needed.Medium Fire GOAL CR-7: Strong coordination with regulatory agencies to ensure safe and effective remediation of hazardous and toxic materials. Policy CR-7.4 Action CR-7.4.1: Offer educational programing on hazardous materials disposal and pesticides. Continue to offer educational programming on the harmful effects and proper disposal of hazardous materials and pesticides and recommend alternatives that can be used at home and in businesses. Medium Maintenance and Operations Division (PW) PERFORMANCE METRICS PERFORMANCE METRIC: Shocks and stressors, including climate change in all City plans PERFORMANCE METRIC: Emergency preparedness and disaster response Target 100% of City plans address community resilience and climate change impacts CITY TO BEGIN TRACKING DATA AND PROVIDE IN THE FUTURE. Data Source All City departmental plans Target Train 500 individuals in emergency preparedness and disaster response techniques through the Community Emergency Response Team (CERT) Program CITY TO BEGIN TRACKING DATA AND PROVIDE IN THE FUTURE. Data Source CERT Program PERFORMANCE METRIC: Sea level rise and flooding projects completed PERFORMANCE METRIC: Resilient housing Target An increase in the number of sea level rise and flooding projects completed CITY TO BEGIN TRACKING DATA AND PROVIDE IN THE FUTURE.Data Source Capital Improvement Plan, development applications Target Increase the proportion of housing units that complete weatherization, energy efficiency, and retrofits, particularly in disadvantaged communities CITY TO BEGIN TRACKING DATA AND PROVIDE IN THE FUTURE. Data Source Building Permits 166 313 Green Buildings Clean Energy 313SHAPE SSF: 2040 GENERAL PLAN312 CLIMATE PROTECTION 14 312 SHAPE SSF: 2040 GENERAL PLAN CHAPTER 14ClimateProtection 14 PART IV: OUR ENVIRONMENT313167 SHAPE SSF: 2040 GENERAL PLAN314 CLIMATE PROTECTION 14 315 WHERE WE WANT TO BE IN THE FUTURE South San Francisco is an environmental leader in the region by acting decisively and inspiring other communities to eliminate greenhouse gas (GHG) emissions and adapt to climate change in a manner that is fair and equitable in consideration of diverse communities and geographies. The City achieves a 40% reduction in communitywide emissions by 2030 and carbon neutrality by 2045. The City continuously reduces energy and water use and minimizes the amount of waste sent to landfills. The City demonstrates leadership with high-performing sustainable municipal buildings, facilities, landscaping, and parks.Electric Vehicle ChargingHow Our Plan Gets Us There Climate change is an urgent concern confronting our world today. The burning of fossil fuels for transportation and energy, the primary driver of climate change,26 is already affecting San Mateo County today.27 Rising temperatures and heatwaves, flooding from extreme storms, and sea level rise are some of the climate-related challenges we face. The consequences of these hazards pose risks to life, safety, and critical infrastructure in South San Francisco, and threaten the physical, social, and mental well-being of our residents. The City recognizes the risks posed by climate change and aims to protect our natural resources and community, particularly those who have been historically marginalized, from the potential impacts and strives to build a more resilient city. The City affirms its commitment to combat climate change by establishing a carbon neutrality goal by 2045. Carbon neutrality is the state of balancing emissions of carbon dioxide with removal or by eliminating emissions from society altogether. The City will accelerate regional and local solutions to reduce GHG emissions through clean and active transportation systems, fossil-fuel free energy systems, green buildings, and zero waste solutions. The City has updated its Climate Action Plan (CAP) to reflect and enhance the General Plan. 26. U.S. Environmental Protection Agency (2020). Causes of Climate Change. <archive.epa.gov/epa/climate-change-science/causes-climate-change. html> 27. Ackerly, David, Andrew Jones, Mark Stacey, Bruce Riordan (2018). San Francisco Bay Area Summary Report. California’s Fourth Climate Change Assessment. Publication number: CCCA4-SUM-2018-005. PERFORMANCE METRIC Community Green House Gas (GHG) Emissions Target: 40% reduction in citywide GHG emissions by 2030 and carbon neutrality by 2045 PERFORMANCE METRIC Community energy use Target: Reduce energy use by at least 20% PERFORMANCE METRIC Community water use Target: Potable water use (in gallons per capita per day) consistent with the urban water suppliers’ efficiency standards that will be adopted in 2022 per Senate Bill 606 and Assembly Bill 1668 1 2 3 Performance Metrics Refer to page 333 to view a full list of Performance Metrics for this chapter. 2017 COMMUNITY GHG EMISSIONS: 609,452 MTCO2E 2017 ELECTRICITY USAGE: 489,460,969 KWH 2017 NATURAL GAS USAGE: 29,866,596 THERMS 2017 GPCD WATER USAGE 89 GALLONS PER CAPITA PER DAY 168 On-Road Transportation 44% Nonresidential Natural Gas 19% Nonresidential Electricity 13% Landfill Waste 10% Residential Natural Gas 7% O Road 4% Residential Electricity 3% Water and Wastewater 0.34% 44% 19% 13% 10%7%4% 0.34% 3% 317SHAPE SSF: 2040 GENERAL PLAN316 CLIMATE PROTECTION 14 KEY ISSUES AND OPPORTUNITIES Human emissions of carbon dioxide and other GHGs are unequivocally important drivers of global climate change. Climate is the long-term behavior of the atmosphere – typically represented as averages – for a given time of year. These barometers for climate averages over time include annual temperature, snowpack, and rainfall. Greenhouse gases trap heat in the atmosphere, resulting in warming over time. This atmospheric warming leads to other changes in the earth’s systems, including changing patterns of rainfall and snow, melting of glaciers and ice, and warming of oceans. South San Francisco is experiencing the effects of a changing climate. Both gradual climate change (e.g., sea level rise) and climate hazard events (e.g., extreme heat days) expose people, infrastructure, buildings and properties, and ecosystems to a wide range of stress- inducing and hazardous situations. These hazards and their impacts disproportionately affect the most sensitive populations in the city. The extent of climate change in the future depends in part on the amount of GHG emissions now and in the future. GHG emissions are driven by economic systems, land use patterns, transportation and energy systems, resource use, and other social, political, and economic factors. To mitigate the impacts of climate change, the City will reduce community wide GHG emissions with the goal of becoming carbon neutral by 2045. Aerial of East of 101 Source: "Aerial View of Coastline, East of 101" by Chiara Coetzee Community Greenhouse Gas Emissions This community wide GHG emissions inventory for South San Francisco captures the primary sources of emissions that can be reduced through local and regional government actions. This includes energy use in homes, businesses, vehicles, and off-road equipment; emissions from treating and delivering water; and emissions from materials that are thrown away. South San Francisco uses the inventory to better understand emission sources and trends and track progress towards meeting the carbon neutrality target. The City’s most recent community GHG inventory was conducted for calendar year 2017. South San Francisco tracks emissions as a mass total and per service population. Service population is the sum of population and jobs in the city. Greenhouse gas inventories identify where emissions are being generated. Figure 47 shows the breakdown of the communitywide emissions by sector. Transportation (44%) followed by energy use (41%) are the two largest contributors to emissions communitywide. Emissions in South San Francisco are measured in metric tons of carbon dioxide equivalent (MTCO2e). In 2017 communitywide emissions totaled 649,452 MTCO2e or 4.94 MTCO2e/ service population. Figure 47: 2017 South San Francisco GHG Inventory Car Parking Lot Source: 2021 Greenhouse Gas Inventory 169 SHAPE SSF: 2040 GENERAL PLAN318 14 319 CLIMATE PROTECTION Clean Energy Residential and nonresidential energy use including electricity and natural gas account for 41% of South San Francisco’s greenhouse gas emissions.28 These emissions are mainly driven by the burning of fossil fuel natural gas, which accounts for 60% of energy-related emissions in the city. The proportion of natural gas to overall energy use is expected to increase because the City has joined Peninsula Clean Energy (PCE), which supplies 100% carbon-free electricity to its customers. As of 2020, the communitywide participation rate in PCE is 96%. Clean grid electricity, including the installation of distributed energy resources (DERs) such as local solar projects, is a keystone effort being led by the State to achieve its climate goals. Senate Bill 100’s renewable portfolio standard will require that supplied energy not only be 100% carbon-free by 2045 but also 100% generated from renewable sources like wind solar, and local biogas. Additionally, having access to clean electricity makes supporting the transition to electric vehicles across South San Francisco more beneficial as well. Although transportation demand policies are addressed in the mobility element of the General Plan, transportation is the largest contributor to community emissions accounting for 44% of total emissions. Transportation is also projected to account for most emissions in 2040. To date, the City has adopted an Electric Vehicle Master Plan and is installing electric vehicle charging stations in public parking facilities. The City is also providing alternative transportation choices, including the Free South City Shuttle, and is currently developing an active transportation plan to encourage walking and biking. 28. Raimi + Associates. (2021). South San Francisco 2017 Greenhouse Gas Inventory. City Building with Solar Panels Electric Vehicle Charging Local Energy Generation Built Environment Buildings are the primary users of energy within the city and the main vehicle to reduce energy-related emissions. There are two main approaches to reduce emissions in buildings. The first is improved energy efficiency of new and existing buildings and the second is through the electrification of buildings. Electrification removes natural gas systems from buildings and uses electric alternatives to take advantage of the 100% carbon-free electricity provided by PCE. Aerial of East of 101 Source: "South San Francisco Aerial" by Dicklyon, licensed under CC BY-SA 4.0 170 321 CLIMATE PROTECTION 14 320 SHAPE SSF: 2040 GENERAL PLAN Existing Buildings Most building related emissions are attributable to the existing building stock, which is much less efficient than new construction due to its age and being built when building energy standards were nonexistent. Reducing emissions from existing buildings is critical to meeting emissions reduction goals. There are many challenges associated with improving the performance of existing buildings including costs, rental/ownership status and split incentives, and technological constraints. However, benefits include healthier indoor air quality, reduced energy use and lower utility bills, and more resilient building systems. Improving existing buildings in South San Francisco would focus on electrification and promoting existing energy efficiency programs offered by the utilities and prioritizing investment in the most disadvantaged neighborhood. New Construction South San Francisco is expected to grow economically and in population in the future, and this growth will result in the construction of new residential and commercial buildings. New construction is governed by the California Building Code and must meet the California Green Building Standards (CALGreen), which include requirements for energy performance. The building code is updated every three years to reflect industry best practices and increase the sustainability of new construction. However, to avoid developing greenhouse gas emitting buildings and infrastructure with useful lives beyond the City’s emissions reduction goals, the City will make enhanced green building the standard for all new construction and major remodels in SSF. Going beyond CALGreen includes promoting all-electric new construction for both residential and nonresidential buildings by adopting a reach code. New Construction in East of 101 Sub-Area Marti n B u i l d i n g i n D o w n t o w n Transportation There are two main levers to reduce emissions associated with transportation. The first is to clean vehicle miles traveled (VMT) through vehicle electrification and access to carbon-free electricity from PCE. Second, is to reduce VMT through transportation demand programs and policies. Although transportation related emissions are the largest contributor to total communitywide emissions, only transportation electrification or clean vehicle miles traveled (VMT) policies are included in this element as part of the clean energy and municipal goals. The Multimodal Mobility and Access Element includes policies related to the reduction of VMT, and the accompanying Climate Action Plan (CAP) will include those policies. Solid Waste Solid waste accounts for 10% of South San Francisco’s overall emissions. By consuming less materials and recycling and composting more, the community will be able to reduce the amount of waste sent to landfill and eventually become a zero-waste city.29 Specifically, diverting organic material including food waste is a crucial step to meeting long term goals, because organic materials produce methane, which is a more potent GHG than carbon dioxide. The State adopted Senate Bill 1383, the Short-Lived Climate Pollutants Act, that requires jurisdictions to divert 75% of food waste from landfills by 2025, and jurisdictions must also recover food waste that can be repurposed. Moreover, organics recycling can provide useful byproducts including compost and biogas, which can further reduce emissions and provide economic benefits. 29. Raimi + Associates. (2021). South San Francisco 2017 Greenhouse Gas Inventory. Karl Knapp Go EV program from Acterra at South San Francisco Public Library Solid Waste Bins 171 323SHAPE SSF: 2040 GENERAL PLAN322 CLIMATE PROTECTION 14 Water Water is a critical resource in California and South San Francisco. Regional water supplies are already being adversely affected by climate change induced drought and decreased snowpack. South San Francisco’s water supplier, California Water Service, meets 20% of the city’s demand with locally pumped groundwater.30 Climate change may impact local hydrology and affect natural recharge to the local groundwater aquifers and the quantity of groundwater that could be pumped sustainably over the long-term. Lower rainfall and/or more intense runoff, increased evaporative losses, and warmer and shorter winter seasons can alter natural recharge of groundwater. Although water related emissions in South San Francisco account for less than 1% of the communitywide total emissions, the ecosystem and quality of life benefits that reliable clean water provide are important to protect.31 Thus, reducing indoor and outdoor water use through fixture upgrades and climate-appropriate landscaping for both residential and nonresidential buildings will be considered in the General Plan. 30. California Water Service. (2021). 2020 Urban Water Management Plan South San Francisco District. Retrieved from https://www.calwater.com/docs/uwmp2020/SSF_2020_UWMP_ FINAL.pdf 31. Raimi + Associates. (2021). South San Francisco 2017 Greenhouse Gas Inventory. South San Francisco/San Bruno Water Quality Control Plant Climate Appropriate Landscaping Carbon Sequestration Carbon sequestration is the long-term removal of carbon dioxide from the atmosphere into the earth’s natural systems including trees, grasses, soils, and riparian areas, thereby slowing the accumulation of GHGs in the atmosphere. Since carbon sequestration involves habitats within the city, these topics are further explored as part of the General Plan’s Environmental and Cultural Stewardship Element. There are several forms of carbon sequestration, including planting trees, applying compost to open spaces, and restoring and protecting natural areas such as Colma Creek and Sign Hill. Carbon sequestration through the enhancement of natural systems provides many quality-of-life and resiliency co-benefits in addition to emissions reductions. For example, expanding the urban forest can help mitigate the urban heat island, improve air quality, provide traffic calming, and reduce energy use. Similarly, protecting open space can provide increased opportunities for outdoor recreation and promote biodiversity.Tree Planting Wetland Cleanup Compost Bin 172 325SHAPE SSF: 2040 GENERAL PLAN324 CLIMATE PROTECTION 14 Equity The policies outlined in this chapter provide numerous benefits to the community; however, it is important to ensure that these benefits are experienced equitably for all populations and geographic regions of the city. To achieve this equity goal, the City will consider equity implications in implementation. For example, incentives for building retrofits and electrification should be prioritized for disadvantaged communities. The City can also incorporate resiliency measures where appropriate to insulate the community from some of the most disruptive changes associated with climate protection. For example, to balance the higher cost of electricity versus natural gas, new more efficient electric appliances can be incentivized and paired with solar panels and battery storage, which offset more expensive peak electricity charges and provide power during emergencies. Furthermore, in line with the Equitable Community Services and Health and Environmental Justice Elements of the General Plan, outreach and education efforts related to climate protection outcomes will be presented in multiple languages including Spanish, Mandarin, and Tagalog, and for the differently abled. Implementation of policies will also focus on community members most impacted by climate change and pollutants, including those living and working in the sub-areas of Orange Park, Downtown, Sign Hill, Paradise Valley/Terrabay, El Camino Real, Lindenville, and East of 101. Solar Panel Installation Shape SSF Community Conversation Presentation in Spanish on Climate Adaptation and Safety City Leadership The ability to meet South San Francisco’s goals of mitigating carbon emissions and adapting to the effects of climate change will be demonstrated by City actions. The City will implement a series of actions that will both reduce carbon emissions from municipal operations and enhance resiliency. These actions include energy and water efficiency upgrades for City facilities, parks, and landscapes, sustainable new construction, the electrification of buildings and fleet vehicles, supporting electric vehicle adoption through charger installation, and the installation of resilience measures including solar plus storage projects. These policies will not only reduce emissions but create community benefits through leading by example. Complementing the vision and direction established in the General Plan, the City’s updated Climate Action Plan (CAP) is a key mechanism to promote and implement climate action. While the General Plan is a long-range policy document that maps out how the City of South San Francisco serves its community, the CAP represents the City’s program to the reduce greenhouse gas emissions in line with State targets, contributing to statewide efforts to address climate change. The CAP’s focus is on a shorter time scale from 1-10 years. Under the California Environmental Quality Act (CEQA), the CAP may also be used to streamline future development, allowing projects to rely on the implementation of CAP strategies to mitigate greenhouse gas impacts. The policies outlined in the General Plan mirror those that are included in the updated CAP. The CAP provides more detail about projected future communitywide emissions and emissions reduction targets, the potential greenhouse gas reduction potential of strategies, and implementation. The co- creation of the General Plan and CAP has allowed General Plan and CAP-related analyses to inform the development of both plans and create consistency across long-range planning documents. This consistency will create opportunities to streamline General Plan and CAP policy and program implementation by aligning climate goals with opportunities identified in the General Plan. City Hall Electric Vehicle Charging 173 327SHAPE SSF: 2040 GENERAL PLAN326 CLIMATE PROTECTION 14 POLICY FRAMEWORK South San Francisco BART Station GOAL CP-1: A carbon neutral community by 2045. INTENT: To maintain and regularly update the City’s Climate Action Plan and Greenhouse Gas Inventory with new and emerging practices. Policy CP-1.1: Maintain and update the Climate Action Plan. Maintain and regularly update the City’s Climate Action Plan to reduce greenhouse gas (GHG) emissions generated within the city. Ensure the City’s GHG emission target is consistent with California’s GHG reduction goals in order to be a qualified plan for California Environmental Quality Act (CEQA). Policy CP-1.2: Monitor progress towards carbon neutrality goal. Track and report progress towards achieving the City’s greenhouse gas reduction goal. Policy CP-1.3: Utilize innovative technologies to reduce emissions. Utilize new technologies as they become available to reduce greenhouse gas (GHG) emissions by regularly evaluating new and emerging technology changes that can help to reduce GHG emissions, and by encouraging the use of such technology when it is demonstrated to be effective at reducing GHG emissions and a fiscally responsible investment. Policy CP-1.4: Explore innovative pilot programs. Explore the potential for innovative greenhouse gas reduction pilot programs, including collaborations and partnerships, in each emissions sector (e.g., buildings and energy, transportation, solid waste, water, and carbon sequestration). Policy CP-1.5: Seek funding to support greenhouse emission reductions. Seek additional sources of funding to support implementation of greenhouse gas reduction projects, exploring grant funding, rebates, and other incentive opportunities Policy CP-1.6: Community education about greenhouse gas reduction incentives. Educate residents and businesses about opportunities to reduce greenhouse gas emissions through grant funding, rebates, and other incentive opportunities. GOAL CP-2: A resilient and fossil fuel free energy system. INTENT: To reduce energy related greenhouse gas emissions as well as improve local air quality and public health. Policy CP-2.1: Maintain Peninsula Clean Energy membership. Maintain City membership in Peninsula Clean Energy (PCE) and continue to work to maintain a high level of private property owner participation in PCE. Policy CP-2.2: Reduce emissions associated with natural gas infrastructure. Partner with the Pacific Gas and Electric Company to develop options for reducing greenhouse gas emissions associated with the existing natural gas grid. Policy CP-2.3: Develop community solar projects. Explore the development of community solar projects. Policy CP-2.4: Install energy resilience infrastructure. Provide energy resilience via back- up energy systems, microgrids, and other measures that serve the community during emergency events, particularly supporting disadvantaged communities, including considering creating a financial incentive program for existing and new solar/battery backup system installations. Policy CP-2.5: Coordinate with Pacific Gas and Electric Public Safety Power Shutoffs. Work with the Pacific Gas and Electric Company to minimize the impacts of Public Safety Power Shutoffs and to prevent utility shutoff during extreme heat events. 174 329SHAPE SSF: 2040 GENERAL PLAN328 CLIMATE PROTECTION 14 GOAL CP-3: Green buildings are the standard in South San Francisco for new construction and major renovations. Intent: To create sustainable high-performance buildings that operate using carbon-free electricity and consume fewer resources. Policy CP-3.1: Building code maintenance for new and major renovations (energy efficiency). Regularly update South San Francisco’s building codes to improve the energy performance of new construction and major remodels and to phase in requirements in predicable ways. Policy CP-3.2: Building code maintenance for new and major renovations (water efficiency). Regularly update the City’s building codes to improve the water efficiency of new construction and major renovation. Policy CP-3.3: Encourage the addition of battery storage. Establish a streamlined approval process for battery storage systems and reduce or eliminate permitting fees to encourage the addition of battery storage. Policy CP-3.4: Adopt Electric Vehicle charging reach code. Adopt higher electric vehicle charging requirements than CALGreen for multifamily and nonresidential new construction. For related policies and implementation actions related to landscape design standards, see Goal ES-5. GOAL CP-4: The performance of existing buildings in South San Francisco is improved. INTENT: To reduce energy and water use in existing buildings, which reduces greenhouse gas emissions and utility costs. Policy CP-4.1: Establish efficiency upgrade programs. Establish an energy and water efficiency upgrade program for existing buildings, focusing resources on the most disadvantaged communities. Policy CP-4.2: Prepare a Building Electrification Plan. Develop a date certain, phased-in Existing Building Electrification Plan to retrofit existing homes and businesses to all electric. Policy CP-4.3: Establish Graywater permitting. Establish a streamlined process for laundry-to- landscape graywater systems. Policy CP-4.4: Community education about energy and water incentives. Educate residents and businesses on available incentive opportunities to reduce energy and water use. For related policies and implementation actions related to landscape design standards, see Goal ES-5. GOAL CP-5: Improve the environmental efficiencies and performance of municipal buildings, facilities, landscaping, and parks in South San Francisco. INTENT: To promote the environmental health and capture economic co-benefits, the design, construction, and operations of all City-owned buildings and facilities including parks and landscapes to promote leadership in green building and site design practices. Policy CP-5.1: Require minimum of LEED silver rating or equivalent for new buildings. Require all new municipal buildings and facilities to meet a minimum LEED silver rating as certified by the US Green Building Council or equivalent green building rating system. Require feasibility studies for zero net energy use, on-site renewable energy generation, and on-site batteries. Policy CP-5.2: Benchmark environmental performance of municipal buildings and facilities. Regularly benchmark the environmental performance of municipal buildings, landscaping, parks and facilities. Policy CP-5.3: Municipal building retrofits and operational changes. To reduce operating and maintenance costs, use the benchmarking data to identify opportunities for environmental performance improvements through audits, retro-commissioning, and building retrofits. Policy CP-5.4: Require 75% waste diversion for municipal construction and demolition projects. Require municipal construction projects to achieve 75% waste diversion from the landfill. Policy CP-5.5: Energy resilience of municipal buildings. Require municipal building and facility new construction and major renovation projects to evaluate the feasibility of incorporating onsite batteries that store electricity from onsite renewable energy generation to supply the building and community with electricity in the event of a disaster. Policy CP-5.6: Electric vehicle chargers at municipal facilities. Seek opportunities to install additional electric vehicle chargers at suitable public facilities, including Downtown parking structures and community and regional parks. For related policies and implementation actions related to building and facility maintenance, see Goals ECS-3 and PR-8. GOAL CP-6: The City continues to divert organics from landfill in accordance with State targets. INTENT: To meet the requirements of SB 1383 Short-Lived Climate Pollutants Act and reduce greenhouse gas emissions related to landfilled waste as well as cultivate behavior change around resource consumption. Policy CP-6.1: Maintain and update Waste Reduction Plan. Maintain and regularly update the City’s waste reduction plans and programs to ensure consistency with California’s waste reduction goals. Policy CP-6.2: Educational outreach about waste diversion. Develop education and technical assistance programs to help all residents and businesses to compost and recycle. Policy CP-6.3: Modify waste rate structures. Explore modifying waste rate structures to encourage efficiency in future franchise agreements. Policy CP-6.4: Establish City green purchasing program. Establish a green purchasing program for City of South San Francisco. GOAL CP-7: The City increases carbon sequestration in public lands, in open spaces, and in the urban forest through marsh enhancement and tree planting. INTENT: To sequester carbon through the enhancement of natural systems and provide many quality-of-life and resiliency benefits in addition to emissions reductions. Policy CP-7.1: Protect and expand wetland habitat. Protect and expand existing marsh and wetland habitat to improve water quality, adapt to climate change, and provide habitat for wildlife. Policy CP-7.2: Expand tree canopy cover. Expand the canopy cover to increase environmental benefits, prioritizing disadvantaged communities and connected wildlife corridors. Policy CP-7.3: Enhance Colma Creek ecological corridor. Enhance Colma Creek as an ecological corridor, restoring creek ecologies and creating transitional habitat zones to build resilience and ecosystem services. Policy CP-7.4: Explore carbon farming. Explore compost application on available acres of appropriate open space. For related policies and implementation actions related to urban forests, landscape design and Colma Creek, see Goals ES-3, ES-4, and ES-5. 175 331SHAPE SSF: 2040 GENERAL PLAN330 CLIMATE PROTECTION 14 GOAL CP-8: The South San Francisco – San Bruno Water Quality Control Plant is a model for sustainable, resilient operations. INTENT: To reduce municipal operational greenhouse gas emissions as well as provide capacity for organics diversion and generate renewable biogas. Policy CP-8.1: Evaluate system efficiency. Continuously evaluate and, as appropriate, replace systems at the wastewater treatment plant to reduce energy use. Policy CP-8.2: Explore renewable biogas production. Explore additional capacity to generate, capture, and reuse biogas generated by the plant as power. Policy CP-8.3: Explore recycled water supply. Explore options for delivering non-potable, recycled water for cooling towers, processes, and irrigation in East of 101 (e.g., flow pipe water). For related policies and implementation actions related to mobility and reducing greenhouse gas emissions from the transportation sector, see Mobility and Access Chapter.Wet Weather & Digester Improvements Project Groundbreaking CeremonyIMPLEMENTATION ACTIONS Policy Implementation Action Priority Primary Responsibility GOAL CP-1: A carbon neutral community by 2045. Policy CP-1.1 Action CP-1.1.1: Update greenhouse gas reduction measures. Regularly (every 3-5 years) refine goals, policies, and actions designed to achieve the greenhouse gas reduction goal. Medium Sustainability (CM) Action CP-1.1.2: Establish greenhouse gas emission thresholds. Establish greenhouse gas (GHG) emission thresholds for use in evaluating non-exempt discretionary project consistent with the California Environmental Quality Act and require projects above that threshold to substantially mitigate all feasible GHG emissions and to reduce emissions below the established thresholds. High Planning Division (ECD) Policy CP-1.2 Action CP-1.2.1: Update the community greenhouse gas inventory every five years.Medium Sustainability (CM) Action CP-1.2.2: Prepare Municipal Greenhouse Gas inventory. Prepare an inventory of emissions from municipal operations, establish a greenhouse gas reduction target, and develop a work plan to reduce municipal emissions. High Sustainability (CM) GOAL CP-3: Green buildings are the standard in South San Francisco for new construction and major renovations. Policy CP-3.1 Action CP-3.1.1: Incentivize energy efficient new construction. Provide incentives to encourage new construction to exceed California’s Building Energy Efficiency Standards outlined in Title 24, Part 6. Medium Planning Division (ECD) Action CP-3.1.2: Require non-residential all-electric new construction. Adopt an ordinance (reach code) requiring all new nonresidential buildings to be all-electric and prohibit new gas infrastructure for new buildings. Exempt occupancies must install electric building systems (e.g., space and water heating equipment) where feasible. High Building Division (ECD) Action CP-3.1.3: Retrofit all-electric in existing buildings during major renovations. Require residential major renovations to retrofit to all-electric.High Building Division (ECD) Action CP-3.1.4: Require installation of photovoltaic panels. Require installation of photovoltaic panels on multifamily and nonresidential new construction.Low Building Division (ECD) Refer to the Implementation Matrix within the "Our Plan to Get There" chapter to view additional information regarding implementation actions such as timeframe and secondary department responsibilities. 176 333SHAPE SSF: 2040 GENERAL PLAN332 CLIMATE PROTECTION 14 Policy Implementation Action Priority Primary Responsibility Policy CP-3.2 Action CP-3.2.1: Require high-efficiency indoor water fixture. Require high-efficiency fixtures in all new construction, like CALGreen Tier 1 or 2.Low Building Division (ECD) Action CP-3.2.2: Update landscaping water requirements. Require all new landscaping to use low-water plants and efficient irrigation, planting native and non-native species that provide valuable resources for native wildlife. Medium Building Division (ECD) GOAL CP-4: The performance of existing buildings in South San Francisco is improved. Policy CP-4.1 Action CP-4.1.1: Energy audits for homes and businesses. Work with Peninsula Clean Energy, San Mateo County Energy Upgrade to provide free to low-cost energy audits.Medium Sustainability (CM) Action CP-4.1.2: Adopt Commercial Benchmarking ordinance. Adopt energy and water benchmarking ordinance for commercial buildings over 10,000 square feet to empower owners to control utility costs. Medium Building Division (ECD) Action CP-4.1.3: Retrocommissioning partnership. Work with PG&E to expand deep retrofit and retrocommissioning programs in South San Francisco.Medium Sustainability (CM) Policy CP-4.2 Action CP-4.2.1: Require electric panel upgrade at point of sale. Adopt an ordinance that requires electric panel upgrades upon sale and/or rental turnover.High Building Division (ECD) Action CP-4.2.2: Adopt Burnout Ordinance. Adopt a Burnout Ordinance that requires a gas appliance (e.g., stove or furnace) be replaced with an electric version when it stops working.High Sustainability (CM) GOAL CP-6: The City continues to divert organics from landfill in accordance with State targets. Policy CP-6.1 Action CP-6.1.1: Adopt a Zero-waste plan. Adopt an SB 1383 compliant zero-waste plan for municipal operations and the community that includes: • Mandatory residential and commercial recycling and collection of organics/food waste. • Mandatory commercial edible food recovery program (per MOU with San Mateo County Office of Sustainability). • Update trash enclosure space and access requirements based on hauler recommendations to accommodate all waste streams (e.g., recycling, trash, and organics). Medium Maintenance and Operations Division (PW) Action CP-6.1.2: SSF Scavenger partnership. Continue to work with SSF Scavenger to ensure implement waste reduction targets.Medium Maintenance and Operations Division (PW) Action CP-6.1.3: Establish waste reduction compliance pathways. Establish compliance pathways and enforcement mechanisms for mandatory organics and food waste diversion. High Maintenance and Operations Division (PW) PERFORMANCE METRICS PERFORMANCE METRIC: Community GHG emissions PERFORMANCE METRIC: Community water use Target 40% reduction in citywide GHG emissions by 2030 and carbon neutrality by 2045 2017 COMMUNITY GHG EMISSIONS: 609,452 MTCO2EData Source PG&E, Peninsula Clean Energy, California Water Service, CalRecycle, and California Air Resources Board Target Potable water use (in gallons per capita per day) consistent with the urban water suppliers’ efficiency standards that will be adopted in 2022 per Senate Bill 606 and Assembly Bill 1668 2017 GPCD WATER USAGE 89 GALLONS PER CAPITA PER DAY Data Source California Water Service PERFORMANCE METRIC: Community solid waste Target Zero waste by 2045 2017 SOLID WASTE: 89,136 TONS Data Source CalRecycle PERFORMANCE METRIC: : Community energy use Target Reduce energy use by at least 20%2017 ELECTRICITY USAGE: 489,460,969 KWH Data Source PG&E and Peninsula Clean Energy 2017 NATURAL GAS USAGE: 29,866,596 THERMS PERFORMANCE METRIC: Municipal GHG emissions Target Achieve carbon neutrality by 2045 Data Source Fleet vehicle inventory, employee commute, fuel purchases, PG&E, Peninsula Clean Energy, California Water Service, CalRecycle 177 335 History Culture Identity Urban Ecology 335 15 334 SHAPE SSF: 2040 GENERAL PLAN CHAPTER 15Environmental and Cultural Stewardship 15 PART IV: OUR ENVIRONMENTENVIRONMENTAL AND CULTURAL STEWARDSHIP 335178 SHAPE SSF: 2040 GENERAL PLAN336 ENVIRONMENTAL AND CULTURAL STEWARDSHIP 15 337 WHERE WE WANT TO BE IN THE FUTURE Existing ecological assets, including wetlands, urban forests, and open space corridors are protected and enhanced. San Francisco Bay and Colma Creek wetlands and marshes provide coastal protection and support regional ecology. Existing City parks and open spaces are managed to support wildlife. South San Francisco has a continuous and equitably distributed tree canopy to improve air quality, provide relief from rising temperatures, and increase connectivity between open spaces and meets the goals established in 2020 Urban Forest Master Plan. Impervious surfaces are reduced to decrease stormwater runoff, mitigate against urban heat islands, and support urban ecology. South San Francisco protects cultural resources for the contributions they make to the city’s history, culture, identity, and quality of life. Orange Memorial ParkHow Our Plan Gets Us There Ecological and cultural resources provide critical benefits to the residents of South San Francisco. They support healthy ecosystems, improve air and water quality, enhance public health, contribute to the identity and quality of life in the city, and help residents adapt to a changing climate. As South San Francisco grows, the City will foster urban ecology through open space planning and connectivity, habitat diversity, urban forestry, planting and vegetation, and land and vegetation management. The City will steward the San Francisco Bay, Colma Creek, Sign Hill, and San Bruno Mountain and will create an abundant, robust urban forest that supports vegetation and wildlife. The City will protect important cultural resources, including historic architectural, tribal cultural, and archaeological resources through identification, preservation, and education initiatives. PERFORMANCE METRIC Habitat Area Target: An increase in the acreage of habitat area for local flora and fauna PERFORMANCE METRIC A citywide tree canopy coverage of 22.6% by 2040 Target: All neighborhoods meet the canopy coverage target, prioritizing disadvantaged neighborhoods first PERFORMANCE METRIC Environmental stewardship programs Target: An increase in environmental stewardship education and interpretation programs and volunteerism 1 2 3 Outdoor Learning Activity on Sign HillPerformance Metrics Refer to page 361 to view a full list of Performance Metrics for this chapter. HABITAT AREA AS OF 2021: 426 ACRES 2040 Target 22.6% 2016 Data 8.7% Overall Tree Canopy CITY TO BEGIN TRACKING DATA AND PROVIDE IN THE FUTURE. 179 339SHAPE SSF: 2040 GENERAL PLAN338 ENVIRONMENTAL AND CULTURAL STEWARDSHIP 15 KEY ISSUES AND OPPORTUNITIES Environmental Resources South San Francisco and its surrounding area include many important natural features, such as the San Francisco Bay, San Bruno Mountain, and Colma Creek. These natural features act as landmarks establishing a strong sense of place and location within the community and provide significant opportunities to support urban ecology and biological resources. San Bruno Mountain San Bruno Mountain State Park Wetlands near East of 101 volunteer programs and youth wildlife camp. There is an opportunity to introduce the mountains to more elementary and middle schoolers. The General Plan provides the opportunity to better connect habitat areas and support biodiversity in the city. By continuing to develop a system of well-connected parks and open spaces; updating guidelines for landscape design and planting; discouraging the use of invasive non-native plantings; and better managing vegetation at parks and open spaces, the City can support biodiversity, improve air and water quality, improve public health, and adapt to a changing climate. There is an opportunity to implement multi-benefit nature-based projects along the San Francisco Bay shoreline and Colma Creek that improve resilience and restore ecosystems. These projects can include marsh and wetlands development, a new beach area, and riparian habitat open space along the San Francisco Bay. 32. San Mateo County Parks Department. 2008. San Bruno Mountain Habitat Management Plan. Retrieved from https://parks. smcgov.org/sites/parks.smcgov.org/files/documents/files/San%20Bruno%20Mountain%20Habitat%20Management%20 Plan%202008-1_0.pdf 33. San Bruno Mountain Watch. 2021. Retrieved from https://www.mountainwatch.org/ 34. City of South San Francisco. 2021. Retrieved from https://www.ssf.net/departments/parks-recreation/parks-division/sign- hill Habitat Types South San Francisco lies at the southern edge of the San Bruno Mountain and adjacent to the San Francisco Bay. Protected areas on San Bruno Mountain preserve expanses of native coastal grasslands, coastal scrub, riparian scrub, and oak woodlands. These habitats support a wide range of flora and fauna, including three federally listed endangered butterflies and a variety of rare plants.32 To the east of South San Francisco, expanses of tidal marsh, mudflats, ponds, and open water in South San Francisco Bay provide habitat for diverse wetland and aquatic wildlife. Figure 48 shows the existing habitat types. The San Francisco Bay also provides essential natural resources for migratory birds on the Pacific Flyway. While there are habitat areas adjacent to South San Francisco, the city consists almost entirely of developed areas. Pockets of parks and open space provide space for wildlife and humans alike. Colma Creek, San Bruno Creek, and Navigable Slough of San Bruno Creek provide connections between these open areas, and the city’s tree canopy supports wildlife and provides shade. The City is actively creating pollinator habitats in medians and landscapes to act as pollinator islands to give respite to wildlife going from the coastal range to San Bruno Mountain. Large infrastructure, like Highway 101, and urban development act as barriers separating the San Francisco Bay from the upper Colma Creek watershed and habitat areas on San Bruno Mountain. Figure 49 shows potential connectivity for species. South San Franciscans have a long history of stewarding the San Bruno Mountain and Sign Hill. In 1973, Betty Higgins, a Paradise Valley mother, helped create “The Committee to Save San Bruno Mountain.”33 Likewise Alphonse Seubert, who was a long-time resident of South San Francisco and an original member of the South San Francisco Beautification Committee, planted an estimated 5,000 trees on Sign Hill and helped develop the trails that are in use today.34 Pride and stewardship in the community is still active in South San Francisco; children and young adults now do their part in stewardship through high school capstones, student clubs, educational fieldtrips, City operated conservation and 180 341SHAPE SSF: 2040 GENERAL PLAN340 ENVIRONMENTAL AND CULTURAL STEWARDSHIP 15 San Bruno Mountain State & County Park NavigableSlough San Francisco Bay Ferry Terminal San Bruno Creek C o l m a C r e e k AirportBlvdChestnut AveE Grand Ave Grand Ave Oyster Point Blvd SAi rpor t Bl vd H il ls id e B l v d Forbes Blvd Gateway B lv d DNAWaySisterCitiesBlvd E l Ca mi n o R e a lJunipero Ser r a Bl vdW e s tb o roughBlvdC all a n B lv d H i c k e y B l v d SpruceA v e S Linden AveUtah AveSSpruceAveGellertBlvd §¨¦380 §¨¦280 ¬«35 ¬«82 £¤101 Unincorporated Area City of Pacifica City of San Bruno City of Colma City of Daly City City of Brisbane San Francisco International Airport °0 0.5 10.25 Miles !!!!!City of South San Francisco Unincorporated Area in City Sphere Ferry Terminal Caltrain Station Caltrain BART Station BART Highway Arterial Roads Local Roads City Parks and Joint Facilities Context Parks Waterbody Streams Major Protected Areas (CPAD) (>2 acres) Tree-Covered Area Major City-Owned Parks (>2 acres) Connectivity Sources: The California Protected Areas Database (2021); City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021). San Bruno Mountain State & County Park NavigableSlough San Francisco Bay Ferry Terminal San Bruno Creek C o l m a C r e e k AirportB lvdChestnut AveE Grand Ave Grand Ave Oyster Point Blvd SAirpor t Bl vd H il l s id e B lv d Forbes Blvd Gateway B lv d DNAWaySisterCitiesBlvd E l Ca mi n o R e a lJunipero Ser r a Bl vdW e s tb o roughBlvd C all a n B lv d H i c k e y B l v d SpruceA v e S Linden AveUtah AveSSpruceAveGellertBlvd §¨¦380 §¨¦280 ¬«35 ¬«82 £¤101 Unincorporated Area City of Pacifica City of San Bruno City of Colma City of Daly City City of Brisbane San Francisco International Airport °0 0.5 10.25 Miles !!!!!City of South San Francisco Unincorporated Area in City Sphere Ferry Terminal Caltrain Station Caltrain BART Station BART Highway Arterial Roads Local Roads Context Parks Waterbody Streams Protected Areas (CPAD) Estuarine and Marine Aquatic Resources Tidal Flat and Marsh Panne Tidal Marsh Existing Habitat Types Annual Grass Chamise-Redshank Chaparral Oak Woodland Coastal Scrub Eucalyptus Valley Foothill Riparian Saline Emergent Wetland Lacustrine Sources: The California Protected Areas Database (2021); California Aquatic Resource Inventory (2017); California Vegetation (2017); City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021). Existing Habitat and Protected Areas Figure 49: Connectivity Figure 48: Existing Habitat and Protected Areas Estuarine and Marine Aquatic Resources Existing Habitat Types Tidal Flat and Marsh Panne Annual Grass Eucalyptus Oak Woodland Saline Emergent Wetland Chamise Redshank Chaparral Valley Foothill Riparian Coastal Scrub Lacustrine Tidal Marsh Sources: City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021). Sources: The California Protected Areas Database (2021); California Aquatic Resource Inventory (2017); California Vegetation (2017); City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021). City of South San Francisco BART Station City Parks, Open Space, & Joint FacilitiesCaltrain Station Arterial Road Streams Unincorporated Area in City Sphere Protected Areas (CPAD) BART Context ParksCaltrain Local RoadFerry Terminal Station Highway Waterbody Major City-Owned Parks (>2 acres)Major Protected Areas (CPAD) (>2 acres) Tree-Covered Area Ecologically Sensitive Areas San Bruno Mountain State & County Park Navigable Slough San Francisco Bay Ferry Terminal San Bruno Creek C o l m a C r e e k AirportBlvdChestnut AveE Grand Ave Grand Ave Oyster Point Blvd SAi rpor t Bl vdH ills id e B lv d F o rbes Blvd Gateway B lv d DNAWaySisterCitiesBlvd E l Ca mi n o R e a lJunipero Ser r a Bl vdW e s tb o roughBlvdC a ll a n B l v d H i c k e y B l v d SpruceA v e S Linden AveUtah AveSSpruceAveGellertBlvd §¨¦380 §¨¦280 ¬«35 ¬«82 £¤101 Unincorporated Area City of Pacifica City of San Bruno City of Colma City of Daly City City of Brisbane San Francisco International Airport °0 0.5 10.25 Miles !!!!!City of South San Francisco Unincorporated Area in City Sphere Ferry Terminal Caltrain Station Caltrain BART Station BART Highway Arterial Roads Local Roads City Parks and Joint Facilities Context Parks Waterbody Streams Sources: City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021). Ecologically Sensitive Areas Ecologically Sensitive AreasFigure 50: Ecologically Sensitive Areas City of South San Francisco BART Station City Parks, Open Space, & Joint Facilities Caltrain Station Arterial Road StreamsUnincorporated Area in City Sphere BART Context Parks Caltrain Local Road Ferry Terminal Station Highway Waterbody Sources: The California Protected Areas Database (2021); City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021).181 Navigable Slou g h Twelve-Mile Creek Twelve-Mile Creek T welve-Mil e Creek Twelve-M i l e C r eek S p ru ce CreekFlood C o n t r o l Z o n e Potential Channel Improvement Orange Memorial Park Regional Stormwater Capture Project C o l ma C r e e k Colm a Creek C o l ma C r e e k Colma Creek Colma Creek Colma Creek Colma Creek Col ma Cr eek Colma Creek Continues Northwest 15 342 SHAPE SSF: 2040 GENERAL PLAN Colma Creek Watershed A critical feature in South San Francisco, Colma Creek is located between San Bruno Mountain and the San Andreas Fault; it drains an area of 16.6 square miles as a single waterway at the center of the valley. Colma Creek is a perennial stream within the watershed that trends in a southeasterly direction through the center of the city and is the community’s main natural drainage system. The headwaters of Colma Creek originate from San Bruno Mountain located to the north of the city.35 There are two main tributaries to Colma Creek within the city: Twelve Mile Creek and Spruce Creek. Spruce Creek flows northeast in the vicinity of Spruce Avenue to its confluence with Colma Creek near Spruce Avenue. Both tributary creeks have been entirely channelized, and in many areas have been constructed underground. Twelve Mile Creek flows northeast to its confluence with Colma Creek, approximately 500 feet south of the Mission Road/Chestnut Avenue intersection. At the end of the 19th century, South San Francisco was established next to marshland and a micro delta where Colma Creek met the San Francisco Bay. In the 20th century, the city urbanized over the natural system with industrial land creating “The Industrial City” and the associated road and rail infrastructure. 35. San Mateo County Department of Public Works. 2019. Retrieved from https://publicworks.smcgov.org/watersheds-san-mateo-county. 36. Hassel+. 2018. Resilient South City. Retrieved from: http://www. resilientbayarea.org/resilient-south-city ENVIRONMENTAL AND CULTURAL STEWARDSHIP 343 Since the establishment of the Colma Creek Flood Control Zone in 1964, the urbanization of the Colma Creek watershed saw peak storm water flow steadily increase. The establishment of the Flood Control Zone in response to regular flooding in the sections of the creek downstream from Orange Memorial Park led to Colma Creek being culverted over up until 2006. Currently several sections of the creek are now restrained by concrete flood control walls raised above street level.36 Many of the areas around Colma Creek are existing or former industrial uses and present a potential risk for hazardous materials spilling into the watershed and San Francisco Bay. The San Mateo County Flood and Sea Level Rise Resiliency District (formerly the San Mateo County Flood Control District) contributes to the management of flood risk along Colma Creek. San Bruno Creek, which originates in the City of San Bruno, flows north through the southern portion of the City of South San Francisco, and drains into the Bay in the same spot as Colma Creek. A navigable slough is located south of Colma Creek in the southeastern portion of the city. 182 345SHAPE SSF: 2040 GENERAL PLAN344 ENVIRONMENTAL AND CULTURAL STEWARDSHIP 15 Flora & Fauna The city’s natural and urbanized habitats provide areas to support a wide variety of wildlife and plant species. Recent surveys found over 40 sensitive plant species in the city, including eight federally listed species. These include Franciscan manzanita, Presidio manzanita, robust spineflower, beach layia, San Francisco lessingia, white-rayed pentachaeta, California seablite, and two-fork clover. There are six plant species that are State listed species and include: Presidio manzanita, beach layia, San Francisco lessingia, white-rayed pentachaeta, San Bruno Mountain manzanita, and Pacific manzanita. Recent surveys found 31 sensitive wildlife species recorded throughout the city. This list includes eight federally listed species, including the San Bruno elfin butterfly, tidewater goby, Bay checkerspot butterfly, mission blue butterfly, California Ridgway’s rail, California red-legged frog, callippe silverspot butterfly, and San Francisco gartersnake. Another five species are State listed species and include California Ridgway’s rail, San Francisco gartersnake, California black rail, bank swallow, and longfin smelt. Other non-listed species are given special-status or are fully protected under the California Fish and Game Code and include Alameda song sparrow, American peregrine falcon, and Townsend’s big-eared bat. The listed and special-status wildlife and plant species are most likely to be found in the riparian and estuary areas around San Francisco Bay, in the open spaces and hills on San Bruno Mountain and on Sign Hill , and possibly within the city’s existing parks. A few of these wildlife species, such as birds and bats, may find suitable nesting habitat within buildings and other human-made structures. Sign Hill Native Grassland California Red Legged Grog Source: "California Red Legged Frog" by Flow Gardipee/ USFWS, licensed under CC BY 2.0 Calippe Silverspot Butterfly Surface Water Surface water quality is impacted by two types of discharges: point sources and non-point sources. Discharges into surface water from a fixed point is a point source. For example, discharges from an industrial facility and municipal wastewater systems are considered point source discharges. Non-point source discharges to surface water include runoff from streets and urban areas that enter the stormwater system during storm events. Stormwater runoff in the city is collected in storm drains and discharged into Colma Creek or the San Francisco Bay. Some stormwater runoff infiltrates into the ground; however, due to the large amount of impervious surfaces within the city, much of the stormwater flows over land and into existing storm drains. The City maintains all stormwater system facilities within the public right of way and adopted drainage easements within the City limits.37 As part of the Capital Improvement Program, the City is completing a stormwater capture project at Orange Memorial Park to divert, treat, and store dry-weather urban runoff and wet-weather runoff from the Colma Creek channel. A portion of the treated water is being utilized for irrigation of Orange Park, Centennial Way, and the new Civic Campus, preserving millions of gallons of drinking water annually. A portion of the water will restore groundwater . In 2019, the City adopted a Green Infrastructure Plan that establishes guidelines for integrating green infrastructure measures into the city in combination with conventional storm drain system (gray) improvements to manage runoff from storm events. This plan will create a more resilient and sustainable stormwater system that reduces runoff volumes and improves runoff water quality protecting ecology. Section 303(d) of the Clean Water Act requires States to identify waters that do not meet the water quality standards or objectives and thus, are considered “impaired.” Colma Creek and the San Francisco Bay are listed on the Section 303(d) list of the Clean Water Act.38 Orange Memorial Park Regional Stormwater Capture Project Storm Drain Orange Memorial Park Regional Stormwater Capture Project 37. BTC–Batis Training and Consulting. 2014. City of South San Francisco Sewer System Master Plan. Page 4. 38. San Francisco Regional Water Quality Control Board. 2017. 2016 California List of Water Quality Limited Segments Addressed by Actions Other Than TMDLs. 183 °0 2.5 51.25 Miles Parks and Open Spaces Waterbody Sources: City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021). South San Francisco District Groundwater Basin Map (Relevant to South San Francisco) Visitacion Valley Basin San Francisco Bay Source: 2020 Urban Water Management Plan South San Francisco District Pacific OceanWestside Basin Westside Basin 347SHAPE SSF: 2040 GENERAL PLAN346 ENVIRONMENTAL AND CULTURAL STEWARDSHIP 15 Ground Water South San Francisco is located within the boundaries of the Westside and Visitacion Valley Groundwater Basins. The Bayshore Water District of the California Water Service extracts groundwater from the Westside Basin from five wells located within the service area. Groundwater has historically supplied 20% of the Bayshore Water District’s water demand.39 Climate change may impact local hydrology and affect natural recharge to the local groundwater aquifers and the quantity of groundwater that could be pumped sustainably over the long-term. Lower rainfall and/ or more intense runoff, increased evaporative losses and warmer and shorter winter seasons can alter natural recharge of groundwater. Salinity intrusion into coastal groundwater aquifers due to sea level rise could interfere with local groundwater uses. Furthermore, additional reductions in imported water supplies would lead to less imported water available for managed recharge of local groundwater basins and potentially more groundwater pumping in lieu of imported water availability.40 The area southwest of Colma Creek is underlain by a portion of the San Mateo Groundwater Basin, which stretches from Daly City to Menlo Park. Groundwater flows easterly from Lake Merced in San Francisco toward the San Francisco Bay. Much of the alluvium that underlies the lowland areas of the City of South San Francisco is capable of transmitting groundwater, especially in the southwestern portion of the city. Recharge (percolation back to the water table) is generally concentrated in the immediate near-stream areas where open space is present. Groundwater quality may be impacted by former industrial uses and areas of unconfined waste disposal. 39. California Water Service. 2021. 2020 Urban Water Management Plan South San Francisco District. Retrieved from https://www.calwater.com/docs/uwmp2020/SSF_2020_UWMP_ FINAL.pdf 40. California Water Service. 2021. 2020 Urban Water Management Plan South San Francisco District. Retrieved from https://www.calwater.com/docs/uwmp2020/SSF_2020_UWMP_ FINAL.pdf San Francisco Bay Ferry Oyster Point Marina Harbors and Fisheries In 1977, the San Mateo County Harbor District assumed operational control over the Oyster Point Marina and Park. The Joint Powers Agreement between the San Mateo County Harbor District and the City of South San Francisco gave the Harbor District the authority to improve and complete construction of a recreational marina while retaining the berthing and other related fees. A Joint Powers Agreement in 2018 replaced the original joint powers agreement and will be in effect until at least 2033, which allows for the continued operation and management of the marina, and additional landside maintenance obligations for the City.41 The Harbor District Master Plan provides a comprehensive guide that will define the best possible use of its land and water resources and in identifying and achieving capital improvement projects. The Harbor District Master Plan balances resource protection, coastal access, sustainable infrastructure, coastal-dependent businesses, and active and passive public recreation. 41. San Mateo County Harbor District. 2021. Oyster Point Marina/Park Agreements with the City of South San Francisco. Retrieved from https://www.smharbor.com/oyster-point- marina-park-agreements-with-the-city-of-south-san-francisco 184 349SHAPE SSF: 2040 GENERAL PLAN348 ENVIRONMENTAL AND CULTURAL STEWARDSHIP 15 Cultural Resources In the City of South San Francisco, cultural resources often take the form of buildings, structures, sites, and landscapes that are important to the history of the city. There may also be archaeological sites or locations that are important to the history and identity of Native American tribes who lived or traveled through this region along San Francisco Bay. This section provides a summary of the cultural resources in the city. Mural at Caltrain Station South San Francisco Woman's Club Categories of Cultural Resources Cultural resources are buildings, objects, features, structures, sites, or landscapes with historic or pre-historic value. Cultural resources typically include properties that have been determined to be associated with important events, important persons, excellence in architecture or master architects, or archaeological sites and objects such as Native American artifacts discovered in the city. Specifically, cultural resources can be categorized in one of the following groups: Architectural Resources Historic, built-environment resources are associated with the recent past. In California, historic resources are typically associated with the American periods in the State’s history. Archaeological Resources Archaeology is the study of artifacts and material culture with the aim of understanding human activities and cultures in the past. Archaeological resources may be associated with prehistoric indigenous cultures as well as later periods of California’s history. Tribal Cultural Resources Tribal cultural resources include sites, features, places, or objects that are of cultural value to one or more California Native American Tribes. Burial Sites and Cemeteries Burial sites and cemeteries are formal or informal locations where human remains have been interred. Metropolitan Hotel Union Hotel 1906 Source: http://bitsofhistory.plsinfo.org/ thumbnailtext.asp?offset=470&id=694 185 San Br un o Mountain State & Count y Park San F rancisco Bay Ferry Term ina l San Bruno Creek C o l m a C r e e k AirportBlvdChestnut AveE Grand Ave Grand Ave Oyste r Po int B lv d SAi rpor t Bl vdH ills id e B lv d F o r bes B lvd Gateway B lv d DNAWaySisterCitiesBlvd E l Ca mi n o R e a lJunipero Ser r a Bl vdW e s tb o roughBlvdC a ll a n B l v d H i c k e y B l v d SpruceA v e S Linden AveUtah AveSSpruceAveGellertBlvd §¨¦380 §¨¦280 ¬«35 ¬«82 £¤101 Unincorpora ted Area City of Pacifica City of San Bruno City of Colma City of Daly City City of Brisbane San Francisco International Airport °0 0.5 10.25 Mile s !!!!!City of S outh Sa n Franc isco Unin corp ora ted Area in City Sphere Ferry T erminal Ca ltrain Sta tion Cal train BART S tati on BART Hi ghway Arterial Roads Loca l Roads Ci ty Parks and Joint Fa cilit ies Con text Parks Wat erbody Sources: City of Sout h San Francisco (2019); County of San Mat eo (2019); ESRI (2021). Bank of South San Francisco42 Metropolitan Hotel43 Grand Avenue Library Sign Hill 351SHAPE SSF: 2040 GENERAL PLAN350 ENVIRONMENTAL AND CULTURAL STEWARDSHIP 15 Historic Architectural Resources The South San Francisco Land and Improvement Company designed a company town to attract industries and workers to South San Francisco, facilitating the city's growth and its incorporation in 1908. The city maintains a diversity of historic buildings and structures, constructed of a variety of materials. The earliest buildings were constructed of wood or brick, were modest in size, and most were vernacular interpretations of architectural styles popular at the time of their construction. Corrugated metal was commonplace for industrial facilities, and stucco became the preferred exterior finish, beginning from the 1920s through the 1940s. Two National Register of Historic Places (NRHP)-listed properties are located within the city: the Martin Building located at 265 Grand Avenue (also known as the Metropolitan Hotel) and the South San Francisco Hillside Sign. These two properties are also the only resources listed on the California Register of Historic Places (CRHP). South San Francisco also recognizes 40 designated Historic Landmarks that are considered cultural resources. An additional number of properties in South San Francisco have been determined eligible for listing in the National Register, California Register, or City Designated Landmark through the CEQA process. These listed properties encompass a broad range of building types and styles, including residential homes, commercial buildings (Mexico Tipico, Bank of South San Francisco), institutional buildings (City Hall, Grand Avenue Library), industrial facilities (South City Lumber), and commemorative monuments and features (Donors Sidewalk of Names, Martin Memorial Fountain). The Grand Avenue Commercial Historic District has been identified as a locally significant resource. Addressing cross-cultural acknowledgment of the importance of historic resources in retaining the city’s “sense of place” is an important consideration in the General Plan. South San Francisco is multicultural, and the city celebrates its diverse cultural, ethnic, and religious communities. However, the City faces the challenge of retaining and preserving historic resources, and property owners face financial challenges to maintain historic resources. The costs of maintaining older buildings, particularly historic buildings, are greater than newer structures. For example, if a property owner makes repairs to a historic structure, a property owner may require additional consultation with the City, architects, and other cultural resources professionals. In addition, some of the maintenance costs in and of themselves can be expensive, such as duplicating architectural details to maintain the integrity of a historic resource. Archaeological and Tribal Cultural Resources Archaeological resources span both historic and prehistoric periods and differ from built environment cultural resources in that they are largely sub-surface, and are most often encountered by pedestrian survey, archaeological testing, or during project-related ground disturbance. Tribal Cultural Resources are sites, features, places, cultural landscapes, sacred places, and objects with cultural value to a California Native American tribe. The locations of known archaeological resources within the city must be kept confidential and cannot be disclosed to the public. Consultation with local stakeholders, including tribal authorities, on the location, nature, and mitigation required to protect these non-renewable resources, constitutes a vital part of the planning process. Development within areas with known archaeological resources is a critical challenge. Some of South San Francisco’s known archaeological resources are located within areas undergoing development, such as Terrabay and El Camino Real. If not identified and protected during project design or ground disturbing activities, development in areas with known archaeological resources could result in the loss of these resources. Historical Landmarks in South San Francisco 42. http://bitsofhistory.plsinfo.org/thumbnailtext.asp?%20%20 bofhsearchbox=bank+of+south+san+francisco&Submit=Submit&id=559 43. http://bitsofhistory.plsinfo.org/thumbnailtext.asp?%20%20 bofhsearchbox=metropolitan+hotel&Submit=Submit&id=633 186 353SHAPE SSF: 2040 GENERAL PLAN352 ENVIRONMENTAL AND CULTURAL STEWARDSHIP 15 POLICY FRAMEWORK Bay Trail GOAL ES-1: The City supports nature in South San Francisco to encourage healthy ecosystems, improve air and water quality, improve public health, and adapt to a changing climate. INTENT: To foster urban ecology in South San Francisco including open space and connectivity, habitat diversity, urban forestry, planting and vegetation, and land and vegetation management. Policy ES-1.1: Develop a connected open space network. Continue to develop a system of well- connected parks and open spaces to support biodiversity, enable the movement of wildlife, and increase climate resilience. Policy ES-1.2: Strive for habitat diversity across the city. Strive for habitat diversity ranging from coastal wetlands and marshes to upland habitats. Policy ES-1.3: Create a connected network of wildlife corridors. Transform Colma Creek, implement the City’s Urban Forest Master Plan, and manage the Bay Trail and Centennial Way to create a connected network of wildlife corridors. Policy ES-1.4: Plant for biodiversity. Discourage the use of invasive non-native plantings in landscape areas across the city, working with regional agencies and local nurseries to educate residents and employers in removing non-native plant species and instead using native species. Policy ES-1.5: Conduct equity assessments for conservation efforts. Assess conservation efforts for distributions of benefits and burdens to diverse and marginalized communities (both geographically bounded and identity-based), including implications for environmental and public health. Engage communities in decision-making about programs and priorities. For related policies and implementation actions related to urban forestry, landscape design, and recreational programming about ecology and environmental stewardship, see Goals ES-4, ES-5, and PR-9. GOAL ES-2: South San Francisco is a steward of the San Francisco Bay and its habitat. INTENT: To protect the San Francisco Bay and expand habitat through development standards and bird safe design. Policy ES-2.1: Protect marsh and wetland habitat. Protect and expand existing marsh and wetland habitat to improve water quality, adapt to climate change, and provide habitat for wildlife. Policy ES-2.2: Maintain development standards adjacent to the San Francisco Bay to support habitat. Maintain standards and guidelines for new construction within 150 feet of San Francisco Bay that support the health of the Bay. This policy includes: • Requiring no net new impervious areas. • Maintaining (or increasing) building setbacks to support habitat areas and adaptation. • Requiring new construction to construct bioswales or similar features to treat runoff before it enters the Bay. • Requiring low intensity lighting to reduce the amount of light reaching sensitive habitat. • Using a planting palette consisting of native species and species that provide valuable resources for native wildlife; and • Requiring an assessment as part of the California Environmental Quality Act (CEQA) process to consider wildlife impacts before project approval to continue to protect special status of species. 187 355SHAPE SSF: 2040 GENERAL PLAN354 ENVIRONMENTAL AND CULTURAL STEWARDSHIP 15 GOAL ES-3: Colma Creek is an ecological corridor that supports community resilience and livability. INTENT: To meet a series of overlapping objectives that reduce flooding, protect against sea level rise, increase shoreline access and active mobility, improve water quality, and restore biodiversity in the city. Policy ES-3.1: Enhance Colma Creek as an ecological corridor. Enhance Colma Creek as an ecological corridor, restoring creek ecologies and creating transitional habitat zones to build resilience and ecosystem services. Policy ES-3.2: Co-locate park and open space patches along Colma Creek. Co-locate park and open space features along Colma Creek to create opportunities for green infrastructure and patches for natural habitat. Policy ES-3.3: Maintain development standards along Colma Creek to support habitat. Maintain development standards and guidelines for new construction within 80 feet that support urban ecology and ecosystem resilience. Provide project applicants with a process for exemptions and/or offsets under limited circumstances. Standards include: • Requiring no net new impervious areas. • Maintaining (or increasing) building setbacks to support habitat areas. • Encouraging new construction to construct bioswales or similar features to treat runoff before it enters the creek: • Using a planting palette consisting of native species and species that provide valuable resources for native wildlife. Policy ES-3.4: Implement stormwater management throughout the Colma Creek watershed. Continue to implement stormwater management practices across the Colma Creek watershed, such as the Orange Memorial Park Stormwater Capture Project to improve water quality and increase trash capture. Policy ES-3.5: Maintain stormwater management partnerships. Continue to develop public and private partnerships with agencies, developers, and non- profits to fund Colma Creek transformation. For related policies and implementation actions related to Colma Creek ecology and resilience, see Goal CR-3. GOAL ES-4: An abundant, robust urban forest that contributes to South San Francisco’s quality of life as it combats the effects of climate change. INTENT: To enhance South San Francisco’s environmental quality and the mental and physical health of its residents, while bringing significant economic benefits through increased property values. To make the city more resilient to the impacts of climate change and provide habitat for wildlife. Policy ES-4.1: Expand tree canopy cover. Expand canopy coverage to increase environmental benefits, prioritizing disadvantaged communities and connected wildlife corridors. Policy ES-4.2: Avoid tree removal. Avoid removing trees whenever possible. When removals are warranted, replace each removed tree with three new trees. Policy ES-4.3: Support the staged succession of tree planting. Plan in advance to remove and replant trees to guide tree planting priorities and help shape the character of the city. Policy ES-4.4: Plan for tree planting to promote tree health. Plan for trees before planting to promote the health and longevity of individual trees, reduce mortality/tree removals, and improve habitat for wildlife. Establish a design standard for minimum soil depth to facilitate robust tree growth. Policy ES-4.5: Promote good tree maintenance. Promote good maintenance practices for trees on private property by educating the public about tree care and certified professional tree workers. Policy ES-4.6: Support education and engagement about the urban forest. Increase support for the enhancement of the urban forest through forestry programing, information distribution, and advocacy groups. Policy ES-4.7: Enforce the Tree Preservation Ordinance. Increase communication with code enforcement to increase enforcement of tree preservation ordinance. Consider adjustments to the code and fine structure to improve Ordinance implementation. GOAL ES-5: Landscape design standards for new development enhance habitat quality, reduce water use, and support a diverse ecosystem. INTENT: To discourage the use of invasive, non-native plantings in landscape areas across the city, encourage waterwise planting, and encourage innovation and ecosystem resilience in landscape design. Policy ES-5.1: Remove invasive species. Prohibit invasive species identified on the California Invasive Plant Council list in new construction and landscape renovations. Policy ES-5.2: Control and manage invasive plants found on site. Use best management practices during construction and subsequent site maintenance to manage and control invasive species found on site, including clearing infested areas prior to construction, planting native seed from a local source, and avoiding seed dispersal through construction equipment use. Policy ES-5.3: Use a waterwise planting palette during new construction. During new construction and landscape renovations, prioritize xeriscaping, low-water- use plants, and native plants, minimizing the total area of high-water-use plants (e.g., turf and water features). Policy ES-5.4: Preserve native plants during construction. During new construction or landscape renovations, preserve portions of a lot largely occupied by native species. Replace non-native vegetation with natives except when the non-native vegetation support habitat particularly useful to native wildlife. Policy ES-5.5: Plant using a multi-layered cluster to support wildlife. Design plantings in multi-layered clusters, placing groundcover, shrub, and tree canopy layers in the same area to support wildlife. Policy ES-5.6: Create pollinator habitats in medians and landscapes. Continue to create pollinator habitats in medians and landscapes to act as pollinator islands to give respite to wildlife going from the coastal range to San Bruno Mountain. Policy ES-5.7: Discourage herbicide and pesticide use. Discourage the use of herbicides and pesticides. Policy ES-5.8: Design irrigation systems for water conservation. Install weather- or soil moisture-based irrigation controllers in all new development. Cluster plants together with similar water requirements to conserve water. Use the Water Use Classification of Landscape Species (WUCOLS) ratings to establish watering needs. Policy ES-5.9: Encourage alternative irrigation water sources. Encourage on-site rainwater harvesting and graywater systems for irrigation. Periodically study feasibility for delivering non-potable, recycled water from the South San Francisco - San Bruno Water Quality Control Plant, Orange Memorial Park Stormwater Capture Project, or similar. 188 357SHAPE SSF: 2040 GENERAL PLAN356 ENVIRONMENTAL AND CULTURAL STEWARDSHIP 15 GOAL ES-6: Threatened and endangered wildlife and plant species thrive in South San Francisco. INTENT: To maintain inventories of, assess the impacts of new development on, and build community collaborations that support endangered wildlife and plant species, as well as ecologically sensitive habitats. Policy ES-6.1: Catalog wildlife and plant inventories. Continue to catalog and update information on threatened and endangered species in the review of project proposals. Policy ES-6.2: Conduct wildlife and plant assessments for new development. Require assessments for new developments in areas that could impact threatened or endangered species. Policy ES-6.3: Conduct site-specific assessments for new development in ecologically sensitive habitat areas. On a parcel-by-parcel basis, require that permit applications for projects located within ecologically sensitive habitat areas, as shown on Figure 50, prepare site-specific biological assessments for review and approval by City Planning staff, and incorporation of the recommended measures during construction to protect ecologically sensitive habitat areas. Policy ES-6.4: Manage and conserve natural areas at risk. Actively manage natural areas and landscapes threatened by human intervention and invasive species. GOAL ES-7: The City increases stormwater infiltration and reduces the amount of pollutants entering the stormwater system. INTENT: To promote the equitable distribution of green infrastructure in South San Francisco to improve human and watershed health, San Francisco Bay fisheries, and wildlife habitat, and to reduce the negative impacts of climate change. To couple with policies and implementation actions related to the urban forest, which filters pollutants, stores water in canopy, and helps keep stormwater flow rates manageable. Policy ES-7.1: Develop and implement comprehensive watershed management strategy. Partner with regional and local agencies to develop a comprehensive watershed management strategy that identifies programs, partnerships, actions, and incentives that the City and partners can take to protect the city’s water resources and aquatic areas. Collaborate with regional agencies and neighboring jurisdictions to manage stormwater, reduce impervious surfaces, and improve water quality in the Colma Creek watershed. Policy ES-7.2: Integrate green infrastructure in City projects. Integrate green infrastructure strategies into city-owned landscapes to improve water quality and reduce the need to irrigate landscapes. Policy ES-7.3: Require stormwater management practices for new and redevelopment projects. Continue to require new development and redevelopment projects to meet federal, state, regional, and local stormwater requirements, including site design, stormwater treatment, stormwater infiltration, peak flow reduction, and trash capture. Policy ES-7.4: Encourage pervious surfaces. Encourage pervious surfaces in new developments. For related policies and implementation actions related to urban forestry, see Goal ES-4. GOAL ES-8: Clean and sustainable groundwater. INTENT: To promote sustainable city practices that alleviate water shortages and ensure access to a clean and sustainable groundwater supply. Policy ES-8.1: Optimize groundwater recharge in new development. Continue to optimize groundwater recharge from new and redevelopment projects by infiltrating stormwater in accordance with State, regional, and local requirements. Policy ES-8.2: Implement potable water demand reduction measures. Continue to update and implement the South San Francisco Urban Water Management Plan demand reduction measures to reduce groundwater pumping in the Westside Basin and to increase resilience to climate change. For related policies and implementation actions related to urban forestry, see Goal ES-4. GOAL ES-9: Protect important historic architectural resources for the aesthetic, educational, economic, and scientific contribution they make to South San Francisco’s identity and quality of life. INTENT: To help preserve, enhance, and educate the community about South San Francisco’s historic architectural resources through regular inventories, resource identification, adaptive reuse, and development site surveys. Policy ES-9.1: Maintain a Historic Resources Inventory. Maintain and update a Historic Resources Inventory at regular intervals to promote awareness of these community resources and as a tool to further their preservation. Give priority to identifying and establishing Historic Districts. Policy ES-9.2: Identify historic resources. Encourage the voluntary identification, conservation, and re-use of historical structures, properties, and sites with special and recognized historic, architectural, or aesthetic value. Policy ES-9.3: Encourage adaptive reuse of historic resources. Encourage historic resources to remain in their original use whenever possible. The adaptive use of historic resources is preferred, particularly as inns, vacation rentals, light commercial use, museums, educational facilities, or visitor-serving uses, when the original use can no longer be sustained. Policy ES-9.4: Protect hardscape and cultural landscape elements. Protect and preserve historic sidewalk stamps, street signs, lampposts, street trees, and other hardscape and cultural landscape elements, in addition to designated historical buildings, structures, and sites that contribute to the historic character of a neighborhood, and the city. Policy ES-9.5: Require historic surveys as part of development project requirements. Require the submittal of historic reports and surveys prepared as part of the environmental review process. 189 359SHAPE SSF: 2040 GENERAL PLAN358 ENVIRONMENTAL AND CULTURAL STEWARDSHIP 15 GOAL ES-10: South San Francisco’s archaeological resources provide a link to the city’s prehistoric and historic past and strengthen the city’s sense of place. INTENT: To help protect and educate the community about South San Francisco’s archaeological resources for the contributions they make to the city’s identity. Policy ES-10.1: Maintain archaeological procedures for new development. Maintain formal procedures for minimizing and mitigating impacts to archaeological resources. Policy ES-10.2: Support archaeological education. Support educational efforts that increase community awareness, appreciation, and support for South San Francisco’s archaeological resources. Policy ES-10.3: Require that development proposals be referred to appropriate archaeological resources. Require that development proposals be referred to the Northwest Information Center of the California Archaeological Inventory, Native American Heritage Commission (NAHC), and local Native American Tribes for review and recommendations regarding supplemental field investigation. Policy ES-10.4: Ensure the protection of known archaeological resources through records review. Ensure the protection of known archaeological resources in the city by requiring a records review for any development proposed in areas of known resources. Policy ES-10.5: Discovery of significant historic or prehistoric archaeological artifacts. If construction or grading activities result in the discovery of significant historic or prehistoric archaeological artifacts, then all work within 100 feet of the discovery shall cease, the Economic and Community Development Department shall be notified, the resources shall be examined by a qualified archaeologist for appropriate protection and preservation measures; and work may only resume when appropriate protections are in place and have been approved by the Economic and Community Development Department. GOAL ES-11: South San Francisco protects sites, features, places, or objects that are of cultural value to one or more California Native American Tribes. INTENT: To help protect and educate the community about South San Francisco’s cultural resources for the contributions they make to the city’s history, culture, and identity. Policy ES-11.1: Identification of tribal cultural resources. Encourage the identification, preservation, and protection of Tribal Cultural Resources, traditional cultural landscapes, sacred sites, places, features, and objects, including historic or prehistoric ruins, burial grounds, cemeteries, and ceremonial sites in consultation or coordination with the appropriate Native America tribe(s), and ensure appropriate treatment of Native American and other human remains discovered during project construction. Policy ES-11.2: Include history of Native American peoples in Colma Creek transformation. Include the history of Native American peoples and cultural resources as part of the transformation of Colma Creek. Policy ES-11.3: Conduct tribal consultation during development review. Consult with local Native American tribes to identify, evaluate, and appropriately address tribal cultural resources and tribal sacred sites through the development review process. IMPLEMENTATION ACTIONS Policy Implementation Action Priority Primary Responsibility GOAL ES-1: The City supports nature in South San Francisco to encourage healthy ecosystems, improve air and water quality, improve public health, and adapt to a changing climate. Policy ES-1.4 Action ES-1.4.1: Manage vegetation at parks and open space for biodiversity. Manage vegetation at parks and open spaces in South San Francisco to support biodiversity by reducing pesticide use, reducing light pollution, reducing non-native species, and planting native species that provide valuable resources for native wildlife and to increase resilience. High Parks Division (P&R) GOAL ES-2: South San Francisco is a steward of the San Francisco Bay and its habitat. Policy ES-2.2 Action ES-2.2.1: Require bird safe design East of 101. Develop a bird safe design ordinance to minimize the adverse effects on native and migratory birds and require new development East of 101 to incorporate design measures. High Planning Division (ECD) GOAL ES-3: Colma Creek is an ecological corridor that supports community resilience and livability. Policy ES-3.1 Action ES-3.1.1: Implement Colma Creek interpretive signage. In coordination with the Flood and Resiliency District and other partners, incorporate interpretive signage that educate community members and visitors about the history and the unique biological resources around Colma Creek. Low Parks Division (P&R) GOAL ES-4: An abundant, robust urban forest that contributes to South San Francisco’s quality of life as it combats the effects of climate change. Policy ES-4.1 Action ES-4.1.1: Implement Urban Forest Plan: Implement the City’s Urban Forest Plan.High Parks Division (P&R) GOAL ES-5: Landscape design standards for new development enhance habitat quality, reduce water use, and support a diverse ecosystem. Policy ES-5.3 Action ES-5.3.1: Update the planting guidelines. Evaluate and update existing guidelines for landscape design and planting to support native species and non-native species that provide valuable resources for native wildlife and reduce water use. Medium Planning Division (ECD) Refer to the Implementation Matrix within the "Our Plan to Get There" chapter to view additional information regarding implementation actions such as timeframe and secondary department responsibilities. 190 361SHAPE SSF: 2040 GENERAL PLAN360 ENVIRONMENTAL AND CULTURAL STEWARDSHIP 15 Policy Implementation Action Priority Primary Responsibility GOAL ES-7: The City increases stormwater infiltration and reduces the amount of pollutants entering the stormwater system. Policy ES-7.2 Action ES-7.2.1: Implement the Green Infrastructure Plan. Implement the City’s Green Infrastructure Plan.High Engineering Division (PW) Action ES-7.2.2: Identify opportunities to implement green Infrastructure in parks and open space. Identify opportunities for nearby parks and open spaces to support water management with stormwater infrastructure High Parks Division (P&R) GOAL ES-9: The City’s goal is to protect important historic architectural resources for the aesthetic, educational, economic, and scientific contribution they make to South San Francisco’s identity and quality of life. Policy ES-9.1 Action ES-9.1.1: Explore the feasibility of a Downtown Historic Commercial District development. Explore the feasibility of establishing a Downtown South San Francisco Historical Commercial District to promote the revitalization and redevelopment of the area while supporting existing small business owners in the district from being displaced. Medium Planning Division (ECD) Action ES-9.1.2: Prepare Downtown urban design guidelines. Institute Downtown urban design guidelines and require design review of developments in the proposed Downtown South San Francisco Historical Commercial District to ensure that the height, massing, and design of buildings furthers Downtown’s character. Low Planning Division (ECD) Action ES-9.1.3: Expand historic markers and maps to promote and celebrate history. Expand resources such as historic maps, historic markers, or self-guided walking tours to promote and celebrate historic preservation in South San Francisco. Medium Planning Division (ECD) Action ES-9.1.4: Expand historic resources education through partnerships. Work with neighborhood groups and historic preservation advocacy groups on events, materials, and efforts to educate the public on the positive benefits of historic preservation generally and in specific neighborhoods. Medium Planning Division (ECD) Action ES-9.1.5: Preservation resources. Prepare a vision for the preservation of historic resources using the Mills Act, State Tax Credit Program, or other available tools.Medium Planning Division (ECD) PERFORMANCE METRICS PERFORMANCE METRIC: Habitat area PERFORMANCE METRIC: Environmental stewardship programs PERFORMANCE METRIC: Tree canopy Target An increase in the acreage of habitat area for local flora and fauna HABITAT AREA AS OF 2021: 426 ACRESData Source Estuarine and Marine Aquatic Resources (CARI data); CALVEG Habitat Types Target An increase in environmental stewardship education and interpretation programs and volunteerism CITY TO BEGIN TRACKING DATA AND PROVIDE IN THE FUTURE. Data Source Participants in recreation programing related to stewardship Target A citywide tree canopy coverage of 22.6% by 2040 Data Source Urban Forest Master Plan PERFORMANCE METRIC: Historic resource protection Target An increase in the number of historic resources and historic architectural resources eligible for listing in the National Register of Historic Places and California Register of Historic Places CITY TO BEGIN TRACKING DATA AND PROVIDE IN THE FUTURE. Data Source Historic Resources Surveys 2040 Target 22.6% 2016 Data 8.7% Overall Tree Canopy 191 363 Acceptable Noise Levels Quiet Noise Environment 363SHAPE SSF: 2040 GENERAL PLAN362 NOISE 16 362 SHAPE SSF: 2040 GENERAL PLAN CHAPTER 16Noise 16 PART IV: OUR ENVIRONMENT363192 SHAPE SSF: 2040 GENERAL PLAN364 NOISE 16 365 WHERE WE WANT TO BE IN THE FUTURE Residents and employees experience acceptable noise and vibration levels throughout South San Francisco. Land use and noise compatibility guidelines direct the siting, design, and insulation of new development to minimize noise impacts on sensitive land uses, such as residential, schools, and healthcare facilities. The Noise Ordinance in the South San Francisco Municipal Code regulates noise performance standards for existing and all future city-wide stationary source operations and potential nuisances. The City of South San Francisco has groundborne vibration exposure thresholds for construction activities and for siting sensitive land uses near existing sources of vibration, such as railroads. The City of South San Francisco prevents construction- related vibration impacts on historic structures. New Building ConstructionHow Our Plan Gets Us There A quiet noise environment can contribute to a high quality of life, healthy living and working conditions, and positive physical and mental health impacts. The City of South San Francisco generally has an acceptable noise environment for living and working, but it does experience impacts that can impact quality of life. As a center of industrial and commercial activity, South San Francisco is surrounded by major streets and highways (U.S. Highway 101, Interstate 280, State Route 82, State Route 35, and Interstate 380). The proximity of these local and regional arteries, and the large amount of truck traffic serving industrial, warehousing, and freight forwarding uses in the city, make South San Francisco susceptible to traffic noise and vibration. Other primary sources of noise and vibration around the city include the San Francisco International (SFO) Airport and rail lines (BART and Caltrain). The Noise Element is designed to provide polices that will guide development in a manner that protects the residents and employees of South San Francisco from exposure to unacceptable noise and vibration levels and make the city a healthier place for all. Through identification, preservation, and education initiatives. PERFORMANCE METRIC Exposure to unacceptable noise levels. Target: Zero noise complaints received by residents, employees, and businesses. PERFORMANCE METRIC Exposure to unacceptable vibration levels. Target: Zero complaints received by residents, employees, and businesses in the city related to groundborne vibration. 1 2 101 Freeway EntrancePerformance Metrics Refer to page 377 to view a full list of Performance Metrics for this chapter. CITY TO BEGIN TRACKING DATA AND PROVIDE IN THE FUTURE. CITY TO BEGIN TRACKING DATA AND PROVIDE IN THE FUTURE. 193 367SHAPE SSF: 2040 GENERAL PLAN366 NOISE 16 KEY ISSUES AND OPPORTUNITIES Existing Noise Levels The primary sources of noise generated within the City of South San Francisco are vehicular traffic, rail, and industrial uses. The city is also affected by air traffic noise associated with San Francisco International Airport (SFO). Truck on Freeway Large Road and Freeway Entrance Rail Traffic Noise The number of trains passing through South San Francisco on the Southern Pacific Railroad line is expected to increase through 2040. Caltrain is seeking to expand services to keep up with increased ridership. The current weekday Caltrain operating schedule is comprised of a mix of 92 express (Baby Bullet), limited, and local trains. As of 2014, Caltrain had an average weekday ridership of more than 54,000.44 As of the time of writing, Caltrain ridership and service levels have been affected by the COVID-19 pandemic. Still, Caltrain is seeking to implement much of its 2040 Long Range Service Plan. For example, Caltrain aims to build toward an "enhanced growth" level of service, beyond initial electrification, that includes the provision of an 8 train per hour per direction peak hour service level between San Francisco and San Jose, and enhanced service south of San Jose to the extent achievable.45 The General Plan land use map includes mixed-use development (including residential uses) along the Caltrain rail line. As such, buildout of the General Plan could expose new residents and employees to sources of noise from railroad activity along the Caltrain rail line (see Figure 51, which illustrates rail noise contours). The City will need to ensure future residents and employees in these areas are not substantially impacted by noise from railroad activity. Nonetheless, the impacts of railroad noise are negligible due to the proximity of the line to US-101, and the fact the line is generally surrounded by industrial and commercial land uses. Future electrification will reduce diesel engine noise. The Bay Area Rapid Transit (BART) extension to SFO passes through South San Francisco. The BART route is underground before it reaches the South San Francisco Station and remains underground through the San Bruno Station. As BART remains underground through the entirety of the city, airborne noise impacts should remain minor through the 2040 planning horizon. Any future changes to the BART line in the city would be required to comply with current environmental review laws. Groundborne noise and vibration impacts have also been determined by BART to be minor, as several mitigation measures (floating trackbeds, etc.) have been implemented along this line as were determined necessary in the environmental review process. Vehicle Traffic Noise One of the city’s most important locational advantages is its excellent road access; however, this access also results in fairly high noise impacts over much of the city. Traffic noise depends primarily on traffic speed— high frequency tire noise increases with speed and the proportion of truck traffic—that generates engine, exhaust, and wind noise. The proximity of freeways and major streets, and the large amount of truck traffic serving industrial, warehousing, and freight forwarding uses in the city, make the city susceptible to traffic noise. Figure 51 shows the traffic noise contours for major roadways in the city. The noise contours do not take into account terrain or structure shielding. Traffic noise depends primarily on traffic speed and the proportion of truck traffic. Traffic volume does not have a major influence on traffic noise levels; a doubling of traffic volume results in a 3 dB to 5 dB increase in noise levels. As a result, projected traffic increases on U.S. Highway 101 (US-101), Interstate 280, and major arterials within the city should not have an appreciable impact on noise levels in the city. As traditional industrial uses make way for less intensive research and development, office, and residential activities, it is expected that truck traffic will decline in the city, particularly in areas east of US-101 and in Lindenville. Caltrain waiting at station46 South Bound Train47 44. Caltrain. 2014. Strategic Plan: FY2015-2024. Website: https://www.Caltrain.com/Assets/Caltrain+Modernization+Program/Documents/Strategic+Plan+Final+Doc.pdf. Accessed November 12, 2021. 45. Caltrain Framework for Equity, Connectivity, Recovery, and Growth. 2020. Website: https://Caltrain2040.org/wp-content/uploads/Equity-Policy-Final.pdf. Accessed November 12, 2021. 46. "Caltrain 927 at South San Francisco" by Donnie Marcos, licensed under CC BY-SA 2.0 47. "Southbound Train Arriving at South San Francisco Station" by Pi.1415926535, licensed under CC BY-SA 3.0 194 Truck Traffic 369SHAPE SSF: 2040 GENERAL PLAN368 NOISE 16 Figure 51: Roadway and Railroad Noise Exposure Map Coming soon with the Environmental Impact Report. Industrial Noise Industrial uses are an important part of the existing noise environment in the city. Industrial noise is generated from on-site activities or from associated truck traffic off-site. The General Plan land use map introduces mixed-use development (including residential uses) adjacent to industrial land uses in the Lindenville and East of 101 sub-areas, neighborhoods that currently do not have residential uses. As such, the City will need to ensure future residents and employees in these areas are not substantially impacted by noise generated by industrial land uses. While industrial uses in the East of 101 and Lindenville sub-areas do generate noise, impacts on noise sensitive uses is minimal due to distance from sensitive receptors. Air Traffic Noise The City of South San Francisco experiences air traffic noise impacts due to its close proximity to SFO. Aircraft noise in South San Francisco results from aircraft departing from Runway 28 and, to a lesser degree, southbound flights departing from Runway 1. According to the SFO Airport Master Plan Draft Environmental Impact Report (EIR), Runways 28 and 1 accommodate approximately 95 percent of departures from the airport. Flights departing from Runway 28 climb directly over noise sensitive land uses at altitudes between several hundred feet and 2,000 feet, resulting in high pass by noise levels in residential areas, including areas outside the contours that define noise impacted areas. International flights bound for Pacific Rim destinations use Runway 28 exclusively, using large aircraft such as B-747s, which are heavily laden and climb slowly over the noise sensitive uses located below its flight path. A primary determinant of aircraft noise level is the aircraft classification. The SFO Airport Master Plan established projected increases in aircraft operations as well as predicted noise contours. The SFO Airport noise contours encompass the following sub-areas: Lindenville, Orange Park, Avalon-Brentwood, El Camino, Winston Serra, and Westborough. As aircraft operations increase over time, the areas of the city that lie within the 65 dBA CNEL noise contours of the SFO Airport are expected to expand. As such, the City will need to ensure future residents and employees in these areas are not substantially impacted by noise generated by aircraft operations. The SFO Airport’s most recently available noise contours are shown on Figure 52. The Airport Land Use Compatibility Plan for the Environs of San Francisco International Airport (ALUCP) specifies how land near airports is to be used, based on safety and noise compatibility considerations, develops height restrictions for new development to protect airspace in the vicinity of the airport, and establishes construction standards for new buildings near airports, including sound insulation requirements. Local plans, policy actions, or development activities that affect areas within that boundary must receive ALUC approval or have a finding of overriding considerations prior to local permit issuance. San Francisco International Airport48 Boeing 74749 48. "San Francisco International Airport" by Gregory Varnum, licensed under CC BY-SA 4.0 49. "Thai Airways International Boeing 747" by Julian Herzog, licensed under CC BY 4.0 195 San Bruno Mountain State & County Park 60 dB 75 dB 65 dB 6 5 d B 60 dB San Francisco Bay Ferry Terminal San Bruno Creek C o l m a C r e e k AirportBlvdChestnut AveE Grand Ave Grand Ave Oyster Point Blvd SAi rpor t Bl vdH ills id e B lv d F o rbes Blvd Gateway B lv d DNAWaySisterCitiesBlvd E l Ca mi n o R e a lJunipero Ser r a Bl vdW e s tb o roughBlvd C a ll a n B l v d H i c k e y B l v d SpruceA v e S Linden AveUtah AveSSpruceAveGellertBlvd §¨¦380 §¨¦280 ¬«35 ¬«82 £¤101 70 dB65 dB60 dB 75 d B 70 d B Unincorporated Area City of Pacifica City of San Bruno City of Colma City of Daly City City of Brisbane San Francisco International Airport °0 0.5 10.25 Miles !!!!!City of South San Francisco Unincorporated Area in City Sphere Ferry Terminal Caltrain Station Caltrain BART Station BART Highway Arterial Roads Local Roads City Parks and Joint Facilities Context Parks Waterbody Streams Sources: San Francisco International Airport (2020); City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021). SFO Noise Con tour 60 dB 65 dB 70 dB 75 dB Navigable Slough SFO Airport Noise Exposure Altitude Apartments along Caltrain RouteConstruction in East of 101 Sub-Area 371SHAPE SSF: 2040 GENERAL PLAN370 NOISE 16 65 dB 70 dB 75 dB Figure 52: 2019 San Francisco International Airport Noise Exposure Map Sources: San Francisco International Airport (2020); City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021).City of South San Francisco BART Station City Parks, Open Space, & Joint Facilities Caltrain Station Arterial Road StreamsUnincorporated Area in City Sphere BART Context Parks Caltrain Local Road Ferry Terminal Station Highway Waterbody 60 dB SFO Noise Contour Existing Vibration Levels The primary source of groundborne vibration generated within the City of South San Francisco is rail activity. Based on the Federal Transit Administration’s guidelines, the screening distance for conventional commuter railroad activity is 200 feet for residences and buildings where people sleep. The General Plan land use map plans for mixed- use development (including residential uses) along the Caltrain rail line. Therefore, groundborne vibration from rail activity could result in levels of annoyance or disturbance for residential type land uses located within 200 feet of existing rail lines within the city. There are no other known major sources of groundborne vibration in the city, other than temporary construction-related vibration. 196 373SHAPE SSF: 2040 GENERAL PLAN372 NOISE 16 POLICY FRAMEWORK Caltrain at South San Francisco Station GOAL NOI-1: Residents and employees of South San Francisco are exposed to acceptable noise levels. Policy NOI-1-1: Ensure new development complies with Noise Compatibility guidelines. Ensure that all new development within the city complies with the Land Use/Noise Compatibility guidelines shown in Table 11. Policy NOI-1.2: Enforce Noise Performance Standards. The City enforces the Noise Ordinance noise performance standards. Table 11 identifies acceptable exterior and interior noise standards for various land use categories within the city. Table 11: Land Use/Noise Compatibility Matrix to Guide New Development Land Use Categories CNEL Categories Compatible Uses Interior1 Exterior2 Residential Single-Family, Duplex, Multiple-Family, Mobile Homes, Residence Care 453 654 Commercial Hotel, Motel, Transient Lodging 453 65 Commercial, Retail, Bank, Restaurant, Health Clubs 55 -- Office Buildings, Research and Development, Professional Offices 50 -- Amphitheater, Concert Hall, Auditorium, Meeting Hall, Movie Theater 50 -- Manufacturing, Warehousing, Wholesale, Utilities 65 -- Open Space Parks, Neighborhood Parks, Playgrounds --65 Institutional/ Public Facility Hospital, Schools, Classrooms 453 65 Churches, Libraries 453 -- Interpretation: 1. Interior environment excludes bathrooms, toilets, closets, and corridors. 2. Outdoor environment limited to private yard of single-family residential; multifamily residential and mobile home park outdoor common space area; hospital patio; park picnic area; school playground; and hotel and motel recreation area. 3. Noise level requirement with closed windows. Mechanical ventilating system or other means of natural ventilation shall be provided pursuant to UBC requirements. 4. Multifamily developments with private balconies that would not meet the 65 dB CNEL standard are required to provide occupancy disclosure notices to all future tenants regarding potential noise impacts. 197 375SHAPE SSF: 2040 GENERAL PLAN374 NOISE 16 GOAL NOI-2: Prevent the exposure of residents and employees of South San Francisco unacceptable vibration levels. Policy NOI-2.1: Require vibration analysis for sensitive receptors. A vibration analysis shall be prepared by a qualified acoustical consultant for any construction-related activities, located within 100-feet of residential or other sensitive receptors, that require the use of pile driving or other construction method that has the potential to produce high vibration levels. Policy NOI-2.2: Require vibration analysis for rail lines. A vibration analysis shall be prepared by a qualified acoustical consultant for new land use development located within 200-feet of existing rail lines. GOAL NOI-3: Historic structures are not exposed to unacceptable vibration levels. Policy NOI-3.1: Require vibration analysis for historic structure protection. Prior to issuance of grading permits for any development project that is located within 150 feet of a historic structure and, if construction activities will require either: (1) pile driving within 150 feet; or (2) utilization of mobile construction equipment within 50 feet of the historic structure, the property owner/developer shall retain an acoustical engineer to conduct a vibration analysis for potential impacts from construction-related vibration impacts onto the historic structure. The vibration analysis shall determine the vibration levels created by construction activities at the historic structure, and if necessary, develop mitigation to reduce the vibration levels to within Caltrans threshold of 0.12 inches per second PPV for historic buildings The State BuildingIMPLEMENTATION ACTIONS Policy Implementation Action Priority Primary Responsibility GOAL NOI-1: Residents and employees of South San Francisco are exposed to acceptable noise levels. Policy NOI-1.1 Action NOI-1.1.1: Enforce Exterior and Interior noise limits. Enforce the standards of Table 11 – Land Use/Noise Compatibility Matrix, which specify acceptable exterior and interior noise limits for various land uses throughout the city. Medium Building Division (ECD) Action NOI-1.1.2: Incorporate noise compatibility conditions of approval. Continue to assess projects through the subdivision, site plan, conditional use permit, and other development review processes and incorporate conditions of approval and mitigation measures that ensure noise compatibility where appropriate. Medium Planning Division (ECD) Action NOI-1.1.3: Require noise study in applicable areas. Require a noise study to be performed and appropriate noise attenuation to be incorporated to reduce interior noise levels to 45 dB CNEL or less prior to approving any multifamily or mixed-use residential development in an area with a CNEL of 65 dB or greater. Medium Planning Division (ECD) Action NOI-1.1.4: Enforce Noise Insulation Standards. Continue to enforce the noise insulation standards of the State of California Administrative Code, Title 24 and the Uniform Building Code, Chapter 35 for residential development. Medium Building Division (ECD) Action NOI-1.1.5: Require noise control for new developments. Require the control of noise at the source through site design, building design, landscaping, hours of operation, and other techniques, for new developments deemed to be noise generators. Medium Planning Division (ECD) Refer to the Implementation Matrix within the "Our Plan to Get There" chapter to view additional information regarding implementation actions such as timeframe and secondary department responsibilities. 198 377SHAPE SSF: 2040 GENERAL PLAN376 NOISE 16 Policy Implementation Action Priority Primary Responsibility Policy NOI-1.2 Action NOI 1.2.1: Update Municipal Code section related to the Noise Ordinance. Update the Noise Ordinance in the South San Francisco Municipal Code to establish standards for permissible construction hours, and controls related to other potential nuisances such as music, dogs, special events, and mechanical/sound equipment; and encourage enforcement and penalties for violations of the Noise Ordinance. The update should not interfere with the regular course of business in commercial and industrial zones. • General Activity Noise Performance Standards: Establish general noise performance standards for the City’s established land use zones. • Construction Noise. Continue to restrict construction activities to acceptable time periods. Consider constructing temporary sound walls surrounding construction sites during construction. • Special Event Noise: Allow single-event occurrences at specific sites subject to special permit conditions which alleviate noise to the greatest extent possible. Limit the permissible hours for special single events and the number of special single events that are allowed to take place each year. Medium Planning Division (ECD) PERFORMANCE METRICS PERFORMANCE METRIC: Exposure to unacceptable noise levels. PERFORMANCE METRIC: Exposure to unacceptable vibration levels. Target Zero noise complaints received by residents, employees, and businesses.CITY TO BEGIN TRACKING DATA AND PROVIDE IN THE FUTURE. Target Zero complaints received by residents, employees, and businesses in the city related to groundborne vibration.CITY TO BEGIN TRACKING DATA AND PROVIDE IN THE FUTURE. 199 379SHAPE SSF: 2040 GENERAL PLAN378 17OUR PLAN TO GET THERE 378 SHAPE SSF: 2040 GENERAL PLAN CHAPTER 17Our Plan to Get There 17 PART V: OUR PLAN TO GET THERE379 Implementation Approach StatutoryRequirements 379 Gateway Blvd. East of 101 Sub-Area200 381SHAPE SSF: 2040 GENERAL PLAN380 OUR PLAN TO GET THERE 17 OVERVIEW This chapter describes actions to implement the goals and policies of Shape SSF 2040. Generally, implementation actions are needed to direct City staff and decision makers to execute specific policies within the General Plan, such as creating an ordinance or updating a master plan. Shape SSF 2040 will be implemented over an extended period of time - estimated to be 20 years with a time horizon of 2040. During this time, long-range planning efforts will continue using the goals and policies in the General Plan as a guide. Although the General Plan is a living document, State law allows it to be updated and refined over the coming decades. It encourages annual review of implementation actions and recommends that the entire General Plan be thoroughly reviewed every five years to ensure that it is still consistent with the community’s goals. The General Plan may be amended up to four times per year to accommodate changing conditions. The below section on statutory requirements provides more detailed information on recent State laws impacting the General Plan. This implementation chapter includes programmatic actions to be completed by the City, such as updating plans, completing studies, or implementing new programs. At the end of this chapter, there is a matrix that identifies the responsible City Departments, a level of priority (high, medium, or low), and a suggested time frame for each implementation program.Person Passing Through Plaza in DowntownIMPLEMENTATION APPROACH Since Shape SSF 2040 is South San Francisco’s guiding vision and blueprint for the next twenty years, the City seeks to ensure that all residents are aware of its implementation. To achieve this goal, the City will proactively adopt strategies to advance transparency and accountability during the General Plan’s implementation, including maintaining a General Plan website, ShapeSSF.com, which will track achievement of General Plan milestones. The City has developed an open data portal and will update the General Plan’s performance metrics on an annual basis on the General Plan website to continue to track the implementation process and ensure equitable outcomes. Moreover, as part of the Mayor’s annual Town Hall meeting, the Mayor will update residents on progress of the General Plan’s implementation. Internally, the City will develop a cross-departmental team of City staff members that meet quarterly to implement Shape SSF 2040. This implementation team will be responsible for coordinating efforts to execute implementation actions and to provide updates to the City Manager’s Office. On an annual basis, the City Manager’s Office will publish an annual staff report on the City’s progress to towards achieving the goals, policies, and actions of the General Plan, and they will share these reports with the Planning Commission, City Council, and other interested stakeholders. 201 383SHAPE SSF: 2040 GENERAL PLAN382 OUR PLAN TO GET THERE 17 STATUTORY REQUIREMENTS In addition to the high-level statutory requirements described in Chapter 4, there has been significant changes to California’s general plan requirements since the City last updated its General Plan in 1999. This section provides brief descriptions of State laws related to general plans that have been approved by the State legislature since 1999. All of these new statutory requirements were considered during the General Plan Update process. However, this section does not include new state legislation related specifically to housing elements. Please refer to Chapter 6 for recent statutory requirements related to housing elements. City Hall with Banner Celebrating Diversity Land Use Element Assembly Bill 1268 (Wiggins, 2004) authorizes the text and diagrams in the land use element that address the location and extent of land uses and the zoning ordinances that implement these provisions to express community intentions regarding urban form and design. Senate Bill 244 (Wolk, 2011) requires the land use element to include analysis of the presence of island, fringe, or legacy unincorporated communities. This requirement was subsequently amended by Senate Bill 1090 (Wolk, 2012) to require the update of the land use element to be based on specified available data and to include identification of each island or fringe community that is a disadvantaged unincorporated community. Mobility Element The Complete Streets Act Assembly Bill 1358 (Leno, 2008) requires circulation elements to plan for a balanced, multimodal transportation network that meets the needs of all users of streets, roads, and highways, in a manner that is suitable to the rural, suburban, or urban context of the general plan. The Complete Streets Act also requires circulation elements to consider the multiple users of the transportation system, including children, adults, seniors, and people with disabilities. CEQA Changes to Transportation Impacts Senate Bill 743 (Steinberg, 2013) deemphasizes auto delay, level of service (LOS), and other similar measures of vehicular capacity or traffic congestion as a basis for determining significant impacts under the California Environmental Quality Act (CEQA). According to the legislative intent contained in SB 743, these changes to current practice were necessary to “More appropriately balance the needs of congestion management with statewide goals related to infill development, promotion of public health through active transportation, and reduction of greenhouse gas emissions.” SB 743 requires impacts to transportation network performance to be viewed through a filter that promotes the reduction of greenhouse gas emissions, the development of multimodal transportation networks, and the diversification of land uses. Some alternative metrics were identified in the law, including vehicle miles traveled (VMT) or automobile trip generation rates. SB 743 does not prevent a city or county from continuing to analyze delay or LOS as part of other plans (i.e., the general plan), studies, or ongoing network monitoring, but these metrics may no longer constitute the sole basis for determining CEQA impacts. Safety Element Fire Assembly Bill 3065 (Kehoe, 2004) revises safety element requirements for State responsibility areas and very high fire hazard severity zones. It also requires that the safety element be submitted to the State Board of Forestry and Fire Protection and to local agencies that provide fire protection to territory in the city or county. Senate Bill 926 (Knight, 2004) makes several changes to planning and general plan law, including changes to procedure for military consultation, and requires consultation with the Department of Conservation (DOC) and the Office of Emergency Services (OES) prior to preparation of the safety element. Senate Bill 1241 (Kehoe, 2012) revises safety element requirements for state responsibility areas and very high fire hazard severity zones and requires the safety element to take into account specified considerations, including the most recent version of the Office of Planning and Research’s “Fire Hazard Planning” document. 202 385SHAPE SSF: 2040 GENERAL PLAN384 OUR PLAN TO GET THERE 17 Water Assembly Bill 162 (Wolk, 2007) requires specified elements to address flood hazards and identify areas that may accommodate floodwater for purposes of groundwater recharge and stormwater management. Requires safety element to address flood hazards as specified. Assembly Bill 1739 (Dickinson, 2014) requires, prior to the adoption or any substantial amendment of a general plan, the planning agency to review and consider certain specified groundwater plans and refer a proposed action to certain specified groundwater management agencies. Climate Resilience Senate Bill 1035 (Jackson, 2018) requires climate adaptation and resiliency information contained in a general plan to be regularly updated. Specifically, it requires the safety element to be revised to identify new information on fire hazards, flood hazards, and climate adaptation and resiliency strategies applicable to the city and county that was not available during the previous revision of the safety element. Further, requires this revision to occur upon each revision of the housing element or local hazard mitigation plan, but not less than every eight years. Evacuation Senate Bill 99 (Nielsen, 2019) requires local governments to review and update the safety element during the next revision of the housing element occurring on or after January 1, 2020, to identify residential developments in hazard areas that do not have at least two emergency evacuation routes. Furthermore, Assembly Bill 747 (Levine, 2019) and Assembly Bill 1409 (Levine, 2021) requires local governments, beginning on or after January 1, 2022, to identify evacuation locations in their safety element updates. Specifically, both legislations require the safety element to be reviewed and updated as necessary to identify evacuation routes and their capacity, safety, and viability under a range of emergency scenarios. Environmental Justice Element The Planning for Healthy Communities Act Senate Bill 1000 (Leyva, 2016) requires jurisdictions with disadvantaged communities to develop an environmental justice element, or related environmental justice goals and policies, as part of their general plans. The goal of SB 1000 is to help identify and reduce risks in communities disproportionately affected by environmental pollution and other hazards that can lead to negative health effects, exposure, or environmental degradation. A general plan must address, at minimum, six topic areas: reduce pollution exposure, promote public facilities, promote food access, promote safe and sanitary homes, promote physical activity, and promote civic engagement. In doing so, SB 1000 offers an opportunity to address existing community health concerns and mitigate the impacts of future health issues. Noise Element Senate Bill 1462 (Committee On Governance and Finance, 2014) eliminates the requirement that the noise element recognize the guidelines established by the Office of Noise Control. Cross-Cutting Legislations The Global Warming Solutions Act Assembly Bill 32 (Nunez and Pavley, 2006) established a comprehensive program to reduce greenhouse gas emissions to combat climate change. This bill requires the California Air Resources Board (CARB) to develop regulations to reduce greenhouse gas emissions (GHGs) to 1990 levels by 2020. The AB 32 Scoping Plan contains the main strategies California will use to reduce greenhouse gases, which include direct regulations, alternative compliance mechanisms, monetary and non- monetary incentives, voluntary actions, market-based mechanisms (e.g., cap-and-trade system), and an AB 32 program implementation regulation to fund the program. CARB recognizes cities as “essential partners” in reducing GHGs. As such, the Air Resources Board has developed a Local Government Toolkit with guidance for GHG reduction strategies, such as improving transit, developing bicycle/pedestrian infrastructure, and increasing city fleet vehicle efficiency, among other strategies. The City of South San Francisco seeks to be a leader in striving to achieve the goals of AB 32 and implement GHG reduction strategies into the City’s General Plan. The Sustainable Communities and Climate Protection Act Senate Bill 375 (Steinberg, 2008) provides incentives for cities and developers to bring housing and jobs closer together and to improve public transit. The goal is to reduce the number and length of automobile commuting trips, which will help to meet the statewide targets for reducing greenhouse gas emissions set by AB 32. SB 375 requires each Metropolitan Planning Organization to add a broader vision for growth, called a Sustainable Communities Strategy (SCS), to its transportation plan. The SCS must lay out a plan to meet the region’s transportation, housing, economic, and environmental needs in a way that enables the area to lower greenhouse gas emissions. The SCS should integrate transportation, land-use, and housing policies to plan for achieving the emissions target for their region. The SCS for the Association of Bay Area Governments (ABAG) and the Metropolitan Transportation Commission (MTC) was adopted in 2021. The City of South San Francisco has incorporated SCS components to comply with SB 375 by incorporating components into the General Plan. Applicable components of the SCS include: • Support transit-oriented development. • Support infill housing development and redevelopment. • Support mixed-use development that improves community walkability. • Improve jobs-to-housing ratio. • Promote land use patterns that encourage the use of alternatives to single-occupant automobile use. • Apply Transportation System Management (TSM) and complete streets practices to arterials to maximize efficiency. • Improve modes through enhanced service, frequency, convenience, and choices. • Expand and enhance Transportation Demand Management (TDM) practices to reduce barriers to alternative travel modes and attract commuters away from single occupant vehicle travel. 203 387SHAPE SSF: 2040 GENERAL PLAN386 OUR PLAN TO GET THERE 17 IMPLEMENTATION MATRIX The following tables identify the programs, policy updates, planning efforts, coordination efforts, and other actions that will help implement the vision, goals, and policies of Shape SSF 2040. These implementation actions are organized by timeframe (i.e., ongoing, 1–2 years, 3–5 years, 6–10 years, and 10+ years). The tables below include information on priority status, type of activity, and the departments with primary and secondary responsibilities for implementing each action. Ongoing Ch. #Implementation Action Timeframe Priority Primary Responsibility Secondary Responsibility 5 Action LU-1.2.1: Department coordination for complete neighborhoods planning. Ensure coordination between the Economic & Community Development and Public Works Departments to align needed transportation improvement projects with land use planning in complete neighborhoods. Ongoing Medium Planning Division (ECD) Engineering Division (PW) 5 Action LU-2.3.4: Upgrade pedestrian/bicycle scaled lighting. Determine areas where pedestrian- and bicycle- scaled lighting could be installed to create safe and dynamic corridors and destinations.Ongoing Medium Planning Division (ECD) Maintenance and Operations Division (PW) 5 Action LU-9.1.4: Periodic review of development procedures. Review the city’s design guidelines, development standards and development review procedures on a periodic basis to allow for new and innovative design techniques and evolving technologies. Ongoing Medium Planning Division (ECD) 6 Action SA-33.1.1: Brush management. Proactively manage brush and vegetation in the Sign Hill open space to reduce fire risk.Ongoing Low Parks Division (P&R) 8 Action PE-1.1.1: Monitor constraints to biotechnology and related businesses. Through business, broker, and developers contacts, monitor and address potential constraints to ongoing growth of biotechnology and related businesses, including zoning, land supply, transportation, and infrastructure. Ongoing Medium Economic Development and Housing Division (ECD) 8 Action PE-1.2.2: Biotechnology outreach. Gauge and pursue opportunities to support attraction and retention of businesses in the broader biotechnology and life science cluster through participation in industry organizations and one-on-one contacts with businesses, developers, and real estate brokers. Ongoing Medium Economic Development and Housing Division (ECD) 8 Action PE-2.1.1: Conduct outreach to industrial property owners. Conduct outreach to property owners seeking relevant permits to determine opportunities for the City to facilitate reinvestment.Ongoing Medium Economic Development and Housing Division (ECD) Ch. #Implementation Action Timeframe Priority Primary Responsibility Secondary Responsibility 8 Action PE-2.2.1: Identify obstacles to redevelopment. Conduct outreach to property owners to identify specific obstacles to redevelopment to inform strategies for supporting property owners through the redevelopment process. Ongoing High Economic Development and Housing Division (ECD) • Planning Division (ECD) • City Manager 8 Action PE-2.5.1: Monitor regional business and employment trends. Monitor regional business and employment trends to explore emerging and/or growing economic development opportunities, with a focus on professional services, research and development, technology, biomedical and life sciences, and advanced manufacturing. Ongoing Medium Economic Development and Housing Division (ECD) 8 Action PE-2.5.2: Focus efforts on emerging technology industries. Focus attraction and retention efforts on emerging technology businesses, such as those in artificial intelligence, “Big Data,” financial technology, health technology, and other software services. Ongoing High Economic Development and Housing Division (ECD) 8 Action PE-2.5.3: Focus efforts on emerging industrial technologies. Focus attraction and retention efforts on emerging industrial technologies, such as those in industrial design services, transportation engineering, robotics, autonomous vehicles and drones, instrumentation, mechanical engineering, and related fields. Ongoing High Economic Development and Housing Division (ECD) 8 Action PE-2.5.4: Focus efforts on advanced food industries. Focus attraction and retention efforts on advanced food production and food technology businesses, such as specialty food manufacturers, businesses developing new food products, and businesses implementing higher efficiency agricultural technologies. Ongoing High Economic Development and Housing Division (ECD) 8 Action PE-2.6.1: Facilitate hotel investment and development. Provide supportive City services to facilitate hotel owner/developer efforts to expand and upgrade local hotels, with a focus on upper upscale brands with higher daily rates. Ongoing High Economic Development and Housing Division (ECD) City Manager 8 Action PE-2.6.2: Promote the city as a hotel destination. Support hotel stays through promotion of South San Francisco as a lodging destination via the South San Francisco Chamber of Commerce and partnerships with hotel operators and the San Mateo County/Silicon Valley Convention and Visitors Bureau. Ongoing High Economic Development and Housing Division (ECD) • Capital Projects (CM) • Communications (CM) 8 Action PE-2.6.3: Engage in marketing efforts to attract events to the South San Francisco Conference Center.Ongoing High Communications (CM) 204 389SHAPE SSF: 2040 GENERAL PLAN388 OUR PLAN TO GET THERE 17 Ch. #Implementation Action Timeframe Priority Primary Responsibility Secondary Responsibility 8 Action PE-3.1.2: Conduct regular outreach with the business community. Conduct regular outreach and meetings with business and organizations such as the South San Francisco Chamber of Commerce and district- based organizations (or groups of businesses) to share information and to identify challenges and opportunities. Work through promotores, community navigators, and the Economic Advancement Center to ensure businesses owned by people of color and historically disenfranchised community members are reached. Ongoing Medium City Manager Economic Development and Housing Division (ECD) 8 Action PE-3.2.1: Monitor business license data. Modify business license monitoring system to permit analysis of business license data.Ongoing Medium Finance Economic Development and Housing Division (ECD) 8 Action PE-3.2.3: Ensure City staff have access to appropriate data sources. Ensure that key City staff have access to data sources required to track business conditions and opportunities (e.g. ensure that GIS analysts have access to sales tax and business license data, to the extent allowed by law). Ongoing Medium Economic Development and Housing Division (ECD) • Finance • Information Technology 8 Action PE-3.3.1: Maintain an accessible public database of economic development projects, goals, and city demographics.Ongoing Medium Information Technology • Economic Development and Housing Division (ECD) • Planning Division (ECD) 8 Action PE-3.4.1: Communicate trends and news to the business community. Communicate economic development trends and news to the business community, including multilingual communications and communication channels focused on businesses owned by people of color and historically disenfranchised community members. Ongoing Low Economic Development and Housing Division (ECD) 8 Action PE-3.4.3: Provide siting assistance. In partnership with real estate brokers, provide site location information to prospective businesses.Ongoing Medium Economic Development and Housing Division (ECD) Planning Division (ECD) 8 Action PE-3.4.5: Promote the city’s “business friendly” reputation in all promotional materials.Ongoing High Communications (CM) 8 Action PE-4.3.1: Expand transit and active transportation alternatives. Maintain efforts to coordinate across departments and agencies to share business concerns about the need for expanded alternatives to automobile access to businesses, including improved bicycle and pedestrian infrastructure and support for regional public transportation improvements. Ongoing High Capital Projects (CM) • Planning Division (ECD) • Engineering Division (PW) Ch. #Implementation Action Timeframe Priority Primary Responsibility Secondary Responsibility 8 Action PE-4.4.1: Partner with impacted property owners. Partner with impacted property owners to explore potential mitigations and funding mechanisms for mitigating the risk of sea level rise; communicate property owner responsibilities to protect their own properties. Ongoing Medium Sustainability (CM) Economic Development and Housing Division (ECD) 8 Action PE-4.4.2: Regional collaboration. Monitor and join (as appropriate) regional/state efforts to fund and address mitigations for the impacts of climate change and sea level rise.Ongoing High Sustainability (CM) 8 Action PE-5.1.1: Create design and building standards for ground-floor space. Create design and building standards for ground-floor commercial space in new mixed-use development projects that promote spaces which are sufficiently flexible to meet the needs of multiple kinds of tenants, including consideration of restaurant needs. Ongoing Medium Planning Division (ECD) Economic Development and Housing Division (ECD) 8 Action PE-5.3.1: Ensure appropriate zoning. Ensure that appropriate zoning and land use regulations are in place to allow for the redevelopment of shopping centers as mixed-use centers.Ongoing High Planning Division (ECD) 8 Action PE-5.3.2: Monitor sales tax performance. Identify underperforming shopping centers and retail properties by monitoring reductions in sales tax revenue generated at each center.Ongoing Medium Economic Development and Housing Division (ECD) Finance 8 Action PE-5.5.3: Ensure zoning accommodates arts and culture uses. Ensure zoning and other city regulations accommodate arts and culture uses such as artist studios, performance spaces, and offices of related non-profit organizations to support local artists and arts organizations. Ongoing High Planning Division (ECD) 8 Action PE-5.5.4: Support retention and attraction of resident-serving businesses. Provide services and outreach that support retention and attraction of businesses that provide affordable goods and services and goods and services representing South San Francisco’s diverse population. Ongoing High Economic Development and Housing Division (ECD) 8 Action PE-5.5.5: Expand use of public facilities. Explore expanded use of public facilities in Downtown for arts and culture event programming that highlights the city’s existing cultural diversity.Ongoing High City Manager 8 Action PE-5.6.1: Maintain goods and services inventory. Identify the goods and services missing in each city neighborhood that would contribute toward meeting a more complete set of needs in “20-minute neighborhoods.” Ongoing Medium Planning Division (ECD) Economic Development and Housing Division (ECD) 8 Action PE-5.8.2: Prioritize recruitment and retention of anchor businesses. As needed, prioritize recruitment and retention of “anchor” businesses in retail districts and shopping centers; anchors should draw visitors either from a larger geographic area or on a regular basis, and can potentially include large retail stores, gyms, entertainment and games, and even medical offices. Ongoing High Economic Development and Housing Division (ECD) 205 391SHAPE SSF: 2040 GENERAL PLAN390 OUR PLAN TO GET THERE 17 Ch. #Implementation Action Timeframe Priority Primary Responsibility Secondary Responsibility 8 Action PE-6.1.1: Determine skills needs of South San Francisco residents. Regularly reassess the skills needs of businesses and industries in South San Francisco, San Mateo County, and San Francisco to determine what kinds of training programs may be most beneficial for South San Francisco residents, including residents with a high school degree or partial college completion. Ongoing High Economic Development and Housing Division (ECD) 8 Action PE-6.1.2: Seek funding and partnerships for workforce development programs. Seek out new funding streams and partnerships for workforce development programs, such as funding from federal sources and partnerships with companies located in South San Francisco and with trade unions. Ongoing High Economic Development and Housing Division (ECD) 8 Action PE-6.1.3: Coordinate with workforce development agencies. Continue working with local workforce development agencies that provide rapid re-employment services, training services, and other workforce development services as needed. Ongoing High Economic Development and Housing Division (ECD) 8 Action PE-6.1.4: Provide customized local workforce training. Coordinate with local job training providers to ensure that programs are aligned with middle- and high-wage industries located in South San Francisco. If mismatches exist between the focus areas of countywide or regional workforce development agencies versus unique skill needs in South San Francisco, continue to pursue the creation of local customized workforce development services. Ongoing High Economic Development and Housing Division (ECD) 8 Action PE-6.1.5: Expand partnerships with major local employers. Expand partnerships with major local employers that create pathways for job training and placement for residents and students, such as Genentech’s Gene Academy, Futurelab, and other STEM initiatives. Ongoing High Economic Development and Housing Division (ECD) 8 Action PE-6.1.6: Support community wide efforts to provide English as a Second Language education.Ongoing High City Manager 8 Action PE-6.2.1: Develop shared work program with SSFUSD. Develop and maintain a shared work program and agreement with the South San Francisco Unified School District to coordinate education, employer skill needs, and on-the-job internship/training opportunities. Ongoing High City Manager 8 Action PE-6.2.2: Establish youth job training with local employers. Establish agreements with major city employers to provide job training for local youth.Ongoing High City Manager 8 Action PE-6.2.3: Continue City practice of providing internships and mentoring.Ongoing High City Manager 8 Action PE-7.1.1: Disseminate resources. Introduce available resources through all contacts with businesses. Examine additional opportunities to broaden access to information about these resources, such as providing materials to all establishments receiving City business licenses. Ongoing Medium Economic Development and Housing Division (ECD) Ch. #Implementation Action Timeframe Priority Primary Responsibility Secondary Responsibility 8 Action PE-7.4.1: Conduct targeted engagement. Conduct outreach to and share technical and other resources with these entrepreneurs through partnerships with culturally relevant organizations and via the promoters, community navigators, and the Economic Advancement Center. Ongoing High Economic Development and Housing Division (ECD) City Manager 8 Action PE-8.1.1: Periodically update impact fees. Periodically update the City’s impact fee schedule to reflect changing development conditions and supportable fee levels. Ongoing High Finance • Economic Development and Housing Division (ECD) • City Manager 8 Action PE-8.3.1: Maintain and expand density bonus incentive program. As appropriate, maintain and expand the City’s existing density bonus incentive program for commercial properties.Ongoing High Economic Development and Housing Division (ECD) Planning Division (ECD) 9 Action MOB-2.2.1: Implement Safe Routes to Schools program. Collaborate with the South San Francisco Unified School District to implement Safe Routes to Schools programs and improvements, with an emphasis on schools serving equity priority communities. Ongoing High Engineering Division (PW) 9 Action MOB-2.2.3: Incorporate equitable prioritization process. Incorporate equity in identifying and prioritizing Capital Improvement Program (CIP) transportation projects.Ongoing High Engineering Division (PW)City Manager 9 Action MOB-3.1.1: Implement and enforce TDM Ordinance update. Implement, monitor, and enforce compliance with the City’s TDM Ordinance. Incorporate a fine structure for noncompliance. Ongoing High Planning Division (ECD) 9 Action MOB-3.2.1: Update traffic operations metrics. Use appropriate metrics (e.g. travel time, vehicle queues, vehicle delay/level of service, and/or person delay) to evaluate and advance projects that manage traffic flow in coordination with the implementation of complete streets. Ongoing Medium Engineering Division (PW) Planning Division (ECD) 10 Action PR-4.2.2: Provide recreational programming in joint use facilities. Coordinate with the South San Francisco Unified School District and San Mateo County Health Department, as well as local health providers and other community organizations, to provide recreational programming not offered in nearby public parks or recreation centers, such as after-school fitness and education programs. Ongoing High Recreation Division (P&R)City Manager 10 Action PR-4.2.3: Expand afterschool and summer childcare. Continue to work with the South San Francisco Unified School District to expand after-school and summer childcare.Ongoing High Recreation Division (P&R)City Manager 10 Action PR-9.1.1: Implement Child Care Master Plan. Adopt and implement the Child Care Master Plan, updating the Plan every 5-to-10 years. Ongoing High Recreation Division (P&R) Planning Division (ECD) 206 393SHAPE SSF: 2040 GENERAL PLAN392 OUR PLAN TO GET THERE 17 Ch. #Implementation Action Timeframe Priority Primary Responsibility Secondary Responsibility 10 Action PR-9.3.1: Update the Zoning Code to: • Allow large family care homes by right in residential units as required by Senate Bill 234 (2019). • Allow childcare facilities by right in all residential land use designations when located within one-quarter of a mile from public and institutional uses, e.g., schools and churches. • Allow childcare facilities in residential neighborhoods that meet specified performance standards. • Allow childcare facilities in mixed use districts East of 101 and in Lindenville. • Allow childcare facilities by right in the business technology park land use designation. Ongoing High Planning Division (ECD) 10 Action PR-9.3.3: Explore parking reductions for childcare facilities. Ongoing Low Planning Division (ECD) 11 Action ECS-1.1.1: Hire multilingual staff. Hire staff who speak multiple languages including Spanish, Mandarin, Cantonese, and Tagalog.Ongoing Medium City Manager Human Resources 11 Action ECS-1.3.1: Provide navigation of City services. Recruit and hire diverse promotores who can provide culturally and linguistically responsive navigation of City services, resources, and public input opportunities to low-income residents and residents of color. Ongoing High City Manager 11 Action ECS-2.1.1: Maintain dedicated staff for equity and inclusion. Maintain a dedicated staff position (e.g., an Equity and Inclusion Officer) to institutionalize accountability, advance equity initiatives, and monitor equity- related outcomes throughout South San Francisco. Ongoing High City Manager 11 Action ECS-2.1.4: Create equity trainings for City staff. Create equity trainings and require that City staff from all departments take part in capacity building trainings to equip them to understand and apply an equity lens in their day-to-day work. Ongoing High City Manager Human Resources 11 Action ECS-3.1.1: Expand placement of events. Program community events, special programs, festivals, and classes at parks, libraries, and public gathering spaces throughout the city, and especially in disadvantaged communities, either funded by the City or in partnership with community organizations. Ongoing Medium City Manager • Recreation Division (P&R) • Library 11 Action ECS-5.1.1: Collaborate with life sciences industry: Continue to partner with life science companies and associations to provide South San Francisco Unified School District students with internships, science awards, and upgraded lab equipment. Partner with life science companies to provide job training for current residents through Life Science Associations. Ongoing Medium Economic Development and Housing Division (ECD) • Recreation Division (P&R) • Library 11 Action ECS-5.2.1: Target placement of programming. Provide youth development programming in neighborhoods with high proportions of young people, especially low-income youth and youth of color.Ongoing Medium Recreation Division (P&R)Library 11 Action ECS-6.1.1: Maintain community fire stations. Maintain equitable distribution of Fire Stations so that each neighborhood is equally and adequately served.Ongoing Medium Fire City Manager 11 Action ECS-6.1.3: Strengthen community cohesion through engagement with Police and Fire. Strengthen community cohesion through community engagement efforts to build cross-cultural trust between the Police and Fire Departments and residents of color and low-income residents. Ongoing High Police • Fire • City Manager Ch. #Implementation Action Timeframe Priority Primary Responsibility Secondary Responsibility 12 Action CHEJ-1.1.1: Assist in navigation of health and social services. Recruit and hire promotores who can provide culturally and linguistically responsive navigation to help low-income residents and residents of color learn about, connect to, and navigate healthcare and social services. Ongoing Medium City Manager Human Resources 12 Action CHEJ-1.1.2: County health partnerships. Continue to work with San Mateo County and healthcare service providers to educate residents about existing services throughout the city and encourage them to provide culturally and linguistically competent services. Work with San Mateo County to explore opportunities to improve access to mental health services, especially for youth and young adults. Ongoing Medium City Manager City Council 12 Action CHEJ-1.1.3: Offer health literacy programs. Continue to offer programs, collections and outreach initiatives in the libraries, recreation centers, senior centers, and in public schools as educational support for community members seeking information on health and medical needs; partner with the South San Francisco Unified School District, County, and local non-profits in providing these resources. Ongoing Medium Recreation Division (P&R)Library 12 Action CHEJ-1.1.4: Partner with SSFUSD to provide school-based health centers. Continue to partner with the South San Francisco Unified School District to promote the flexible use of community spaces (e.g., community centers, libraries, schools) to provide preventive health services for children, youth, and families. Explore opportunities to expand services in neighborhoods with the greatest deficiencies. Ongoing Medium City Manager City Council 12 Action CHEJ-3.2.1: Maintain truck route maps to minimize exposure. Maintain an up-to-date truck routes map that minimizes exposures to sensitive land uses. Prohibit the designation of new truck routes on local neighborhood streets in South San Francisco. Ongoing Medium Engineering Division (PW) Planning Division (ECD) 12 Action CHEJ-4.1.1: Maintain map of hazardous sites. Maintain a map and database of contaminated, hazardous waste and substance sites (e.g., Cortese list).Ongoing Medium Planning Division (ECD) 12 Action CHEJ-6.1.1: Continue working with San Mateo Fall Prevention Task Force. Continue working with San Mateo Fall Prevention Task Force in creating safer homes for older adults.Ongoing Medium Building Division (ECD) Economic Development and Housing Division (ECD) 12 Action CHEJ-6.4.4: Provide services for unhoused families. Work with homeless service providers to prioritize legal help, housing assistance, and other social services for unhoused families in South San Francisco.Ongoing Medium Economic Development and Housing Division (ECD) City Manager 12 Action CHEJ-7.1.1: Provide renter education and assistance. Continue to connect low-income residents to city, county, state, and non-profit resources that provide technical, legal, and financial assistance for renters facing eviction. Ongoing High Economic Development and Housing Division (ECD) City Manager 13 Action CR-1.2.1: Continue funding regional sea level rise and flood protection agency. Continue to fund and contribute to the San Mateo County Flood and Sea Level Rise Resiliency District. Ongoing High City Manager 207 395SHAPE SSF: 2040 GENERAL PLAN394 OUR PLAN TO GET THERE 17 Ch. #Implementation Action Timeframe Priority Primary Responsibility Secondary Responsibility 13 Action CR-1.3.1: Participate in the countywide Hazard Mitigation Plan. Actively participate in the San Mateo County Hazard Mitigation Plan maintenance protocols and County-wide initiatives. Adopt the Hazard Mitigation Plan by reference upon update. Update emergency operations plans and protocols to account for regularly updated hazard information. Ongoing High Fire Maintenance and Operations Division (PW) 13 Action CR-1.3.2: Conduct municipal building and facility sea level rise studies. Conduct site-specific vulnerability assessments of municipal buildings and facilities at risk to sea level rise and flooding, including the Water Quality Control Plant and Oyster Point Marina. Ongoing High Water Quality Control Plant Division (PW) Engineering Division (PW) 13 Action CR-1.6.5: Maintain evacuation route plans. Maintain and communicate evacuation route plans for businesses and residents.Ongoing High Fire Police 13 Action CR-1.7.1: Foster Community Emergency Response Team – Promotores collaboration. Work closely with the promotores program to deepen and expand relationships and partnerships with community members and organizations that serve diverse South San Francisco community members including those who do not speak English as their first language, the Latinx, and faith-based communities. Collaboration can serve to identify needs and solutions and communicate on programs. Ongoing High Fire City Manager 13 Action CR-2.2.1: Pursue shoreline protection for existing and future development. Continue ongoing collaboration with the US Army Corps of Engineers to protect existing and future development by raising levees or seawalls in accordance with the Continuing Authorities Program Study. Implement any future City-prepared sea level rise adaptation plan for the Oyster Point Marina and landfill. Ongoing High Engineering Division (PW) • Water Quality Control Plant Division (PW) • Capital Projects (CM) 13 Action CR-2.2.2: Use nature-based solutions for ecosystem resilience. Explore nature-based solutions appropriate for the South San Francisco shoreline, particularly at the mouth of Colma Creek, to provide protection for the built environment and ecosystems. Ongoing Medium Sustainability (CM) • Parks Division (P&R) • Capital Projects (CM) • Engineering Division (PW) 13 Action CR-4.1.2: Continually update the Building Code for seismic and other hazard safety. Regularly update the City’s Building Code to incorporate current earthquake standards. Ongoing High Building Division (ECD) 13 Action CR-4.4.1: Require site-specific soils and geologic reports for projects located in high-hazard areas. On a parcel-by-parcel basis, require that permit applications for projects located within areas susceptible to geologic hazards, as shown on Figure 43, prepare site-specific soils and geologic reports for review and approval by the City Engineer, and incorporation of the recommended actions during construction. Ongoing High Planning Division (ECD) Engineering Division (PW) 13 Action CR-7.4.1: Offer educational programing on hazardous materials disposal and pesticides. Continue to offer educational programming on the harmful effects and proper disposal of hazardous materials and pesticides and recommend alternatives that can be used at home and in businesses. Ongoing Medium Maintenance and Operations Division (PW) City Manager Ch. #Implementation Action Timeframe Priority Primary Responsibility Secondary Responsibility 14 Action CP-1.1.1: Update greenhouse gas reduction measures. Regularly (every 3-5 years) refine goals, policies, and actions designed to achieve the greenhouse gas reduction goal. Ongoing Medium Sustainability (CM) Planning Division (ECD) 14 Action CP-1.1.2: Establish greenhouse gas emission thresholds. Establish greenhouse gas (GHG) emission thresholds for use in evaluating non-exempt discretionary project consistent with the California Environmental Quality Act and require projects above that threshold to substantially mitigate all feasible GHG emissions and to reduce emissions below the established thresholds. Ongoing High Planning Division (ECD)City Manager 14 Action CP-1.2.1: Update the community greenhouse gas inventory every five years.Ongoing Medium Sustainability (CM) • Planning Division (ECD) • Maintenance and Operations Division (PW) 14 Action CP-3.1.1: Incentivize energy efficient new construction. Provide incentives to encourage new construction to exceed California’s Building Energy Efficiency Standards outlined in Title 24, Part 6.Ongoing Medium Planning Division (ECD) Building Division (ECD) 14 Action CP-6.1.2: SSF Scavenger partnership. Continue to work with SSF Scavenger to ensure implement waste reduction targets.Ongoing Medium Maintenance and Operations Division (PW) Sustainability (CM) 15 Action ES-1.4.1: Manage vegetation at parks and open space for biodiversity. Manage vegetation at parks and open spaces in South San Francisco to support biodiversity by reducing pesticide use, reducing light pollution, reducing non-native species, and planting native species that provide valuable resources for native wildlife and to increase resilience. Ongoing High Parks Division (P&R) 15 Action ES-4.1.1: Implement Urban Forest Plan: Implement the City’s Urban Forest Plan.Ongoing High Parks Division (P&R) 15 Action ES-7.2.1: Implement the Green Infrastructure Plan. Implement the City’s Green Infrastructure Plan.Ongoing High Engineering Division (PW) • Maintenance and Operations Division (PW) • Parks Division (P&R) 16 Action NOI-1.1.1: Enforce Exterior and Interior noise limits. Enforce the standards of Table 11 – Land Use/ Noise Compatibility Matrix, which specify acceptable exterior and interior noise limits for various land uses throughout the city. Ongoing Medium Building Division (ECD) • Planning Division (ECD) • Maintenance and Operations Division (PW) 208 397SHAPE SSF: 2040 GENERAL PLAN396 OUR PLAN TO GET THERE 17 Ch. #Implementation Action Timeframe Priority Primary Responsibility Secondary Responsibility 16 Action NOI-1.1.4: Enforce Noise Insulation Standards. Continue to enforce the noise insulation standards of the State of California Administrative Code, Title 24 and the Uniform Building Code, Chapter 35 for residential development. Ongoing Medium Building Division (ECD) Maintenance and Operations Division (PW) 16 Action NOI-1.2.1: Update Municipal Code section related to the Noise Ordinance. Update the Noise Ordinance in the South San Francisco Municipal Code to establish standards for permissible construction hours, and controls related to other potential nuisances such as music, dogs, special events, and mechanical/sound equipment; and encourage enforcement and penalties for violations of the Noise Ordinance. The update should not interfere with the regular course of business in commercial and industrial zones. • General Activity Noise Performance Standards: Establish general noise performance standards for the City’s established land use zones. • Construction Noise. Continue to restrict construction activities to acceptable time periods. Consider constructing temporary sound walls surrounding construction sites during construction. • Special Event Noise: Allow single-event occurrences at specific sites subject to special permit conditions which alleviate noise to the greatest extent possible. Limit the permissible hours for special single events and the number of special single events that are allowed to take place each year. Ongoing Medium Planning Division (ECD) 1–2 Years Ch. #Implementation Action Timeframe Priority Primary Responsibility Secondary Responsibility 5 Action LU-1.1.2: Implement mixed use rezoning. Identify key activity areas that currently feature single-use commercial or residential zoning designations, and re-zone to allow for mixed use development that could provide more convenient access to local commercial. 1–2 yrs High Planning Division (ECD) 5 Action LU-1.6.1: Zone for Childcare and pre-K. Revise the Zoning Ordinance to allow childcare and pre-K facilities throughout the city. 1–2 yrs High Planning Division (ECD) 5 Action LU-2.1.1: Explore incentives to increase the provision of affordable housing. Explore updates to the City's Inclusionary Housing Ordinance that would provide incentives to increase the provision of affordable housing units throughout the city. 1–2 yrs High Economic Development and Housing Division (ECD) Planning Division (ECD) 5 Action LU-2.1.3: Update existing Specific Plans. Following adoption of the General Plan, review the existing Oyster Point Specific Plan (2011) and others and make changes to ensure consistency. 1–2 yrs High Planning Division (ECD) 5 Action LU-3.1.2: Allow housing on sites with institutional uses. Revise the Zoning Ordinance to allow housing development on sites used for institutional purposes, such as educational facilities and churches.1–2 yrs High Planning Division (ECD) 5 Action LU-3.9.2: Explore equity homeownership models. Explore expanded use of shared equity homeownership models, including a community land trust, to increase home ownership.1–2 yrs Low Economic Development and Housing Division (ECD) Planning Division (ECD) 5 Action LU-9.1.2: Form-based codes. Develop form-based codes for the new mixed use and high-density residential areas proposed in the Lindenville, East of 101 and El Camino Real sub-areas.1–2 yrs Medium Planning Division (ECD) 6 Action SA-8.1.1: Remove ground floor retail requirement. Update the Zoning Ordinance to remove ground floor retail requirement along the corridor to allow for residential-only buildings with a focus on active ground-floor uses and design. 1–2 yrs High Planning Division (ECD) 6 Action SA-9.1.1: Allow mixed use development along Mission Road. Update the Zoning Ordinance to allow mixed use development, including housing and non-residential uses, along portions of Mission Road.1–2 yrs High Planning Division (ECD) 6 Action SA-11.1.1: Reduce building heights to be consistent with residential height allowances Downtown. Update the El Camino Real/Chestnut Avenue Specific Plan to reduce maximum allowable building heights in the Chestnut Avenue corridor, but not the allowable residential densities. 1–2 yrs High Planning Division (ECD) 6 Action SA-12.1.1: Increase residential densities in proximity to El Camino Real and South Spruce Avenue. Update the Zoning Ordinance to increase maximum allowed densities near the intersection of South Spruce Avenue and El Camino Real to accommodate higher-density mixed use development at and around this intersection. 1–2 yrs High Planning Division (ECD) 209 399SHAPE SSF: 2040 GENERAL PLAN398 OUR PLAN TO GET THERE 17 Ch. #Implementation Action Timeframe Priority Primary Responsibility Secondary Responsibility 6 Action SA-22.1.1: Develop Lindenville master or specific plan. Develop a master plan or specific plan for new mixed use neighborhoods in Lindenville.1–2 yrs High Planning Division (ECD) 8 Action PE-3.2.5: Identify vulnerable businesses. Use sales tax data, employment data, and qualitative information to identify declining businesses and businesses likely to close or relocate.1-2 years High Economic Development and Housing Division (ECD) 8 Action PE-3.4.2: Conduct regular outreach. Conduct outreach to businesses found to be likely to close or relocate to share available resources and identify needs.1-2 years High Economic Development and Housing Division (ECD) 8 Action PE-5.3.3: Conduct outreach and enforcement for underperforming shopping centers. Encourage redevelopment of antiquated and underperforming shopping centers and retail locations through a combination of ongoing owner outreach and appropriate code enforcement actions. 1-2 years Medium Economic Development and Housing Division (ECD) 8 Action PE-5.5.1: Target growth of arts and culture uses to Downtown and Lindenville. Target growth of arts and culture uses in Downtown and Lindenville, with particular focus on attracting uses that are culturally relevant to city residents. 1-2 years High Economic Development and Housing Division (ECD) Planning Division (ECD) 8 Action PE-5.5.2: Collaborate with Downtown community to support events. Collaborate with merchants and merchant organizations to support cultural festivals and events that draw customers to Downtown businesses.1-2 years High City Manager Economic Development and Housing Division (ECD) 8 Action PE-5.6.2: Coordinate with real estate community on space needs of goods and services businesses. Coordinate with real estate brokers to develop an understanding of what types of spaces are required by businesses providing goods and services needed in 20-minute neighborhoods. 1-2 years Medium Economic Development and Housing Division (ECD) Planning Division (ECD) 8 Action PE-5.6.3: Identify existing shopping destinations and services. Identify existing shopping centers and retail nodes that are critical for supporting individual complete neighborhoods and prioritize retention of retail uses at these locations. 1-2 years Medium Economic Development and Housing Division (ECD) Planning Division (ECD) 8 Action PE-5.7.1: Provide resources and training in online marketing. Work with technical assistance partners to provide resources and training to assist retail and restaurant businesses in online marketing and integration of e-commerce operations. 1-2 years Medium Economic Development and Housing Division (ECD) Ch. #Implementation Action Timeframe Priority Primary Responsibility Secondary Responsibility 8 Action PE-7.2.1: Consider creation of a program that provides low-cost business loans. Explore the creation of a low-cost business loan program for local small businesses and entrepreneurs, administered and/or funded by the City of South San Francisco or outside partners. 1-2 years Medium Economic Development and Housing Division (ECD) 8 Action PE-7.3.1: Increase coordination with business organizations. Increase cooperation and coordinate with the South San Francisco Chamber of Commerce, the regional ethnic chambers of commerce, and other local business groups. 1-2 years Medium Economic Development and Housing Division (ECD) 8 Action PE-7.3.2: Ensure informational materials for businesses are published in multiple languages.1-2 years High Economic Development and Housing Division (ECD) Communications (CM) 9 Action MOB-1.1.1: Develop a Vision Zero Action Plan. Develop and implement a Vision Zero Action Plan that incorporates a prioritization approach for the Capital Improvement Program (CIP) and maintenance response process and identifies safety countermeasures to incorporate into all development projects and capital improvements. 1–2 yrs High Engineering Division (PW) • Maintenance and Operations Division (PW) • Planning Division (ECD) 9 Action MOB-2.1.1: Complete multimodal design and impact analysis. Ensure that all roadway and development projects are designed and evaluated to meet the needs of all street users, and that development projects contribute to multimodal improvements in proportion to their potential impacts on vehicle miles traveled. 1–2 yrs High Engineering Division (PW) Planning Division (ECD) 9 Action MOB-2.1.2: Create multimodal prioritization process. Develop Capital Improvement Program (CIP) prioritization criteria to strategically advance multimodal complete streets projects.1–2 yrs Medium Engineering Division (PW) Planning Division (ECD) 9 Action MOB-2.1.3: Implement Active South City Plan. All capital improvements and development projects incorporate bicycle and pedestrian improvements identified in the Active South City Plan, such as trails, bikeways, bicycle detection at traffic signals, high-visibility crosswalks, and pedestrian-oriented site plans. 1–2 yrs High Engineering Division (PW) Planning Division (ECD) 9 Action MOB-3.3.1: Incorporate parking maximums. Incorporate maximum parking requirements for new residential and office/R&D projects that align with TDM Ordinance goals.1–2 yrs High Planning Division (ECD) 9 Action MOB-5.1.3: Expand bicycle parking at activity centers. Expand bicycle parking at major activity centers throughout the city.1–2 yrs Medium Parks Division (P&R) Engineering Division (PW) 210 401SHAPE SSF: 2040 GENERAL PLAN400 OUR PLAN TO GET THERE 17 Ch. #Implementation Action Timeframe Priority Primary Responsibility Secondary Responsibility 10 Action PR-2.1.1: Adopt and implement Parks and Recreation Master Plan. Adopt and implement the Parks and Recreation Master Plan, updating the Plan every 5-to-10 years. Develop the proposed parks identified in the Parks and Recreation Master Plan. Include new categories in parks classification system: San Mateo County-owned park trailheads, SSFUSD properties the public can access per joint use agreements, and privately-owned public open spaces, among others. 1–2 yrs High Parks Division (P&R) • Recreation Division (P&R) • Facilities Division (P&R) • Capital Projects (CM) 10 Action PR-4.2.1: Establish Sunshine Gardens Shared use agreement. Establish a partnership with the South San Francisco Unified School District to provide access to Sunshine Gardens Elementary School open space areas.1–2 yrs High City Manager Parks Division (P&R) 10 Action PR-5.1.1: Fund Downtown pop-up parks. Establish and fund a Downtown pop-up park program as a temporary measure until new parks are opened. Encourage local food and art vendors, e.g., “Off the Grid”. 1–2 yrs High Parks Division (P&R) • Recreation Division (P&R) • City Manager 10 Action PR-6.1.5: Require new development to link to trails. Require new development to tie into the park and trail system by providing linkages to existing parks or dedicating new park land or trail easements.1–2 yrs Medium Planning Division (ECD) 10 Action PR-7.6.1: Complete pool design and financing studies. Move forward with design and financing studies for a new pool.1–2 yrs High Capital Projects (CM) • Recreation Division (P&R) • Facilities Division (P&R) 10 Action PR-7.7.1: Adopt Public Art Master Plan. Adopt and implement the Public Art Master Plan, updating the Master Plan every 5-to-10 years.1–2 yrs High Recreation Division (P&R) 10 Action PR-8.10.2: Target locations for enrichment programs. Use targeted locations and coordinate with existing programs/organizations to strengthen/expand youth development opportunities specifically for youth of color and youth from historically disenfranchised communities. 1–2 yrs Medium Recreation Division (P&R)Library 11 Action ECS-1.1.2: Create multilingual hub. Create a centralized and multilingual online hub that aggregates all public resources and services available for all residents. Include resources and services offered by the City, County, State, local non-profits, and other agencies. 1–2 yrs High City Manager • Information Technology • Library 11 Action ECS-1.3.2: Create partnerships to improve outreach. Partner with local organizations and institutions, such as churches and community-based organizations, to increase outreach opportunities.1–2 yrs Medium City Manager Communications (CM) 11 Action ECS-2.1.2: Join national race / equity network membership. Join the Government Alliance on Race and Equity or a similar national network, such as the Living Cities “Closing the Gaps” network.1–2 yrs Medium City Manager 11 Action ECS-2.2.1: Implement Racial and Social Equity Action Plan. Continue to implement the 2021 South San Francisco Racial and Social Equity Action Plan.1–2 yrs High City Manager Ch. #Implementation Action Timeframe Priority Primary Responsibility Secondary Responsibility 11 Action ECS-3.2.2: Pilot equitable involvement in services. Identify and pilot new ways to engage young people and their families who have not previously participated in City-run enrichment programs. Ensure that young people, especially youth of color and youth from other historically disenfranchised communities, are involved in City-run enrichment programs. 1–2 yrs Medium City Manager • Recreation Division (P&R) • Library 11 Action ECS-3.2.3: Target locations of services. Use targeted locations and coordinate with existing programs and organizations to strengthen youth development opportunities specifically for youth of color and youth from other historically disenfranchised communities. 1–2 yrs Medium Recreation Division (P&R) • Parks Division (P&R) • Library 11 Action ECS-5.1.4: Mitigate summer learning slide mitigation. Develop partnerships with San Mateo County, local libraries and South San Francisco Unified School District to provide Summer Learning Challenge and Big Lift Inspiring Summers learning and literacy support for local students. 1–2 yrs Medium Library Recreation Division (P&R) 11 Action ECS-5.2.2: Create summer internship pilot. Pilot summer youth/teen internship program within South San Francisco City departments, with targeted recruitment of low-income youth and youth of color, to address opportunity gaps via exposure to government. 1–2 yrs Medium City Manager • Human Resources • Parks Division (P&R) • Recreation Division (P&R) • Recreation Division (P&R) 11 Action ECS-5.2.3: Create youth pilot programs to address resource gaps. Meaningfully engage low-income students, students of color, and other historically disenfranchised community members to identify specific resource gaps (e.g., internet access and digital literacy) in the community. Pilot youth programming to address specific resource gaps or barriers. 1–2 yrs Medium City Manager 11 Action ECS-6.1.2: Establish Community Safety and Equity Advisory Board. Establish a Community Safety and Equity Advisory Board to review data, provide recommendations, and build trust. The Board may make recommendations related to public safety or to any equity issue throughout City departments and programs. 1–2 yrs High Police City Manager 12 Action CHEJ-1.1.8: Reduce documentation for healthcare access. Work with San Mateo County and other agencies to minimize the documentation required to access healthcare services in order to reduce barriers to seeking and utilizing services, including eliminating requirements whenever possible. 1–2 yrs Medium City Manager City Council 12 Action CHEJ-1.2.1: Continue to participate in mental health crisis response pilot. Continue to participate in a community wellness and crisis response team pilot program to respond to emergency calls related to mental health, substance use, homelessness, and domestic violence. This response team will be focused on conflict management, de-escalation, and linking residents to supportive services. 1–2 yrs High City Manager • Fire • Police 211 403SHAPE SSF: 2040 GENERAL PLAN402 OUR PLAN TO GET THERE 17 Ch. #Implementation Action Timeframe Priority Primary Responsibility Secondary Responsibility 12 Action CHEJ-1.2.2: Connect health and homeless services. Continue to work with homeless service providers to conduct outreach and connect unhoused individuals to health care, housing and shelter, and other services.1–2 yrs Medium City Manager Economic Development and Housing Division (ECD) 12 Action CHEJ-1.4.2: Develop healthy development guidelines. Conduct a review of existing development guidelines to promote healthy living and working environments.1–2 yrs Medium Planning Division (ECD) 12 Action CHEJ-2.1.1: Explore economic incentives for food access. Utilize economic development incentives to encourage existing stores to sell fresh, healthy foods in disadvantaged communities. Pursue funding and partnerships and develop incentive programs to encourage the equitable availability of healthy food options. 1–2 yrs Medium Economic Development and Housing Division (ECD) 12 Action CHEJ-2.1.4: Expand farmers’ markets. Partner with County agencies and non-profit organizations to expand farmers markets in South San Francisco, including in Downtown.1–2 yrs Medium Economic Development and Housing Division (ECD) City Manager 12 Action CHEJ-2.5.1: Adopt an ordinance that requires City-funded events offer healthy food choices to participants. Adopt an ordinance that requires City-funded events offer healthy food choices to participants.1–2 yrs Medium City Manager 12 Action CHEJ-6.4.1: Provide safe restroom facilities. Provide mobile shower, bathroom, and needle exchange sites and facilities for unhoused residents.1–2 yrs Medium City Manager Economic Development and Housing Division (ECD) 12 Action CHEJ-7.1.3: Create a rental and eviction registry. Explore creation a rental and eviction registry to assess rental market and eviction trends.1–2 yrs Medium Economic Development and Housing Division (ECD) 12 Action CHEJ-7.2.1: Connect residents to mortgage assistance resources. Provide mortgage assistance to help low-income homeowners at risk of foreclosure with financial or counseling support. Provide residents with resources and connections to HEART of San Mateo County, a countywide homeowner assistance program, and other non-profit homeowner assistance programs. 1–2 yrs Medium Economic Development and Housing Division (ECD) City Manager 12 Action CHEJ-7.5.1: Provide resident housing rights education. Provide education, outreach, and referral services for residents regarding their rights as tenants and buyers.1–2 yrs Medium Economic Development and Housing Division (ECD) Ch. #Implementation Action Timeframe Priority Primary Responsibility Secondary Responsibility 12 Action CHEJ-7.5.2: Provide landlord housing rights education. Provide education and outreach to landlords, property managers, real estate agents, and others on their obligations as they make or manage properties available for housing. 1–2 yrs Medium Economic Development and Housing Division (ECD) 13 Action CR-1.7.2: Increase Community Emergency Response Team outreach in community. Target outreach for South San Francisco CERT offerings in specific South San Francisco neighborhoods, such as Downtown. 1–2 yrs High Fire 13 Action CR-1.7.3: Expand Community Emergency Response Team outreach at the library. Partner with library to ensure that key populations have access to information about Community Emergency Response Team and other South San Francisco programs and resources. 1–2 yrs High Fire Library 13 Action CR-2.4.1: Conduct Fire Station 61 and 62 relocation feasibility study. Evaluate the feasibility of relocating Fire Station 61 and 62 outside of the flood zone. 1–2 yrs High Fire • Capital Projects (CM) • Planning Division (ECD) 13 Action CR-4.1.1: Conduct seismic assessments for municipal assets. Regularly complete seismic assessments of critical municipal buildings, facilities, and infrastructure. Develop locally specific seismic hazard maps to improve mapping resolution and support more informed and nuanced decision-making about development and hazard mitigation, particularly where other hazards like sea level rise compound the risk. 1–2 yrs High Building Division (ECD) • Facilities Division (P&R) • Capital Projects (CM) 13 Action CR-6.1.1: Review and update funding programs for resilient building design. Review and update existing funding programs, such as the Property-Assessed Clean Energy program to promote climate-resilient design and retrofits. 1–2 yrs High Sustainability (CM) • Planning Division (ECD) • Building Division (ECD) 13 Action CR-6.2.2: Work with utilities to prevent shutoff during extreme events. Work with Pacific Gas & Electric and Peninsula Clean Energy to prevent utility shutoff during extreme heat events.1–2 yrs High City Manager 13 Action CR-6.4.1: Prepare a cooling and warming centers distribution plan. Maintain the capability to operated cooling and warming centers equitably throughout the city when needed.1–2 yrs Medium Fire • City Manager • Facilities Division (P&R) 14 Action CP-1.2.2: Prepare Municipal Greenhouse Gas inventory. Prepare an inventory of emissions from municipal operations, establish a greenhouse gas reduction target, and develop a work plan to reduce municipal emissions. 1–2 yrs High Sustainability (CM) Maintenance and Operations Division (PW) 14 Action CP-3.2.2: Update landscaping water requirements. Require all new landscaping to use low-water plants and efficient irrigation, planting native and non-native species that provide valuable resources for native wildlife.1–2 yrs Medium Building Division (ECD) • Planning Division (ECD) • Parks Division (P&R) 212 405SHAPE SSF: 2040 GENERAL PLAN404 OUR PLAN TO GET THERE 17 Ch. #Implementation Action Timeframe Priority Primary Responsibility Secondary Responsibility 14 Action CP-4.2.2: Adopt Burnout Ordinance. Adopt a Burnout Ordinance that requires a gas appliance (e.g., stove or furnace) be replaced with an electric version when it stops working.1–2 yrs High Sustainability (CM) Building Division (ECD) 14 Action CP-6.1.1: Adopt a Zero-waste plan. Adopt an SB 1383 compliant zero-waste plan for municipal operations and the community that includes: • Mandatory residential and commercial recycling and collection of organics/food waste. • Mandatory commercial edible food recovery program (per MOU with San Mateo County Office of Sustainability • Update trash enclosure space and access requirements based on hauler recommendations to accommodate all waste streams (e.g., recycling, trash, and organics). 1–2 yrs Medium Maintenance and Operations Division (PW) Sustainability (CM) 14 Action CP-6.1.3: Establish waste reduction compliance pathways. Establish compliance pathways and enforcement mechanisms for mandatory organics and food waste diversion. 1–2 yrs High Maintenance and Operations Division (PW) Sustainability (CM) 15 Action ES-2.2.1: Require bird safe design East of 101. Develop a bird safe design ordinance to minimize the adverse effects on native and migratory birds and require new development East of 101 to incorporate design measures. 1–2 yrs High Planning Division (ECD) Building Division (ECD) 15 Action ES-5.3.1: Update the planting guidelines. Evaluate and update existing guidelines for landscape design and planting to support native species and non-native species that provide valuable resources for native wildlife and reduce water use. Medium Planning Division (ECD) Parks Division (P&R) 16 Action NOI-1.1.2: Incorporate noise compatibility conditions of approval. Continue to assess projects through the subdivision, site plan, conditional use permit, and other development review processes and incorporate conditions of approval and mitigation measures that ensure noise compatibility where appropriate. Medium Planning Division (ECD) 3–5 Years Ch. #Implementation Action Timeframe Priority Primary Responsibility Secondary Responsibility 5 Action LU-1.1.3: Complete neighborhoods study. Initiate a study to determine appropriate locations for siting everyday needs, including services, healthy food, public facilities, and shopping within a short walk, bike, or transit trip of all residents. 3–5 yrs Medium Planning Division (ECD) 5 Action LU-1.2.2: Develop infrastructure improvement program for complete neighborhoods. Develop a formal program and structure to evaluate and facilitate the repair, maintenance, and expansion of bicycle, pedestrian, and transit infrastructure in complete neighborhoods. 3–5 yrs Medium Planning Division (ECD) Engineering Division (PW) 5 Action LU-1.3.1: Rezoning and public easements for healthy foods. Identify parcels and areas in public rights-of- way that can facilitate community gardens and re-zone to allow urban agriculture. 3–5 yrs Medium Planning Division (ECD) Parks Division (P&R) 5 Action LU-1.5.1: Funding for neighborhood events. Seek funding, sponsors, and partnerships to provide community involvement programs such as Light Up the Night, Neighbors Night Out, and other similar activities and programs designed to strengthen neighborhoods. 3–5 yrs Medium City Manager • Recreation Division (P&R) • City Council 5 Action LU-1.6.2: Fund and expand childcare and pre-K. Coordinate with public institutions, including San Mateo County, and seek State, federal, and private funding sources to maximize resources to fund and expand childcare, including after-school care, and pre-K in South San Francisco. 3–5 yrs High Recreation Division (P&R)City Manager 5 Action LU-2.1.2: Develop Specific Plans around transit centers. Initiate a request for proposals (RFP) process to develop specific plans around key transit centers, including Caltrain and BART.3–5 yrs High Planning Division (ECD) 5 Action LU-2.1.4: Community benefits framework. Continue to update the community benefits framework that requires new non-residential development near transit centers to contribute to community goals and amenities, including parks and public spaces, affordable housing, and transportation demand management. 3–5 yrs Medium Planning Division (ECD) Economic Development and Housing Division (ECD) 5 Action LU-2.1.5: Community engagement near transit centers. Engage closely with residents, business owners, and other stakeholders to ensure the community receives desired benefits from new development at transit centers and to ensure the community is apprised of development. 3–5 yrs Medium Planning Division (ECD)City Manager 5 Action LU-2.3.1: Coordination with local and regional transit agencies. Ensure coordination between local agencies including Community Development Department, Transportation Department, and Public Works, along with regional transit agencies including Caltrain, BART, and SamTrans to align mobility and infrastructure improvements efforts. 3–5 yrs Medium Planning Division (ECD) Engineering Division (PW) 5 Action LU-2.3.2: Incorporate wayfinding signage. Incorporate wayfinding signage near transit to guide people to local destinations, including schools, Downtown, parks, shopping, healthcare, and public facilities.3–5 yrs Medium Planning Division (ECD) Engineering Division (PW) 213 407SHAPE SSF: 2040 GENERAL PLAN406 OUR PLAN TO GET THERE 17 Ch. #Implementation Action Timeframe Priority Primary Responsibility Secondary Responsibility 5 Action LU-2.3.3: Incorporate gateway elements near transit centers. Incorporate local art, gateway signage, and landscaping near major transit centers to welcome people to South San Francisco and imbue these areas with local identity. 3–5 yrs Medium Planning Division (ECD) • Parks Division (P&R) • Recreation Division (P&R) 5 Action LU-2.4.1: Mobility hubs study. Conduct study to determine financial costs, infrastructural needs, economic feasibility, and community desire for mobility hubs.3–5 yrs Medium Planning Division (ECD) Engineering Division (PW) 5 Action LU-3.1.1: Coordinate with SSFUSD regarding housing on closed school sites. Work with the South San Francisco Unified School District (SSFUSD) to study the potential of developing housing and community services, such as childcare, on closed school sites, including the former Foxridge school site. 3–5 yrs Medium City Manager • City Council • Planning Division (ECD) 5 Action LU-3.1.3: Develop workforce housing program. Partner employment growth with residential development through partnerships with large employers, density bonuses, height bonuses, transfer of development rights, and other similar incentives. 3–5 yrs Medium Economic Development and Housing Division (ECD) Planning Division (ECD) 5 Action LU-3.9.1: Encourage preservation and upkeep of naturally-occurring affordable housing. Study and implement programming and regulations to encourage preservation and upkeep of existing naturally-occurring affordable housing (NOAH), such as rental protections for residents in NOAH units. 3–5 yrs Medium Economic Development and Housing Division (ECD) Planning Division (ECD) 5 Action LU-6.3.1: Encourage property assemblage and master planning. Encourage the assemblage of adjacent parcels by providing greater development incentives for master planned redevelopment of specific locations than would be available for development on a parcel-by-parcel basis. 3–5 yrs Medium Planning Division (ECD) Economic Development and Housing Division (ECD) 5 Action LU-6.3.2: Provide density bonuses for assembled parcels. Develop density bonus program for assembled parcels and/or master planned parcels of former industrial uses or commercial transitioning to residential uses. 3–5 yrs Medium Planning Division (ECD) 5 Action LU-6.5.1: Establish flexible development standards for industrial uses. Establish flexible development standards (including FAR) that allow industrial uses to make building improvements and change with market conditions. 3–5 yrs Medium Planning Division (ECD) 5 Action LU-6.7.1: Online permitting. Seek efficiencies to make development permitting as simple and efficient as possible, including incorporating online permitting. 3–5 yrs Medium Building Division (ECD) • Planning Division (ECD) • Information Technology 5 Action LU-6.7.2: Streamline permitting for specific uses. Identify industrial uses that benefit from proximity to the airport and life sciences cluster and create streamlined permitting to attract such uses.3–5 yrs Medium Planning Division (ECD) Ch. #Implementation Action Timeframe Priority Primary Responsibility Secondary Responsibility 5 Action LU-7.6.1: Develop programs related to building upkeep and maintenance. Develop programs, such as the formation of Business Improvement Districts, to support building upkeep and maintenance, signage, and façade improvements for neighborhood commercial and small businesses. 3–5 yrs Medium Economic Development and Housing Division (ECD) Building Division (ECD) 5 Action LU-7.6.2: Support formalization of business associations. Support formalization of several local business associations to better coordinate with SSF Chamber of Commerce in addressing neighborhood or district-specific challenges. 3–5 yrs Medium Economic Development and Housing Division (ECD) 5 Action LU-7.8.1: Create standards for mobile food markets. Support greater street life by allowing food vendor markets at centrally located spots.3–5 yrs Medium Planning Division (ECD) 5 Action LU-8.1.1: Identify arts and cultural districts. Identify areas and cultural resources that make up distinct cultural districts.3–5 yrs Medium Planning Division (ECD) Recreation Division (P&R) 5 Action LU-8.1.2: Create design policies for arts and cultural areas. Identify actions that can bring the arts, culture, and significant natural features closer to the community. Implement small-scale public realm projects, such as identifying graphics, sidewalk and streetscape improvements, wayfinding, and public art. 3–5 yrs Low Recreation Division (P&R) Planning Division (ECD) 5 Action LU-8.1.3: Identify financing for arts and cultural programming. Study potential of financing public art and cultural programming in public spaces, along roadways, and along Colma Creek through the development of an Arts and Cultural Program. 3–5 yrs Medium Recreation Division (P&R)City Manager 5 Action LU-8.2.1: Consider a city-wide streetscape master plan.3–5 yrs High Planning Division (ECD) • Engineering Division (PW) • Parks Division (P&R) 5 Action LU-8.2.2: Street corridor design standards. Identify corridors of visual significance in the city and develop a set of cohesive standards for landscaping, lighting, street furniture, sidewalk and crosswalk design, utility placement and treatment, and other elements for the respective corridors. This action is related to the street typology concept presented in the Mobility Element. 3–5 yrs Medium Planning Division (ECD) Engineering Division (PW) 5 Action LU-9.1.1: Aspirational design standards. Consider creating aspirational design standards, rather than minimum standards, that lead to more successful developments.3–5 yrs Medium Planning Division (ECD) 5 Action LU-9.1.3: Create location-specific design guidelines. Create location-specific design guidelines that help to reinforce the character of a neighborhood, such as the industrial history of Lindenville.3–5 yrs Medium Planning Division (ECD) 214 409SHAPE SSF: 2040 GENERAL PLAN408 OUR PLAN TO GET THERE 17 Ch. #Implementation Action Timeframe Priority Primary Responsibility Secondary Responsibility 5 Action LU-9.3.1: Create building materials list. Establish a list of preferred and discouraged building materials for different building, walls, and fence types. Consider developing distinctive standards for different zoning classifications, emphasizing durability, aesthetics, and visual continuity in materials and design. 3–5 yrs Low Planning Division (ECD) 5 Action LU-9.4.1: Develop utility equipment design standards. Develop and adopt new standards to minimize the detrimental appearance of accessory utility equipment (transformers, cable cabinets, utility meters, utility lines, etc.) by integrating them into less prominent areas of the site or by screening them with landscaping, artistic features, or architectural materials compatible with the primary structures. Ensure that such facilities are sited so as not to impede pedestrian access. 3–5 yrs Low Planning Division (ECD) 6 Action SA-1.3.1: Create space for community-based organizations. Study the potential to incentivize retention of commercial spaces affordable for community-based organizations through development requirements.3–5 yrs Medium Planning Division (ECD) Economic Development and Housing Division (ECD) 6 Action SA-2.1.1: Establish arts and cultural district. Explore establishing an Arts and Cultural District in Downtown and Lindenville to support artists and creative businesses. 3–5 yrs Medium Planning Division (ECD) 6 Action SA-2.1.2: Incentivize artist and makers spaces. Incentivize growth of commercial spaces suitable and affordable for makers and artists through development requirements and community benefits.3–5 yrs Low Planning Division (ECD) 6 Action SA-2.1.3: Downtown marketing and branding. Strengthen Downtown’s cultural identity by marketing and branding art, public spaces, wayfinding signage, community markers, and other informational signage in culturally- relevant ways. 3–5 yrs Medium Economic Development and Housing Division (ECD) • Planning Division (ECD) • Parks Division (P&R) 6 Action SA-2.1.4: Develop Downtown Gateways: Develop design elements and gateways that celebrate Downtown’s unique arts and cultural identity.3–5 yrs Medium Planning Division (ECD) Parks Division (P&R) 6 Action SA-2.1.5: Encourage community events and programming. Encourage community events and programming Downtown, including youth activities and opportunities for cultural programming.3–5 yrs Medium Parks Division (P&R) Recreation Division (P&R) 6 Action SA-4.1.1: Homeownership expansion. Evaluate potential for community land trusts and/or other shared equity homeownership models to expand homeownership Downtown.3–5 yrs Medium Economic Development and Housing Division (ECD) Planning Division (ECD) 6 Action SA-5.2.1: Support Downtown business upkeep and maintenance. Develop a mechanism, such as a business improvement district or similar program, to support building upkeep and maintenance, signage, and façade improvements for Grand Avenue and Linden Avenue businesses. 3–5 yrs Medium Economic Development and Housing Division (ECD) Ch. #Implementation Action Timeframe Priority Primary Responsibility Secondary Responsibility 6 Action SA-10.1.2: Create station area access plan. Prepare a station area access plan for the South San Francisco BART Station that includes street, sidewalk, biking, and infrastructure improvements.3–5 yrs Medium Planning Division (ECD) 6 Action SA-13.1.1: Business support for El Camino Real businesses. Develop a mechanism to support building upkeep and maintenance, signage, and façade improvements for El Camino Real businesses.3–5 yrs Medium Economic Development and Housing Division (ECD) Planning Division (ECD) 6 Action SA-14.3.1: Implement El Camino Real wayfinding signage. Add wayfinding signage to improve connections to the South San Francisco BART station, Kaiser Permanente Medical Center, Colma Creek, and the Centennial Way Trail. 3–5 yrs Medium Planning Division (ECD) Engineering Division (PW) 6 Action SA-14.4.1: Chestnut Avenue and Antoinette Lane intersection improvement. Provide and maintain safe and convenient pedestrian and bicycle connections, including via improved signage, lighting, and flashing beacons, along Antoinette Lane across Chestnut Avenue to link the two ends of the Centennial Way Trail. 3–5 yrs Medium Planning Division (ECD) Engineering Division (PW) 6 Action SA-16.2.1: Develop retail, restaurants, and vendors strategy. Develop a retail, restaurant, and mobile vendors strategy to support diverse populations, including residents and workers.3–5 yrs Medium Planning Division (ECD) Economic Development and Housing Division (ECD) 6 Action SA-17.1.1: Designate residential priority sites. Designate residential priority sites, which require a specific amount of future development projects be dedicated to residential land use.3–5 yrs Medium Planning Division (ECD) 6 Action SA-17.1.2: Remove parking minimums in East of 101. Remove parking minimums in East of 101.3–5 yrs Medium Planning Division (ECD) 6 Action SA-17.1.3: Encourage property assemblage and master planning along South Airport Boulevard. Encourage the assemblage of adjacent parcels by providing greater development incentives for master planned redevelopment along South Airport Boulevard than would be available for development on a parcel-by-parcel basis. 3–5 yrs Medium Planning Division (ECD) Engineering Division (PW) 6 Action SA-17.1.4: South Airport Boulevard Specific Plan. Develop a Specific Plan with design guidelines for residential uses for South Airport Boulevard.3–5 yrs Medium Planning Division (ECD) 215 411SHAPE SSF: 2040 GENERAL PLAN410 OUR PLAN TO GET THERE 17 Ch. #Implementation Action Timeframe Priority Primary Responsibility Secondary Responsibility 6 Action SA-18.4.2: Study other potential roadway connections. Study potential for creating the following roadway connections: • Utah Avenue and San Mateo Avenue, across US-101. • Haskins Bridge connecting Haskins Way in the north to N. Access Road to the south • Oyster Point Bridge connecting Oyster Point Boulevard cul-de-sac to Sierra Point • Connect Gateway Boulevard to Sylvester Road and Littlefield Avenue using railroad right-of-way • Extend Littlefield Avenue from E. Grand Avenue to Cabot Road cul-de-sac, Forbes Boulevard, Carlton Court, and Eccles Avenue • Eccles Avenue and Forbes Boulevard between Rozzi Place and 560 Eccles Avenue driveway • Replace Poletti Way off-ramp with Grand Ramp flyover to provide direct access to Grand/Dubuque intersection for US 101/NB • Point San Bruno Boulevard and E. Grand Avenue dead-end • Connect W. Harris Avenue cul-de-sac with E. Harris Avenue and extend E. Harris Avenue to Littlefield Avenue • Extend Roebling Road across E. Grand Avenue to connect to new connection using railroad right-of-way 3–5 yrs Medium Planning Division (ECD) Engineering Division (PW) 6 Action SA-18.4.3: Create roadway maintenance schedule. Prioritize roadway maintenance in the sub-area by developing a schedule in collaboration with Public Works. Where feasible, align this effort with new construction projects. 3–5 yrs Medium Engineering Division (PW) Maintenance and Operations Division (PW) 6 Action SA-20.1.1: Create Community Facilities District. Explore development of a Community Facilities District to finance district improvements, such as infrastructure improvements, management of a parking facilities district, and fund public spaces and amenities. 3–5 yrs Medium City Manager • Engineering Division (PW) • Parks Division (P&R) 6 Action SA-20.1.2: Identify funds for roadway maintenance and repairs. Explore development of a district-wide fund with annual contributions from local businesses designated for roadway maintenance and repairs.3–5 yrs Medium City Manager Engineering Division (PW) 6 Action SA-20.1.3: Support building upkeep and maintenance. Develop a mechanism to support building upkeep and maintenance, signage, landscaping, placemaking elements, lighting, and façade improvements for businesses along South Airport Boulevard. 3–5 yrs Medium Planning Division (ECD) 6 Action SA-21.2.1: Update Non-Conforming Regulations in Zoning Ordinance. Develop zoning regulations that encourage non-conforming warehousing and distribution uses north of East Grand Avenue or in areas designated as Business Technology Park or Business Technology Park High to transition to conforming uses. 3–5 yrs Medium Planning Division (ECD) 6 Action SA-22.1.2: Designate residential priority sites. Designate residential priority sites, which require a specific amount of future development projects be dedicated to residential land uses.3–5 yrs Medium Planning Division (ECD) Economic Development and Housing Division (ECD) Ch. #Implementation Action Timeframe Priority Primary Responsibility Secondary Responsibility 6 Action SA-22.1.3: Require context-sensitive design. Require context-sensitive design for new buildings developed along Colma Creek, such as height step backs and building setbacks.3–5 yrs Medium Planning Division (ECD) 6 Action SA-27.3.1: Establish design and development standards for frontage. Establish design and development standards for frontage along Lindenville streets.3–5 yrs Medium Planning Division (ECD) 6 Action SA-27.3.2: Prepare and implement streetscape improvement plan: Prepare and implement a streetscape improvement plan for South Linden and South Spruce Avenues that recognizes the streets’ role as a connector between the San Bruno BART station and Downtown. 3–5 yrs Medium Planning Division (ECD) Engineering Division (PW) 6 Action SA-27.4.1: Study potential roadway connections. Study the following potential roadway connections in Lindenville: • Spruce Avenue, S. Maple Avenue, and S. Linden Avenue using the access road behind 245 South Spruce Avenue • Extension from South Airport Boulevard to San Mateo Avenue with connection to Produce Avenue 3–5 yrs Medium Planning Division (ECD) Engineering Division (PW) 6 Action SA-27.4.2: Support implementation of the new east-west roadway connection. Support implementation of the new east-west roadway connection between Sneath Lane and S. Linden Avenue, that is included and analyzed in the Southline Specific Plan. 3–5 yrs Medium Planning Division (ECD) Engineering Division (PW) 6 Action SA-28.1.1: Create publicly accessibly open spaces. Create new publicly accessible open spaces including plazas, courtyards, and green spaces within the Specific Plan area for the use of employees, residents, and visitors. 3–5 yrs Medium Parks Division (P&R) 6 Action SA-28.2.1: Provide campus pedestrian network. Provide an extensive pedestrian network that links buildings and outdoor recreational spaces through paving, wayfinding signage, street furniture, and lighting 3–5 yrs Medium Planning Division (ECD) 6 Action SA-28.2.2: Create convenient and safe pedestrian and bike access. Create convenient and safe pedestrian and bike access to the San Bruno BART station and the Centennial Way Trail.3–5 yrs Medium Engineering Division (PW) Planning Division (ECD) 6 Action SA-3.1.1: Engage with community on Downtown growth. Engage with the Downtown community to understand priorities and desired benefits resulting from Downtown growth.3–5 yrs Medium City Manager Planning Division (ECD) 6 Action SA-31.1.1: Coordinate with Cal Water to purchase or lease land. Coordinate with Cal Water to purchase or lease land along Chestnut Avenue and Colma Creek to expand Orange Park. 3–5 yrs Medium City Manager Parks Division (P&R) 6 Action SA-35.2.1: Implement designated bicycle lane on Mission Road. Consider the feasibility of creating two designated bike lanes along Mission Road between McLellan Road and Chestnut Ave. 3–5 yrs Medium Planning Division (ECD) Engineering Division (PW) 6 Action SA-36.4.1: Support the development of a new park and bicycle and pedestrian trails along Skyline Boulevard in collaboration with Caltrans. Support the development of a new park and bicycle and pedestrian trails along Skyline Boulevard in collaboration with Caltrans. 3–5 yrs Medium Parks Division (P&R) Engineering Division (PW) 216 413SHAPE SSF: 2040 GENERAL PLAN412 OUR PLAN TO GET THERE 17 Ch. #Implementation Action Timeframe Priority Primary Responsibility Secondary Responsibility 6 Action SA-39.1.1: Implement linear parks in Winston Serra. Develop a new linear park as outlined in the Parks and Recreation Master Plan.3–5 yrs Medium Parks Division (P&R) Engineering Division (PW) 6 Action SA-39.1.2: Develop new park at SFPUC site. Develop a new park on the existing SFPUC site that provides pedestrian connections to Alta Loma Middle School.3–5 yrs Medium Parks Division (P&R) 8 Action 2.4.1: Attract tenants to ground floor spaces that support day-to-day services in the neighborhood. Explore incentives, opportunities, forecast demand, and identify barriers to attracting small businesses and tenants to ground floor spaces outside of the city’s best-located retail nodes (such as on blocks of Downtown away from Grand Avenue). 3-5 years Medium Economic Development and Housing Division (ECD) 8 Action PE-3.1.1: Establish business districts. In partnership with the Chamber of Commerce, conduct outreach to businesses to encourage local district-based efforts to establish business organizations and form business improvement districts that can raise funding to provide enhanced district services; potential locations include Downtown South San Francisco, Lindenville, segments of El Camino Real, the BART station area, and portions of East of 101. 3-5 years High Economic Development and Housing Division (ECD) City Manager 8 Action PE-3.2.2: Engage businesses. Use active mechanisms to stay informed of business needs through such tools as business surveys, customer surveys, personal contact, and business functions.3-5 years Medium Economic Development and Housing Division (ECD) 8 Action PE-3.3.2: Prepare/update economic development strategic plans. Regularly prepare/update a multiyear economic development strategic plan to provide a comprehensive understanding of current economic and market conditions and to guide City staff economic development activities. 3-5 years High Economic Development and Housing Division (ECD) 8 Action 3.4.4: Promote the city’s “business friendly” reputation in all promotional materials.3-5 years Medium Economic Development and Housing Division (ECD) 8 Action PE-3.4.6: Increase and improve communication with the public about new business developments.3-5 years Low Communications (CM) • Economic Development and Housing Division (ECD) • Planning Division (ECD) 8 Action PE-3.5.1: Create a Downtown marketing program. Create a marketing program for Downtown that can be subsequently expanded to promote the entire city.3-5 years Medium Communications (CM) Ch. #Implementation Action Timeframe Priority Primary Responsibility Secondary Responsibility 8 Action PE-3.5.2: Develop and implement a “shop local” program.3-5 years Medium Economic Development and Housing Division (ECD) 8 Action PE-3.5.3: Promote recreational opportunities. Promote recreational activities available in South San Francisco as an attractive amenity for workers.3-5 years Medium Recreation Division (P&R) 8 Action PE-5.1.2: Identify reinvestment opportunities in retail properties. Work with retail property owners to identify and encourage opportunities for reinvestment in and modernization of their properties.3-5 years Medium Economic Development and Housing Division (ECD) 8 Action PE-5.2.1: Create ground floor requirements. Create requirements to provide ground-floor retail in mixed- use development projects only in the strongest retail locations, including at street intersections, near existing high- performing shopping centers, and in areas with high visibility, vehicle or pedestrian traffic, and easy access. 3-5 years Medium Planning Division (ECD) Economic Development and Housing Division (ECD) 8 Action PE-5.4.1: Provide public investment for streetscapes and façades. Enhance the public realm of retail districts through public investments in the streetscape and mobility, potential façade improvement loans or grants, and collaboration with merchants or business organizations to create wayfinding and branding signage. 3-5 years High Capital Projects (CM) Planning Division (ECD) 8 Action PE-5.6.4: Attract retail and services to emerging residential areas. Work with developers, brokers, and site locators to attract retail and services to areas targeted for significant residential growth where little housing previously existed—including near the Caltrain Station, portions of East of 101, and the northern portion of Lindenville. 3-5 years Medium Economic Development and Housing Division (ECD) Planning Division (ECD) 8 Action PE-5.8.1: Develop a neighborhood retail business attraction and retention program.3-5 years Medium Economic Development and Housing Division (ECD) 8 Action PE-7.1.2: Provide targeted resources to home-based businesses. Explore providing targeted resources to home-based businesses regarding opportunities for support and for expansion into commercial and industrial spaces. 3-5 years Medium Economic Development and Housing Division (ECD) 8 Action PE-8.1.2: Establish district-based financing tools. Explore establishing community facilities districts and other district-based financing mechanisms East of 101 and in other rapidly growing areas to ensure that new development adequately covers the costs of new infrastructure and facilities needs. 3-5 years High Economic Development and Housing Division (ECD) • City Manager • Finance 217 415SHAPE SSF: 2040 GENERAL PLAN414 OUR PLAN TO GET THERE 17 Ch. #Implementation Action Timeframe Priority Primary Responsibility Secondary Responsibility 9 Action MOB-1.2.2: Evaluate reducing speed limits. Evaluate reducing speed limits on the city's high injury network, transit priority streets, school areas, and other streets with high concentrations of vulnerable street users.3–5 yrs Medium Engineering Division (PW) 9 Action MOB-2.1.4: Implement transit speed, reliability, and access improvements. All capital improvements and development projects near regional transit stations or bus/shuttle routes incorporate improvements to advance speed, reliability, and access, such as in-lane far-side bus stops, bus-only lanes, queue jumps, and pedestrian/bicycle gap closures. 3–5 yrs High Engineering Division (PW) 9 Action MOB-2.1.5: Address ADA accessibility. Address ADA accessibility gaps in the City’s transportation infrastructure, including at sidewalks, curb ramps, crosswalks, and bus stops.3–5 yrs High Engineering Division (PW) 9 Action MOB-3.1.2: Implement East of 101 Trip Cap. Implement an East of 101 area trip cap with triennial monitoring and corrective actions if exceeded. Implement project-specific trip caps for large campus developments.3–5 yrs Medium Planning Division (ECD) 9 Action MOB-3.3.2: Evaluate curb management practice. Evaluate the current and best use of curb space in the City’s activity centers and repurpose space to maximize people served (i.e. for loading, bikeways, bike parking, bus lanes, or parklets) 3–5 yrs Medium Engineering Division (PW) Planning Division (ECD) 9 Action MOB-3.4.1: Create funding and staffing plan for the Residential Parking Permit Program. Create a funding and staffing plan for a Residential Parking Permit (RPP) Program in higher density neighborhoods.3–5 yrs Medium City Manager • Police • Planning Division (ECD) 10 Action PR-1.4.1: Provide targeted recreational services. Explore opportunities to provide and subsidize more recreational services to targeted populations (e.g., youth, older adults, persons with disabilities, and low-income populations). 3–5 yrs High Recreation Division (P&R) 10 Action PR-2.1.2: Complete update of the Orange Memorial Park Master Plan.3–5 yrs Medium Parks Division (P&R) • Capital Projects (CM) • Facilities Division (P&R) 10 Action PR-5.1.2: Designate new Downtown/Lindenville park site. Designate a site for a new neighborhood park adjacent to Downtown and Lindenville on the block bounded by Railroad Avenue, Spruce Avenue, Colma Creek, and Linden Avenue and require parkland dedication. 3–5 yrs Medium Parks Division (P&R) • Capital Projects (CM) • Planning Division (ECD) 10 Action PR-5.1.3: Study City Hall park space opportunities. Study opportunities to expand active park space on the City Hall property.3–5 yrs Low Capital Projects (CM) Parks Division (P&R) Ch. #Implementation Action Timeframe Priority Primary Responsibility Secondary Responsibility 10 Action PR-7.7.2: Facilitate community engagement on public art selection. Establish a process to allow community input into public art selection.3–5 yrs Low Recreation Division (P&R) 10 Action PR-7.7.4: Support community-based creation of public art. Develop and coordinate community-based efforts to create public art pieces.3–5 yrs Low Recreation Division (P&R) 10 Action PR-8.10.1: Identify and pilot enrichment programs. Identify and pilot new ways to engage young people and their families who have not previously participated in City-run enrichment programming – and use these efforts to identify common reasons youth and families have not participated in these community resources. 3–5 yrs Medium Recreation Division (P&R)Library 10 Action PR-9.3.2: Maintain land inventory for childcare. Conduct an inventory of property that may be converted or developed into public or private Early Childcare Education facilities.3–5 yrs Medium Planning Division (ECD) Recreation Division (P&R) 10 Action PR-9.3.4: Provide incentives for new development to create childcare facilities. Provide incentives to new development to create childcare facilities as a community benefit. Encourage new development to provide on- site childcare facilities rather than paying an in-lieu fees. 3–5 yrs High Economic Development and Housing Division (ECD) Planning Division (ECD) 10 Action PR-9.3.5: Coordinate citywide childcare programs. Coordinate and integrate childcare programs with existing housing, community, and social programs as described in the Child Care Master Plan.3–5 yrs High Recreation Division (P&R) Planning Division (ECD) 10 Action PR-9.4.1: Explore grant funding for childcare. Explore the provision of one-time grants to Family Child Care homes for zoning permit application or to update homes to be ready for babies and toddlers, including removing penalties for those who want to legalize their Family Child Care homes. 3–5 yrs High Recreation Division (P&R) • Planning Division (ECD) • Finance 10 Action PR-9.4.2: Create and maintain online portal for childcare. Create and maintain an online portal and resources for childcare business development. 3–5 yrs Medium Recreation Division (P&R) • Information Technology • Economic Development and Housing Division (ECD) • Communications (CM) 11 Action ECS-1.3.3: Develop ongoing feedback portal. Develop an online, multilingual portal where residents can provide feedback on an ongoing basis regarding the General Plan, City services, and other needs and barriers that the City may be able to address. 3–5 yrs Medium City Manager • Information Technology • Planning Division (ECD) 218 417SHAPE SSF: 2040 GENERAL PLAN416 OUR PLAN TO GET THERE 17 Ch. #Implementation Action Timeframe Priority Primary Responsibility Secondary Responsibility 11 Action ECS-2.1.3: Partner regionally to support equity priorities. Work closely with other jurisdictions in San Mateo County and throughout the Bay Area to build capacity on racial and social equity, and to advance regional equity priorities. 3–5 yrs Medium City Manager 11 Action ECS-2.2.2: Develop standardized reporting. Develop a standardized approach to tracking data to address racial and social inequities.3–5 yrs Medium City Manager 11 Action ECS-3.1.3: Explore Downtown Resource Center. Study the feasibility of a Community Resource Center in Downtown where multiple services will be offered.3–5 yrs High Capital Projects (CM) Economic Development and Housing Division (ECD) 11 Action ECS-3.2.1: Conduct ongoing evaluation of services. Regularly evaluate impact of public investments to ensure equitable distribution of services and programming moving forward.3–5 yrs Medium City Manager 11 Action ECS-5.1.2: Identify special education opportunities. Partner with life science companies and art organizations to provide special education students with internships, awards, and equipment in order to provide high-quality special education to South San Francisco children and youth. 3–5 yrs Medium Economic Development and Housing Division (ECD) • Recreation Division (P&R) • Library 11 Action ECS-5.1.3: Expand arts education. Develop partnerships with art organizations and associations to provide students with internships, awards, and upgraded visual and performing arts equipment.3–5 yrs Medium Recreation Division (P&R) 12 Action CHEJ-1.1.6: Assist in the provision of nonprofit and community health centers. Assist San Mateo County in their provision of nonprofit and community health centers to provide free or low-cost health care to low- income households. 3–5 yrs High City Manager Economic Development and Housing Division (ECD) 12 Action CHEJ-1.3.1: Maintain and report health data. Continue to maintain and report out indicators and metrics about the health status of residents over time by race/ethnicity. Work with the City’s Equity and Inclusion Officer to develop a standardized approach to tracking health data to address racial and social inequities in health outcomes. 3–5 yrs Medium City Manager Planning Division (ECD) 12 Action CHEJ-1.4.1: Require health impact assessment. Require health impact assessments for all specific, neighborhood, and master plans and major transportation investments to examine the health and equity implications of policy decisions. 3–5 yrs Low Planning Division (ECD) 12 Action CHEJ-2.1.2: Provide healthy food education. Work with other local non-profit organizations and public agencies, such as the San Mateo County Health, to create a Healthy Food Awareness campaign that educates the community about healthy and culturally relevant food options within the community. 3–5 yrs Low City Manager • Library • Recreation Division (P&R) Ch. #Implementation Action Timeframe Priority Primary Responsibility Secondary Responsibility 12 Action CHEJ-2.5.2: Partner with SSFUSD to implement school nutrition education programs. Partner with the South San Francisco Unified School District to create and implement educational programs for children on healthy eating, such as edible school yards and healthy cooking classes. 3–5 yrs Medium City Manager City Council 12 Action CHEJ-3.1.1: Monitor air quality in Lindenville, East of 101, and Downtown. Work with the Bay Area Air Quality Management District to establish and identify funding for air quality monitoring and reduction strategies. This action may include purchasing fine particulate matter (PM2.5) monitors to track local air quality data in Lindenville, East of 101, and Downtown. 3–5 yrs High Planning Division (ECD) Maintenance and Operations Division (PW) 12 Action CHEJ-3.2.2: Adopt an ordinance establishing vehicle idling restrictions. Establish a local ordinance that exceeds the state vehicle idling restrictions where appropriate, including restrictions for bus layovers, delivery vehicles, trucks at warehouses and distribution facilities and taxis, particularly when these activities take place near sensitive land uses (schools, healthcare facilities, affordable housing, and elder and childcare centers). Manage truck idling in new residential neighborhoods in Lindenville and East of 101. 3–5 yrs Medium Planning Division (ECD) 12 Action CHEJ-3.3.2: Reduce indoor air pollution. Explore opportunities to work with property owners to rehabilitate existing buildings and require that new buildings adjacent to production, distribution, and warehousing uses; highways; or rail to implement appropriate mitigation measures to reduce indoor air pollution such as air filtration/ventilation systems, landscaping, and other physical improvements as recommended by the California Air Resources Board and/or the Bay Area Air Quality Management District. 3–5 yrs Medium Building Division (ECD) Economic Development and Housing Division (ECD) 12 Action CHEJ-4.1.2: Precautions for Oyster Point Landfill. Implement any future City-prepared sea level rise adaptation plan for the Oyster Point Marina and landfill to prevent the release of toxins into the Bay.3–5 yrs High Capital Projects (CM) • Maintenance and Operations Division (PW) • Parks Division (P&R) • Engineering Division (PW) 12 Action CHEJ-6.4.3: Implement permanent supportive housing. Implement the U.S. Department of Housing and Urban Development’s Housing First program once permanent supportive housing is available within the city.3–5 yrs Medium Economic Development and Housing Division (ECD) Planning Division (ECD) 12 Action CHEJ-7.1.2: Develop anti-displacement plan. Develop an anti-displacement plan to halt displacement in the city, particularly in Downtown, Sign Hill, El Camino, and Sunshine Gardens, which may include tenant and landlord mediation programs, right of first refusal, rental assistance, tenant legal counseling, and a rent board to implement the program. 3–5 yrs High Economic Development and Housing Division (ECD) Planning Division (ECD) 219 419SHAPE SSF: 2040 GENERAL PLAN418 OUR PLAN TO GET THERE 17 Ch. #Implementation Action Timeframe Priority Primary Responsibility Secondary Responsibility 12 Action CHEJ-7.1.4: Provide housing for people with disabilities. Consider adding disability to the existing live- work preference policy to prioritize providing housing to people with disabilities.3–5 yrs Medium Planning Division (ECD) Economic Development and Housing Division (ECD) 13 Action CR-1.3.3: Require multi-hazard real estate disclosure. Enact an ordinance to require real estate disclosures of all hazards identified in the Hazard Mitigation Plan, including hazards associated with anticipatory sea level rise and flooding, geologic hazards, groundwater inundation, or wildfire for commercial and residential properties, including ownership and rental. 3–5 yrs Medium Planning Division (ECD) 13 Action CR-1.6.1: Develop a resiliency hub program. Develop a resiliency hub program to help community members with disaster planning assistance and supplies. 3–5 yrs Medium Fire City Manager 13 Action CR-1.6.2: Upgrade the Emergency Operations Center. Add second floor to the City’s Emergency Operations Center (EOC) and a warehouse to store supplies to support the city in the event of a disaster. Ensure the EOC has the necessary capabilities and can continue operations after all future hazards. 3–5 yrs High Fire Capital Projects (CM) 13 Action CR-1.6.3: Establish a resilience education program. Establish a community resilience education program in collaboration with San Mateo County and local community partners. Work with the Community Emergency Response Team and promotores programs to disseminate the information. 3–5 yrs Medium City Manager Fire 13 Action CR-1.6.4: Identify locations for post-disaster emergency housing. Identify locations for emergency housing, siting locations in areas with lower hazard risk. 3–5 yrs Medium Planning Division (ECD)Fire 13 Action CR-1.8.1: Prepare a post-disaster recovery plan. Create a post-disaster recovery framework that establishes post-disaster policies and programs designating when, where, and how rebuilding will occur.3–5 yrs Medium Fire • City Manager • Facilities Division (P&R) • Maintenance and Operations Division (PW) 13 Action CR-1.8.2: Adopt post-disaster repair standards for existing buildings. Develop and adopt special repair and upgrade standards for existing buildings, in the case of post-disaster reconstruction and/or conversion to mixed use or more compact residential use. 3–5 yrs Low Building Division (ECD) 13 Action CR-4.1.3: Maintain a soft-story buildings inventory. Maintain and regularly update a database of soft story / fragile housing.3–5 yrs Medium Building Division (ECD) Planning Division (ECD) 13 Action CR-4.1.4: Expand seismic retrofit incentive program expansion. Expand efforts to incentivize retrofits of buildings and other mitigation measures in seismic and geologic hazards zones. Explore developing a specific program to address seismic retrofit needs within South San Francisco’s affordable housing stock. 3–5 yrs Medium Building Division (ECD)City Manager Ch. #Implementation Action Timeframe Priority Primary Responsibility Secondary Responsibility 13 Action CR-6.1.2: Create a community engagement for weatherization programs. Develop a targeted outreach regarding weatherization assistance program for low-income households.3–5 yrs Medium Economic Development and Housing Division (ECD) Communications (CM) 13 Action CR-6.3.1: Identify heat island priority areas. Identify areas of greatest risk of urban heat island effect and target resources in these areas, including tree planting, cool roofs, and installation of cool pavement.3–5 yrs Low Planning Division (ECD) 14 Action CP-3.1.2: Require non-residential all-electric new construction. Adopt an ordinance (reach code) requiring all new nonresidential buildings to be all-electric and prohibit new gas infrastructure for new buildings. Exempt occupancies must install electric building systems (e.g., space and water heating equipment) where feasible. 3–5 yrs High Building Division (ECD) • Sustainability (CM) • Planning Division (ECD) 14 Action CP-3.1.3: Retrofit all-electric in existing buildings during major renovations. Require residential major renovations to retrofit to all-electric.3–5 yrs High Building Division (ECD) • Sustainability (CM) • Planning Division (ECD) 14 Action CP-3.2.1: Require high-efficiency indoor water fixture. Require high-efficiency fixtures in all new construction, like CALGreen Tier 1 or 2.3–5 yrs Low Building Division (ECD) • Sustainability (CM) • Planning Division (ECD) 14 Action CP-4.1.1: Energy audits for homes and businesses. Work with Peninsula Clean Energy, San Mateo County Energy Upgrade to provide free to low-cost energy audits.3–5 yrs Medium Sustainability (CM) Building Division (ECD) 14 Action CP-4.1.2: Adopt Commercial Benchmarking ordinance. Adopt energy and water benchmarking ordinance for commercial buildings over 10,000 square feet to empower owners to control utility costs.3–5 yrs Medium Building Division (ECD) • Sustainability (CM) • Planning Division (ECD) 14 Action CP-4.1.3: Retrocommissioning partnership. Work with PG&E to expand deep retrofit and retrocommissioning programs in South San Francisco.3–5 yrs Medium Sustainability (CM) Planning Division (ECD) 14 Action CP-4.2.1: Require electric panel upgrade at point of sale. Adopt an ordinance that requires electric panel upgrades upon sale and/or rental turnover.3–5 yrs High Building Division (ECD) • Sustainability (CM) • Planning Division (ECD) 15 Action ES-7.2.2: Identify opportunities to implement green Infrastructure in parks and open space. Identify opportunities for nearby parks and open spaces to support water management with stormwater infrastructure 3–5 yrs High Parks Division (P&R) Engineering Division (PW) 220 421SHAPE SSF: 2040 GENERAL PLAN420 OUR PLAN TO GET THERE 17 Ch. #Implementation Action Timeframe Priority Primary Responsibility Secondary Responsibility 15 Action ES-9.1.2: Prepare Downtown urban design guidelines. Institute Downtown urban design guidelines and require design review of developments in the proposed Downtown South San Francisco Historical Commercial District to ensure that the height, massing, and design of buildings furthers Downtown’s character. 3–5 yrs Low Planning Division (ECD) 15 Action ES-9.1.3: Expand historic markers and maps to promote and celebrate history. Expand resources such as historic maps, historic markers, or self-guided walking tours to promote and celebrate historic preservation in South San Francisco. 3–5 yrs Medium Planning Division (ECD) 15 Action ES-9.1.4: Expand historic resources education through partnerships. Work with neighborhood groups and historic preservation advocacy groups on events, materials, and efforts to educate the public on the positive benefits of historic preservation generally and in specific neighborhoods. 3–5 yrs Medium Planning Division (ECD) 15 Action ES-9.1.5: Preservation resources. Prepare a vision for the preservation of historic resources using the Mills Act, State Tax Credit Program, or other available tools.3–5 yrs Medium Planning Division (ECD) 16 Action NOI-1.1.3: Require noise study in applicable areas. Require a noise study to be performed and appropriate noise attenuation to be incorporated to reduce interior noise levels to 45 dB CNEL or less prior to approving any multifamily or mixed-use residential development in an area with a CNEL of 65 dB or greater. 3–5 yrs Medium Planning Division (ECD) 16 Action NOI-1.1.5: Require noise control for new developments. Require the control of noise at the source through site design, building design, landscaping, hours of operation, and other techniques, for new developments deemed to be noise generators. 3–5 yrs Medium Planning Division (ECD) Building Division (ECD) 6–10 Years Ch. #Implementation Action Timeframe Priority Primary Responsibility Secondary Responsibility 5 Action LU-1.1.1: Maintain vacant building inventory. Maintain an inventory of vacant buildings and encourage developers and potential business owners to locate their development/businesses in areas most in need of their resources. 6–10 yrs Medium Economic Development and Housing Division (ECD) 5 Action LU-2.5.1: Study parking strategies near transit centers. Study potential parking strategies near transit centers, including parking maximums, park-once strategies, parking fees, and shared parking. 6–10 yrs Low Planning Division (ECD) 5 Action LU-6.6.1: Cleanup of Hazardous sites. Seek funding to finance cleanup and redevelopment of contaminated sites.6–10 yrs Medium Sustainability (CM) • Economic Development and Housing Division (ECD) • Planning Division (ECD) 6 Action SA-8.5.1: Facilitate affordable housing development on the Municipal Services Building site. Facilitate development of affordable housing with community-serving amenities, such as open space or recreational facilities, on the Municipal Services Building site. 6–10 yrs Low Planning Division (ECD) Economic Development and Housing Division (ECD) 6 Action SA-10.1.1: Coordinate with BART on developing housing at SSF BART station. Coordinate with BART to conduct studies to determine the feasibility of developing the surface parking lot on Mission Road into housing.6–10 yrs Low Planning Division (ECD) 6 Action SA-11.1.2: Continue to implement the El Camino Real/Chestnut Avenue Area Plan. Continue to implement the El Camino Real/Chestnut Avenue Area Plan and update as necessary.6–10 yrs Low Planning Division (ECD) 6 Action SA-12.6.1: Review consistency with San Francisco International Airport Land Use Compatibility Plan. Review the San Francisco International Airport Land Use Compatibility Plan (ALUCP) and as needed, update the City of South San Francisco’s General Plan to be in conformance with land use compatibility standards in the ALUCP. In the event that updates to the ALUCP allow residential land uses on suitable sites on the El Camino Real corridor where residential is not currently permitted, update the General Plan to allow Urban Residential uses. 6–10 yrs Low Planning Division (ECD) 6 Action SA-14.5.1: New Roadway connection in El Camino Real in SFPUC / Kaiser area. Study potential to connect Sequoia Avenue and Las Flores Avenue across El Camino Real.6–10 yrs Low Planning Division (ECD) Engineering Division (PW) 6 Action SA-16.1.1: Introduce shared district parking. Introduce shared, district parking facilities to support visitors and employees. 6–10 yrs Medium Planning Division (ECD) 221 423SHAPE SSF: 2040 GENERAL PLAN422 OUR PLAN TO GET THERE 17 Ch. #Implementation Action Timeframe Priority Primary Responsibility Secondary Responsibility 6 Action SA-18.4.1: Create new connection between Lindenville and East of 101. Study potential for creating a roadway connection from Utah Avenue to San Mateo Avenue over US-101 to connect Lindenville with East of 101.6–10 yrs Medium Engineering Division (PW) Planning Division (ECD) 6 Action SA-27.1.1: Develop a park near Colma Creek. Develop a park to serve Lindenville and Downtown residents near Colma Creek.6–10 yrs Medium Parks Division (P&R) Planning Division (ECD) 6 Action SA-29.1.1: Minimize El Camino Real parking overflow. Introduce clearer and more frequent signage along residential streets to prevent parking overflow from El Camino Real or major thoroughfares.6–10 yrs Medium Maintenance and Operations Division (PW) 6 Action SA-29.1.2: Coordinate with the County of San Mateo on infrastructure. Coordinate with the County of San Mateo to standardize infrastructure between the unincorporated area and the remainder of the city, including consistent sidewalks, roadways, and utility infrastructure. 6–10 yrs Low Engineering Division (PW) 6 Action SA-29.2.1: Conduct annexation planning study. Conduct a study that considers long-term planning for the unincorporated Sphere of Influence.6–10 yrs Low City Manager 6 Action SA-32.4.1: Coordinate with local and regional open space agencies. Collaborate with County of San Mateo Parks Department regarding upkeep and expansion of pedestrian facilities to connect to the San Bruno Mountains. 6–10 yrs Low Parks Division (P&R) 6 Action SA-39.1.3: Maintain “Button Property” as Open Space. Continue the previous General Plan policy to maintain the open space designation of the County of San Mateo’s “Button Property”, located on the northeast corner of Westborough Boulevard and Junipero Serra Boulevard. 6–10 yrs Low Planning Division (ECD) 8 Action PE-2.1.2: Support infrastructure improvements. Pursue infrastructure and placemaking improvements that enhance the functionality of industrial districts.6–10 yrs Medium Planning Division (ECD) • Engineering Division (PW) Economic • Development and Housing Division (ECD) 8 Action PE-2.6.4: Implement public realm improvements along South Airport Blvd. Implement infrastructure, placemaking, and safety investments to improve the pedestrian experience along South Airport Boulevard for visitors traveling between the South San Francisco Conference Center, hotels, and nearby businesses in East of 101 and Downtown South San Francisco. 6–10 yrs High Capital Projects (CM) • Engineering Division (PW) • Planning Division (ECD) 9 Action MOB-2.2.2: Develop free bus and shuttle services for residents. Develop a dedicated funding source or leverage private sector contributions to fund the South City shuttle and free bus service for South City residents.6–10 yrs High City Manager Finance Ch. #Implementation Action Timeframe Priority Primary Responsibility Secondary Responsibility 9 Action MOB-3.2.2: Incorporate new street connections. Incorporate new street connections to better distribute vehicle trips across South San Francisco’s street network, especially in the East of 101 Area (as illustrated in Figure 14 and Table 6). 6–10 yrs Medium Engineering Division (PW) Planning Division (ECD) 9 Action MOB-5.1.1: Complete Rails to Trails project. Leverage public-private partnerships to complete the conversion of the City’s freight rail lines to multi-use trails.6–10 yrs Medium Capital Projects (CM) • Parks Division (P&R) • Engineering Division (PW) • Planning Division (ECD) 9 Action MOB-5.1.2: Building bicycle boulevards and Slow Streets. Grow network of bicycle boulevards/ Slow Streets that prioritize direct access to recreation and active transportation within the city’s residential neighborhoods. 6–10 yrs Medium Engineering Division (PW) Planning Division (ECD) 10 Action PR-6.1.2: Implement active transportation improvements to parks and open space. Implement new active transportation connections to the Centennial Way Trail, Colma Creek, and the San Francisco Bay Trail.6–10 yrs Low Planning Division (ECD) • Parks Division (P&R) • Engineering Division (PW) • Capital Projects (CM) 10 Action PR-6.1.3: Implement Centennial Trail Vision Plan. Implement the Centennial Trail Vision Plan. Seek opportunities to create more mid-block access to Centennial Way trail.6–10 yrs Medium Parks Division (P&R) • Capital Projects (CM) • Engineering Division (PW) • Planning Division (ECD) 10 Action PR-6.1.4: Develop Pacific Gas and Electric and Union Pacific trails. Partner with Pacific Gas & Electric and Union Pacific to reuse utility corridors and rail rights-of-way as trails.6–10 yrs Low Parks Division (P&R) • Engineering Division (PW) • Planning Division (ECD) • Capital Projects (CM) 10 Action PR-7.7.3: Educate community on public art. Produce public art educational materials for each artwork in the City’s collection and make these available to the public. Detail the locations of public art installations in materials such as walking tour guideposts, physical markers, web-based maps, or podcasts. 6–10 yrs Medium Recreation Division (P&R) 10 Action PR-9.2.1: Expand funding for universal preschool. Continue exploring possible funding to establish and maintain universal preschool or to establish universal preschool for lower-income families.6–10 yrs High Recreation Division (P&R) • City Manager • Finance 222 425SHAPE SSF: 2040 GENERAL PLAN424 OUR PLAN TO GET THERE 17 Ch. #Implementation Action Timeframe Priority Primary Responsibility Secondary Responsibility 11 Action ECS-3.1.2: Expand internet connection. Offer free high-speed internet inside and outside City facilities, especially in disadvantaged communities.6–10 yrs Low Information Technology • Facilities Division (P&R) • Library • Maintenance and Operations Division (PW) 12 Action CHEJ-1.1.5: Explore healthcare public private partnerships. Explore innovative private and public partnerships to provide pharmacies and medical, dental, and mental health services in underserved areas like Downtown and in new residential areas of Lindenville and East of 101. 6–10 yrs Medium City Manager Economic Development and Housing Division (ECD) 12 Action CHEJ-1.1.7: Establish community paramedicine program. Explore the establishment of a community paramedic program to help identify residents who suffer from chronic illness and educate and connect them with appropriate healthcare services. 6–10 yrs Low City Manager Fire 12 Action CHEJ-2.1.3: Work with developers to provide a grocery store. Work with developers to bring a full- service grocery store to Downtown or East of 101. 6–10 yrs High Economic Development and Housing Division (ECD) Planning Division (ECD) 12 Action CHEJ-3.2.3: Transition the City's vehicle fleet to lower-emission fuel technologies. Transition the City’s vehicle fleet to lower-emission fuel technologies.6–10 yrs High Maintenance and Operations Division (PW) Sustainability (CM) 12 Action CHEJ-3.3.1: Explore incentives for pollution reduction. Explore opportunities for production, distribution, and warehousing uses in Lindenville and East of 101 to reduce pollution, such as greener trucks, energy efficient buildings, and other strategies. 6–10 yrs Low Sustainability (CM) Planning Division (ECD) 12 Action CHEJ-6.1.2: Establish lead and asbestos removal program. In cooperation with San Mateo County and other regional agencies, establish a lead-based paint and asbestos removal program for affordable housing units built before 1980. 6–10 yrs Low Building Division (ECD) 13 Action CR-1.2.2. Coordinate utility redundancy. Continue to work with regional water and energy agencies to ensure redundant water and energy supplies in case of an emergency 6–10 yrs Low City Manager Fire 13 Action CR-3.1.1: Implement Colma Creek adaptation pilot. Develop a program to work with public and private landowners to decrease the risk of flooding by implementing engineered and nature-based shoreline protection projects in coordination with watershed management projects that reduce and/or store runoff during rainfall events and improve the condition of the flood plain. 6–10 yrs Medium Sustainability (CM) • Parks Division (P&R) • Capital Projects (CM) • Engineering Division (PW) Ch. #Implementation Action Timeframe Priority Primary Responsibility Secondary Responsibility 13 Action CR-6.2.1: Develop an early warning systems for heat and air quality. Develop early warning systems for heat and air quality alerts, in multiple languages and through culturally relevant media.6–10 yrs Medium Fire City Manager 14 Action CP-3.1.4: Require installation of photovoltaic panels. Require installation of photovoltaic panels on multifamily and nonresidential new construction.6–10 yrs Low Building Division (ECD) • Sustainability (CM) • Planning Division (ECD) 15 Action ES-3.1.1: Implement Colma Creek interpretive signage. In coordination with the Flood and Resiliency District and other partners, incorporate interpretive signage that educate community members and visitors about the history and the unique biological resources around Colma Creek. 6–10 yrs Low Parks Division (P&R) 15 Action ES-9.1.1: Explore the feasibility of a Downtown Historic Commercial District development. Explore the feasibility of establishing a Downtown South San Francisco Historical Commercial District to promote the revitalization and redevelopment of the area while supporting existing small business owners in the district from being displaced. Medium Planning Division (ECD) 10+ Years Ch. #Implementation Action Timeframe Priority Primary Responsibility Secondary Responsibility 10 Action PR-6.1.1: Create Colma Creek trail. Create a trail along Colma Creek from the Bay Trail to Orange Memorial Park, incorporating lighting, public art, and native and high-value landscaping.10+ yrs Medium Parks Division (P&R) • Engineering Division (PW) • Capital Projects (CM) • Planning Division (ECD) 12 Action CHEJ-1.2.3: Develop pandemic preparedness plan. Work with San Mateo County Health and local jurisdictions to develop a local pandemic preparedness plan in case of future pandemics.10+ yrs Low City Manager • Fire • Finance 223 427SHAPE SSF: 2040 GENERAL PLAN426 GLOSSARY A 426 SHAPE SSF: 2040 GENERAL PLAN Glossary A APPENDICESA Active transportation This is a non-motorized form of transportation, primarily made up of walking and bicycling. Adaptation Adaptation is an adjustment in natural or human systems to a new or changing environment. Affordability Affordability refers to a household’s ability to pay for housing costs, where housing is commonly understood to be affordable if households are paying less than 30% of their income towards housing costs Anti-displacement Strategies to reduce and stop the number of low-income residents who are forced to move out of rental housing units or cannot move into certain neighborhoods due to economic or physical barriers. Aquifer A saturated area below the water table that stores water underground. Archaeological Resources Archaeology is the study of artifacts and material culture with the aim of understanding human activities and cultures in the past. Archaeological resources may be associated with prehistoric indigenous cultures as well as historic periods. B Biodiversity The biological variety of life in an ecosystem. Biogas Gases (usually methane and carbon dioxide) emitted from organic materials, typically agricultural waste, food waste, or municipal waste. These gases are a type of renewable energy source. Bioswales Channels designed to receive rainwater runoff and has vegetation to capture water and remove pollutants before releasing to a storm sewer. Bioswales can also be designed for water to infiltrate and recharge groundwater. Bird safe design Design choices that minimize the adverse effects of new development & construction on native and migratory birds. Burial Sites and Cemeteries Burial sites and cemeteries are formal or informal locations where human remains have been interred. C Carbon farming The practice of using agricultural methods to remove carbon dioxide from the atmosphere and into the soil and crops. Carbon neutrality The balance between carbon emissions and carbon absorption from the atmosphere. Carbon sequestration The process of capturing and storing carbon dioxide from the atmosphere. Climate change Climate change refers to changes in the average and/or the variability of temperature, rainfall, and extreme weather that persist for an extended period. Community Emergency Response Team (CERT) CERT is a volunteer-based organization that trains individuals in emergency preparedness and basic disaster response techniques. Community resilience The ability of a group to prepare for, withstand, adapt, and recover from disruptions or harmful situations. Community solar A solar power project where the energy and benefits of that project go towards multiple energy customers (e.g., individuals, businesses, nonprofits). 224 429SHAPE SSF: 2040 GENERAL PLAN428 GLOSSARY A C Complete neighborhoods Neighborhoods where residents can reach community amenities (e.g., grocery stores and retail), transit, public facilities (e.g., parks and community centers) and services (e.g., health care and affordable childcare) within a 20-minute walk Complete streets A transportation strategy where streets are designed and operated to be safe and accessible to all people. This involves infrastructure improvements to public transportation networks, sidewalks and trails, and bicycle networks, while also prioritizing historically disadvantaged communities. Community Noise Equivalent Level (CNEL) The average sound level in a 24-hour period derived from a variety of single-noise events, with weighting factors of 5 and 10 dBA applied to the evening (7 PM to 10 PM) and nighttime (10 PM to 7 AM) periods, respectively, to allow for the greater sensitivity to noise during these hours. Cooling and warming center An air-conditioned or heated public space hosted by the City that serves as a refuge during excessive heat and cold days. Creative economy "An economic sector that involves careers and activities at the intersection of arts, culture, and technology. The creative economy is made up of the businesses and individuals involved in producing cultural, artistic, and design goods and services, as well as supportive organizations that provide artistic venues, education, and funding." D Decarbonized buildings New or existing buildings that reduce the amount of greenhouse gas emissions produced through the implementation of efficiency upgrades. This includes eliminating the use of fossil fuels within the building and can go as far as eliminating fossil fuels from the energy used to electrify the building. Decibel (dB) A unit used to express the relative intensity of a sound as it is heard by the human ear. The lowest volume a normal ear can detect under laboratory conditions is 0 dB, the threshold of human hearing. Since the decibel scale is logarithmic, 10 decibels are ten times more intense, and 20 decibels are a hundred times more intense, than 1 dB. Decibels A (dBA) The “A-weighted” scale for measuring sound in decibels, which weighs or reduces the effects of low and high frequencies in order to simulate human hearing. Every increase of 10 dBA doubles the perceived loudness even though the noise is actually ten times more intense. Density bonus incentive This incentive-tool allows qualifying developers to increase their development in allowed dwelling units per acre, floor area ratio, or height, typically in exchange for community benefits in the form of funding or in-kind support. Disadvantaged Communities A disadvantaged community is defined as “a low-income area that is disproportionately affected by environmental pollution and other hazards that can lead to negative health effects, exposure, or environmental degradation.” Disaster A natural, technological, or human-caused event that results in deaths, injuries, property damage/loss, and/ or destruction resulting in serious disruptions and that exceeds the ability of local authorities to cope without outside assistance Displacement Displacement is the process through which households and businesses are forced to leave their residence and/ or place of business in response to the economic and social pressures of gentrification. Distributed Energy Resources (DERs) These resources are small, modular energy generation and storage systems that provide electricity or energy and can be connected or independent from the larger electrical power grid. Distributional equity Strategies to fairly distribute resources, benefits, and burdens. Prioritize resources for communities that experience the greatest inequities, disproportionate impacts, and have the greatest unmet needs. Dwelling units per acre (du/ac) The number of dwelling units allowed on one acre of land. Often used by cities to regulate allowed residential density. E Ecosystem The collection of organisms and the natural elements with which they interact. Environmental Justice Environmental justice is defined in California’s Government Code (Section 65040.12(e)) as “the fair treatment of people of all races, cultures, and incomes with respect to the development, adoption, implementation, and enforcement of environmental laws, regulations, and policies.” Existing Building Electrification Plan A strategy to electrify and eliminate natural gas use from existing buildings. F Floor Area Ratio (FAR) The development intensity of buildings can be measured through floor area ratio (FAR), which divides gross building area by lot area. A higher FAR indicates greater development intensity, or greater building height and/or lot coverage. G Gentrification Gentrification is the process of change that neighborhoods experience when they begin to attract new private and public investments. Graywater The water generated from buildings that is not contaminated (e.g., sinks, dishwashers). Graywater systems This system collects domestic, uncontaminated wastewater and reuses it for irrigation or toilet flushing. Sources of graywater include sinks, showers, washing machines, and dishwashers. Green infrastructure This type of infrastructure uses permeable surfaces, vegetation, stormwater harvest systems, or landscaping to capture and filter stormwater before releasing water to the sewer system or surface water sources. Greenhouse gas (GHG) emissions These are gases within the atmosphere that accelerate the warming of the Earth and are released from human activities that burn fossil fuels or from historic carbon sinks, such as melting permafrost. H Hazard It is something that is potentially dangerous or harmful. Hazard mitigation Any action taken to reduce or eliminate the long-term risk to human life and property from hazards Health in All Policies “Health in All Policies (HiAP) is a collaborative approach to improving the health of all people by incorporating health, equity, and sustainability considerations into decision-making across sectors and policy areas.” HiAP recognizes that health is influenced by many factors beyond healthcare and, in many cases, beyond the scope of traditional public health activities. Healthy Communities Healthy communities are places that foster positive health outcomes for all who live, work, and play in them. Good nutrition, physical activity, and access to healthcare all influence health. However, health is also influenced by many other factors, including access to economic opportunities, safe and sanitary housing, high-quality education, and low exposure to pollution. Historic Architectural Resources Historic resources are those buildings, structures, features, and landscapes that have reached a sufficient age (generally over 50 years) to be evaluated for their importance to the history of the city and eligibility for inclusion in the California Register of Historic Resources (CRHR). 225 431SHAPE SSF: 2040 GENERAL PLAN430 GLOSSARY A I Impact Fee A fee charged to a developer by the City according to the proposed development project, typically by number of units, square footage or acreage. The fee is often used for City services and infrastructure development such as schools, roads, police and fire services, and parks. Impervious An impervious surface does not allow for the infiltration of liquids. Impervious materials include concrete, brick, and stone. Infill A pattern of construction that builds on unused or underutilized parcels within an area that has pre- existing development. Innovation district A neighborhood made up of employment-generating technology companies and creative start-ups, research-oriented institutions, and community amenities for residents who live and/or work in that neighborhood. Invasive plants These plants are non-native to the ecosystem being examined, can spread quickly, and are likely to cause harm to the ecosystem's native plant species. K King tide Exceptionally high tides that typically occur during a new or full moon. L LEED The Leadership in Energy and Environmental Design (LEED) green building rating system is used to evaluate the sustainable design strategies of new and retrofitted projects. M Mobility The movement from one place to another through one or more modes of transportation. Mobility hubs Places where different travel networks (including walking, biking, transit, and shared mobility) meet and provide convenient connections to destinations. Multimodal Having different types of travel options within a transportation network. Multi-layered cluster planting This landscape design technique involves planting in layered groupings so that tree canopy, shrubs, and groundcover overlap and interconnect. N Native plants These plants have adapted to their ecosystem or region over hundreds of years and have a symbiotic relationship with other native wildlife. Naturally-Occurring Affordable Housing (NOAH) Existing residential units that have maintained affordable costs for middle to lower income households. Noise contour A line connecting points of equal noise level as measured on the same scale. Noise levels greater than the 60 Ldn contour (measured in dBA) require noise attenuation in residential development. P Permanent supportive housing A housing strategy that pairs affordable housing assistance with health and social services for households experiencing homelessness. Potable water Drinking water that is safe to drink or use in the preparation of food. Procedural equity Processes that are transparent, fair, and inclusive in developing and implementing any program, plan, or policy. They ensure that all people are treated openly and fairly. Promotores Is the plural form of Promotor or Promotora. A promotor is often referred to as a Community Health Worker. Promotores are members of the community who are involved in championing health and social services in their own communities. They bridge communities to tangible services, provide support and peer education, and are fully vested in improving the overall well-being of their community. Public Safety Power Shutoffs A preventative strategy used by utility companies when extreme weather conditions could lead to their utility system to ignite a fire. R Rainwater harvesting The collection and storage of rain, where it is then stored in a tank, cistern, or reservoir. This water can be used to recharge groundwater supply, treated and used in buildings, or used for irrigation. Reach code A local building energy code that sets targets beyond the state requirements for energy use or energy efficiency. Regional Housing Need Allocations (RHNA) A projection of the total amount of housing units needed over time to accommodate households at different income levels within a city, county, or region. Research and Development (R&D) Innovative activities that work towards the development of new - and improvement of existing - products, processes, and services. Resilience Resilience is the ability of an individual, a community, an organization, or a natural system to prepare for disruptions, to adapt to changing conditions, withstand and rapidly recover from shocks and stresses, and to adapt and grow from a disruptive experience. Resilience Hubs A centralized program that coordinates disaster recovery planning, assistance, and supplies. Retro-commissioning The process of improving and retrofitting building equipment and operation systems. Risk The potential for an adverse outcome assessed as a function of hazards/threats, assets and their vulnerabilities, and consequences. 226 433SHAPE SSF: 2040 GENERAL PLAN432 GLOSSARY A S Safe Routes to School A strategy to promote walking and bicycling to school for students and families. This program is supported by infrastructure improvements, education, and incentives. Safety countermeasures Actions meant to prevent collisions and injuries on transportation networks. Sea level rise The increase in the level of the ocean due to the effects of global warming, such as the melting of glaciers and ice sheets. Senate Bill 1000 (Environmental Justice) This bill requires cities and counties with “disadvantaged communities” to develop an Environmental Justice element, or related environmental justice goals and policies, as part of their general plans. The goal of SB 1000 is to help identify and reduce risks in communities disproportionately affected by environmental pollution and other hazards that can lead to negative health effects, exposure, or environmental degradation. Sensitive receptors Locations where occupants are more sensitive to noise such as residential areas, hospitals, convalescent homes and facilities, and schools. Social equity Social equity is when socioeconomic and environmental factors (race, gender, income, place, education) can no longer be used to predict life outcomes and outcomes for all groups are improved. These factors are not decided by an individual alone, but by policies and laws that negatively impact certain communities. In the United States, race, income, and wealth are connected, but when we hold income constant, we still see inequalities across races. These inequalities are apparent in education, jobs, incarceration, health, and housing. Sphere of Influence (SOI) The planning boundary and service area of a city, as determined by the Local Agency Formation Commission. Structural equity Structural equity strategies make a commitment to correct past harms and prevent future unintended consequences. They also address the underlying structural and institutional systems that are the root causes of social and racial inequities. T The Cortese List The Hazardous Waste and Substances Sites (Cortese) List is a planning document used by the State, local agencies, and developers to comply with the California Environmental Quality Act requirements in providing information about the location of hazardous materials release sites. Transportation Demand Management (TDM) Strategies and policies implemented to reduce the amount of traffic and improve the efficiency and use of transportation services and options. Tribal Cultural Resources Tribal cultural resources include sites, features, places, or objects that are of cultural value to one or more California Native American Tribes. Trip cap A limit on the number of vehicles that can enter a specific area. U Universal preschool or pre-K Publicly funded preschools that are available to all families. Urban ecology The study of humans in cities, of wildlife & nature in cities, and the relationship between humans & wildlife in an urban context. Urban forest The collection of trees and vegetation within a city, town, or suburb. V Vulnerability A qualitative or quantitative expression of the level to which an entity is susceptible to harm when it experiences a hazard. W Walkability The ability of a built environment - including sidewalks, spaces between buildings, and crosswalks - to encourage pedestrian use and connectivity. Watershed An area of land that channels rainfall and snowmelt through stream and rivers into a larger body of water or waterway. Wayfinding signage/stations Individual or centralized signage designed to help people navigate a space by providing relevant information on nearby destinations, transit systems, and more. X Xeriscaping A form of landscaping that requires little or no irrigation. Z Zero waste A closed loop system where the production, consumption, reuse, and recovery of materials does not impact natural resources or human health. 227 2040 GENERAL PLAN 228 CITY OF SOUTH SAN FRANCISCOCLIMATE ACTION PLAN 2040 GENERAL PLAN 229 CITY OF SOUTH SAN FRANCISCOClimate Action Plan 230 CONTENTS CH.1 BACKGROUND 4 1.1 Overview 1.2 Purpose 1.3 How do the Climate action Plan and General Plan Relate? CH.2 CURRENT CONDITIONS 9 2.1 Climate Change in South San Francisco 2.2 State Regulatory Framework 2.3 Sustainability in South San Francisco CH.3 GREENHOUSE GAS EMISSIONS 17 IN SOUTH SAN FRANCISCO 3.1 2017 Community Greenhouse Gas Inventory 3.2 Greenhouse Gas Emissions Forecast 3.3 Greenhouse Gas Reduction Targets CH.4 GREENHOUSE GAS 22 REDUCTION STRATEGIES 4.1 Greenhouse Gas Emissions Reduction Pathway 4.2 Reduction Approach 4.3 Reduction Strategies and Actions CH.5 IMPLEMENTING THE CAP 47 5.1 Partnerships 5.2 Equitable Program Implementation 5.3 Cost Effectiveness 5.4 Funding Opportunities 5.5 Monitoring and Evaluation GLOSSARY 54 APPENDICES A. 2017 INVENTORY REPORT 58 B. COST ESTIMATE DATA 77 C. GHG REDUCTION ANALYSIS 79 TABLES 1. Total Annual Community GHG Emissions (2017) 192. Community Forecast 2020-1040 in MTCO2e 203. CAP Implementation Cost Effectiveness 514. CAP Implementation Cost Estimates 785. GHG Reduction Analysis 80 FIGURES 1: Sea Level Rise Risk (2100 Mid-level Scenario) 122: 2017 Community GHG Emissions by Sector 193: Emissions Reductions from CAP Actions 244: Approach to Reduce Greenhouse Gas Emissions 255: Disadvantaged Communities 50 231 CHAPTER 1 Background 4 232 SHAPE SSF: CLIMATE ACTION PLAN CHAPTER 1 BACKGROUND 5 1.1 OVERVIEW Climate change is already affecting California and the San Francisco Bay Area, and these impacts are projected to worsen, even with only moderate increases in greenhouse gas (GHG) emissions. Climate change is not only impacting our natural environment, but also threatening the health and economic vitality of communities across the state. The extent to which South San Francisco is impacted by climate change is dependent on our actions today. By curbing GHG emissions and adapting our community to the already changing environment, we can significantly reduce the damages incurred from climate change. South San Francisco is in a unique position to become a regional climate leader by implementing city-wide policies, incentives, and education programs to deploy new technologies, to pilot regulatory mechanisms, and spark behavioral change to meet the deep greenhouse gas reduction targets established by the State of California. South San Francisco has prepared this Climate Action Plan (CAP) to be a guide for the community’s response to challenges posed by climate change, and to build on the City’s ongoing efforts to mitigate and adapt to the impacts of climate change. Developed in concert with the City’s General Plan Update, South San Francisco’s CAP helps to achieve the community’s vision for the future of South San Francisco: “South San Francisco is a place where everyone can thrive. Its high quality of life, diverse and inclusive community, livable neighborhoods and excellent services, culture of innovation, and environmental leadership ensure all people have the opportunity to reach their full potential.” Additionally, the CAP is designed to fulfill the community’s vision for sustainability: “We strive to build and maintain a healthy and safe city. Our actions reduce climate pollution, adapt to climate disruptions, preserve natural resources, foster a prosperous and just economy, and meet the needs of current and future generations to ensure all people have the opportunity to reach their full potential.” South San Francisco BART Station 233 SHAPE SSF: CLIMATE ACTION PLAN CHAPTER 1 BACKGROUND 6 The CAP intends to create a more sustainable community, to equitably mitigate and address the impacts of climate change, and to realize the co-benefits of climate mitigation actions. To meet this vision by 2040, the CAP lays out strategies and actions to achieve carbon neutrality by 2045 by increasing waste diversion, reducing energy and water use, and increasing resiliency across multiple sectors. The CAP technical GHG reduction analysis is based on the City’s most recent community GHG inventory from 2017 and the forecast of future community emissions based on the General Plan update projections. In accordance with the California Environmental Quality Act (CEQA), emissions reductions are compared to the City’s 1990 emissions levels. What is a Climate Action Plan? A Climate Action Plan is the City’s strategic planning document that outlines: • Current and projected greenhouse gas emissions • Greenhouse gas emissions reduction targets • Strategies and actions for reducing emissions • Projected changes to natural hazards from climate change The CAP is reflective of South San Francisco’s unique environment and community, and it reaffirms the City’s environmental leadership in the region. 1.2 PURPOSE Why Update the CAP? The City of South San Francisco already plays an important role in shaping community services, including electricity provision, building construction, land use and development, transportation, infrastructure maintenance, solid waste management, parks and open space management and maintenance, and water and wastewater management and treatment. The City is uniquely positioned to lead on climate action, facilitate collaboration and partnerships, and engage residents, businesses, community groups, and other partners, including regional agencies, to join these efforts. The City of South San Francisco is updating its original 2014 CAP to align with new State regulations and targets related to climate change. Furthermore, the 2014 CAP set an emissions target for 2020 and this updated CAP extends the horizon year to 2040 and sets a long-term goal of carbon neutrality by 2045 to align with State targets. The 2014 CAP set the 2020 target of a 15% decrease in emissions from the baseline year of 2005. Although the City implemented many policies and programs identified in the 2014 CAP, the City experienced steady economic and population growth over that time period. The City’s most recent inventory estimates that the City reduced emissions by 2.3% per service population in 2017 as compared to 2005. This CAP update outlines how the City of South San Francisco will create new policies, programs, and services that will support the community in taking strong action to reduce GHG emissions. By updating its existing CAP, the City of South San Francisco reaffirms its commitment to leading the way to a more sustainable future. CAP Outcomes The City has set bold targets and developed strategies for reducing GHG emissions while increasing the city’s resilience to climate change impacts. This updated CAP aims to: Achieve carbon neutrality by 2045, reduce emissions 40% by 2030 and 80% by 2040 Equitably mitigate and address the impacts of climate change Realize the co-benefits of climate mitigation actions that help create a sustainable community 1 2 3 234 SHAPE SSF: CLIMATE ACTION PLAN CHAPTER 1 BACKGROUND 7 Through the evaluation of best practices, existing local actions, and State and regional policies, this CAP has identified 62 actions to achieve the following sector specific objectives and mitigate emissions. They are organized into seven topic areas: Clean energy »Goal: A resilient and fossil fuel free energy system. Buildings (existing + new) »Goal: Green buildings are the standard in South San Francisco for new construction and major renovations. »Goal: Existing buildings in South San Francisco perform more efficiently and are decarbonized. Transportation »Goal: Transportation in South San Francisco is safe, multimodal, sustainable, livable, and connected. Water »Goal: Water is used efficiently in South San Francisco to help ensure a safe and resilient water supply. Solid waste »Goal: The City continues to divert solid waste and organics from landfill in accordance to State targets. Carbon sequestration »Goal: The City increases carbon sequestration in public lands, in open spaces, and in the urban forest though marsh enhancement and tree planting. City Leadership »Goal: The environmental performance of municipal buildings and facilities in South San Francisco is more efficient. »Goal: The South San Francisco – San Bruno Water Quality Control Plant is a model for sustainable, resilient operations. 1.3 HOW DO THE CLIMATE ACTION PLAN AND GENERAL PLAN RELATE? South San Francisco’s CAP update has happened concurrently with the General Plan Update process. The General Plan is a long- range policy document that maps out how the City of South San Francisco serves its community. California law requires that every city and county in the state develop and maintain a General Plan. Everything, from our parks to shopping centers to roads, is a result of similar planning efforts. The General Plan sets forth a shared 20-year vision for the future. It builds on community strengths and assets, while tackling new and emerging challenges like climate change. The South San Francisco General Plan Update articulates its vision for the future through the following twelve elements: • Land Use and Community Design • Sub-Areas • Housing • A Prosperous Economy For All • Mobility and Access • Abundant and Accessible Parks and Recreation • Community Health and Wellbeing • Community Resilience • Equitable Community Services • Climate Protection • Environmental and Cultural Stewardship • Noise Throughout the General Plan process, community members identified many shared values and beliefs. These cross-cutting community values include diversity and inclusion, livability, sustainability, and innovation. While each guiding principle, goal, policy, and action outline what the City wants to achieve and plans to do, these values describe how future actions should be implemented. Complementing the vision and direction established in the General Plan, the CAP is a key mechanism to promote climate action. The CAP represents the City’s program to reduce greenhouse gas emissions in line with State targets, contributing to statewide efforts to address climate change. The CAP’s focus is on a shorter time scale from 1-10 years. 235 SHAPE SSF: CLIMATE ACTION PLAN CHAPTER 1 BACKGROUND 8 The co-creation of the General Plan and CAP, initiated in 2019 and concluding in 2022, has allowed General Plan and CAP- related analyses to inform the development of both plans and create consistency across long-range planning documents. This consistency will create opportunities to streamline General Plan and CAP policy and program implementation by aligning climate goals with opportunities identified in the General Plan. Greenhouse gas reduction-related policies and actions are integrated throughout the General Plan. This includes: • GHG reduction: see Climate Protection Chapter. • Landscape design standards: see Environmental and Cultural Stewardship Chapter Goal ES-5. • Urban forests, landscape design and Colma Creek: see Environmental and Cultural Stewardship Chapter Goals ES-3, ES-4, and ES-5. • Building and facility maintenance: see Equitable Community Services Chapter Goal ECS-4 and Abundant and Accessible Parks and Recreation Goal PR-7. • Transportation: see Mobility and Access Chapter. Community Engagement As a community-centered plan, the CAP has been informed by community outreach and engagement. Since the CAP has been developed as part of the General Plan Update process, many of the CAP’s overarching goals and targets were informed through the General Plan’s outreach. CAP-specific outreach has included: »General Plan Community Advisory Committee (CAC) Meetings – Components of the CAP have been presented to the CAC throughout the development process. • Meeting 1: Sustainability • Meeting 2: Adaptation • Meeting 3: Climate Protection policy framework • Meeting 4: CAP goals and GHG reduction targets, CAP strategies and actions, and GHG reduction analysis »CAC Forum on sea level rise »Planning Commission meetings »Targeted Outreach – To ensure that the perspectives of specific groups were considered in CAP development meetings were conducted with: • Nonresidential building electrification reach code stakeholders • South San Francisco Scavengers »Public Workshop on climate protection policy framework In addition, many ideas incorporated into this CAP were from community engagement gathered from the following General Plan Update activities: »Policy frameworks »Surveys »Community workshops Shape SSF Visioning Workshop Attendee 236 CHAPTER 2Current Conditions 9 237 SHAPE SSF: CLIMATE ACTION PLAN CHAPTER 2 CURRENT CONDITIONS 10 The City of South San Francisco is located on the San Francisco Peninsula in San Mateo County, about 2.5 miles south of San Francisco, and encompasses approximately 5,000 acres. It is in a basin bounded by San Bruno Mountain to the north, the Coast Range to the west, and the San Francisco Bay to the east. The city is bordered by the cities of Brisbane to the north, Daly City, Pacifica, and Colma to the west, and San Bruno to the south. The land now known as South San Francisco was inhabited by Ohlone Indians until the late eighteenth century, when Spanish settlers moved into their land. During the 1800s, the area was owned by the Mexican government, then divided into ranches mostly used for cattle grazing, dairy operations, stockyards, and packing plants. During the first half of the twentieth century, steel manufacturers, shipbuilders, lumber companies, and other industries began to call South San Francisco home. The Chamber of Commerce promoted local business by declaring South San Francisco “The Industrial City” and building a large cement sign with this nickname on Sign Hill in 1923. Today, South San Francisco continues to be a place where people, employers, and others can find opportunities to thrive. As evidenced by South San Francisco’s transition from a ranch to the “Industrial City” to the “Birthplace of Biotechnology,” the City’s identity has evolved significantly over time and will continue to do so in perpetuity. South San Francisco has undergone much change since the end of the 20th century. As South San Francisco has continued to grow, the demographic characteristics of the City’s residents have continued to evolve. The continued growth of jobs has boosted South San Francisco’s economy, but the lack of new housing on the Peninsula has contributed to the region’s jobs-housing imbalance. The regional jobs-housing balance, as well as the rise in housing costs regionally, has led to increasingly unaffordable housing for many long-time residents and displacement of businesses and residents. Given the enormous growth of the city, its thriving economy, and its core of residential uses, buildings and transportation are the city’s greatest contributors to GHG emissions that cause climate change. The risks associated with climate change hazards have also increased, with sea level rise posing the greatest risk to South San Francisco. (Left) San Bruno Mountain; (Right) Bay Trail 1. History of South San Francisco. (2019). City of South San Francisco. Retrieved From: http://www.ssf.net/home/showdocument?id=128 2. City of South San Francisco General Plan. (1999). City of South San Francisco. Retrieved From: http://www.ssf.net/home/showdocument?id=478 3. History. (2019). City of South San Francisco. Retrieved From: http://www.ssf.net/our-City/about-south-san-francisco/history 238 SHAPE SSF: CLIMATE ACTION PLAN CHAPTER 2 CURRENT CONDITIONS 11 2.1 CLIMATE CHANGE IN SOUTH SAN FRANCISCO Climate is the long-term behavior of the atmosphere – typically represented as averages – for a given time of year. This includes average annual temperature, snowpack, or rainfall. Human emissions of carbon dioxide and other greenhouse gas emissions (greenhouse gases) are important drivers of global climate change, and recent changes across the climate system are unprecedented. Greenhouse gases trap heat in the atmosphere, resulting in warming over time. This atmospheric warming leads to other changes in the earth systems, including changing patterns of rainfall and snow, melting of glaciers and ice, and warming of oceans. Human-induced climate change is already affecting many weather and climate extremes in every region across the globe. Evidence of observed changes include heatwaves, heavy precipitation, droughts, and hurricanes.4 California and South San Francisco are already experiencing the effects of a changing climate. Both gradual climate change (e.g., sea level rise) and climate hazard events (e.g., extreme heat days) expose people, infrastructure, buildings and properties, and ecosystems to a wide range of stress-inducing and hazardous situations. These hazards and their impacts disproportionately affect the most sensitive populations in the city, including children and elderly adults, low-income populations, renters, immigrants, and Black, Indigenous, and people of color (BIPOC) residents, among others. While climate projections cannot predict what will happen at a certain date in the future, projections can provide cities with information about what to expect from the climate in the future. For example, climate projections can estimate how much warmer the temperature will be in summer or how many more extreme weather events are likely to occur in the future. Climate projections, however, cannot forecast with precision when those events will actually occur. Future climate projections are created using global climate models. These models simulate climate conditions both in the past and in the future. Climate scientists can use these models to test how the climate will change (or not) based on scenarios of GHG emissions. 4. Intergovernmental Panel on Climate Change 2021. Summary for Policymakers. In: Climate Change 2021: The Physical Science Basis. Contribution of Working Group I to the Sixth Assessment Report of the Intergovernmental Panel on Climate Change [Masson Delmotte, V., P. Zhai, A. Pirani, S.L. Connors, C. Péan, S. Berger, N. Caud, Y. Chen, L. Goldfarb, M.I. Gomis, M. Huang, K. Leitzell, E. Lonnoy, J.B.R. Matthews, T.K. Maycock, T. Waterfield, O. Yelekçi, R. Yu, and B. Zhou (eds.)]. Cambridge University Press. In Press.People Conversing on Grand Ave. in Downtown 239 San Bruno Mountain State & County Park San Francisco Bay Ferry Terminal San Bruno Creek C o l m a C r e e k AirportBlvdChestnut AveE Grand Ave Grand Ave Oyster Point Blvd SAi rpor t Bl vd H il ls id e B lv d Forbes Blvd Gateway B lv d DNAWaySisterCitiesBlvd E l Ca mi n o R e a lJunipero Ser r a Bl vdW e s tb o roughBlvdC a ll a n B l v d H i c k e y B l v d SpruceA v e S Linden AveUtah AveSSpruceAveGellertBlvd §¨¦380 §¨¦280 ¬«35 ¬«82 £¤101 Unincorporated Area City of Pacifica City of San Bruno City of Colma City of Daly City City of Brisbane San Francisco International Airport °0 0.5 10.25 Miles !!!!!City of South San Francisco Unincorporated Area in City Sphere Ferry Terminal Caltrain Station Caltrain BART Station BART Highway Arterial Roads Local Roads City Parks and Joint Facilities Context Parks Waterbody Streams Sources: Adapting to Rising Tides (2021); City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021). 100-year Flood Zones 52 Inches (100-year flood + 2040 sea level rise) 77 Inches (100-year flood + 2100 sea level rise) NavigableSlough Sea Level Rise Risk SHAPE SSF: CLIMATE ACTION PLAN CHAPTER 2 CURRENT CONDITIONS 12 Some of the climate impacts South San Francisco has experienced, and will continue to experience, include: Sea level rise: In the last 100 years, sea level in the nine county Bay Area has risen over eight inches.5 San Mateo County recently released a vulnerability assessment that projected a mid-level end of century scenario with about 77 inches of sea level rise.6 The city is already seeing annual impacts of sea level rise with 1-foot King Tides (extremely high tides) in Oyster Point. 5. Ackerly, D and et. al. 2018. California Fourth Climate Change Assessment: San Francisco Bay Area Region Report. State of California Governor’s Office of Planning and Research. Retrieved from https://www.energy.ca.gov/sites/default/files/2019-07/Reg%20Report-%20SUM-CCCA4-2018-005%20SanFranciscoBayArea.pdf 6. Sea Change San Mateo County. 2018. Sea Level Rise Vulnerability Assessment. Retrieved from https://seachangesmc.org/vulnerability-assessment/ City of South San Francisco BART Station City Parks, Open Space, & Joint Facilities Caltrain Station Arterial Road Streams Unincorporated Area in City Sphere BART Context Parks Caltrain Local Road Ferry Terminal Station Highway Waterbody 77 Inches (100-year flood + 3ft sea level rise)100-year Flood Zones 52 Inches (100-year flood + 2040 sea level rise) Sources: Adapting to Rising Tides (2021); City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021). Figure 1: Sea Level Rise Risk (2100 Mid-level Scenario) 240 SHAPE SSF: CLIMATE ACTION PLAN CHAPTER 2 CURRENT CONDITIONS 13 Extreme heat days: Extreme heat days and heat waves are predicted to impact larger areas, last longer, and have higher temperatures. In particular, coastal areas in Northern California are projected to experience an increase in humid nighttime heat waves.7 Historically (1960-1990), there have been four annual average extreme heat days. The number of extreme heat days is anticipated to increase significantly across the Bay Area region during the next century, but more so in inland areas than coastal cities. Even with lower projections along the coast, by mid-century (2040-2060), South San Francisco is expected to have an average of nine extreme heat days under a business- as-usual scenario. By the end of century (2080-2100), South San Francisco is projected to experience an average of twenty-four extreme heat days. Poor air quality: Air quality is expected to worsen with climate change. Air quality is strongly dependent on weather, and climate change is expected to impact air quality through warming temperatures and more frequent episodes of stagnant air. Regional wildfire also contributes to poor air quality in the Bay Area. Periods of drought: Climate change is likely to increase the duration and severity of droughts in California. Increasing temperatures and changing precipitation patterns can create periods of abnormally dry weather that produce hydrologic imbalances and result in water supply shortages. Reduced water supplies can have direct and indirect impacts on natural vegetation, wildlife, agricultural yields, and water supply. Drought can also increase the risk of wildland fires due to dry vegetation, lack of moisture replenishment from overnight humidity typical of coastal areas. Flooding: Periodic flooding occurs in the City of South San Francisco but is confined to certain areas along Colma Creek, Oyster Point Marina, and East of 101. Colma Creek handles much of the urban runoff generated in the city; since the City of South San Francisco is highly urbanized, runoff levels are high and there is increased potential for flood conditions during periods of heavy rainfall. These hazards and their impacts disproportionately affect the most vulnerable and marginalized populations in the city. Historical policies rooted in segregation, discrimination, and oppression have caused certain populations to bear a disproportionate share of the consequences of climate change. Although climate hazards have the potential to affect all South San Francisco residents, the severity of impacts is heavily shaped by demographic factors like race, socioeconomic status, gender, housing status, and more. Moreover, sensitive populations have less capacity to adapt to climate hazards, because of long-standing structural and institutional inequities. Although this CAP does not directly address climate adaptation measures, many strategies that are used to reduce greenhouse gases complement the policies and actions in the Community Resilience Element of the General Plan and will increase resiliency to the climate hazards outlined above. 7. Gershunov, A., and Guirguis, K. (2012). California heat waves in the present and future. Geophysical Research Letters, 39(18), 7. * Data derived from 32 LOCA downscaled climate projections generated to support California’s Fourth Climate Change Assessment. Details are described in Pierce et al., 2018. Observed historical data derived from Gridded Observed Meteorological Data. Details are described in Livneh et al., 2015 Annual Average Maximum Temperature in South San Francisco* Effects of Drought on Folsom Lake Source: “Folsom Lake, California Drought” by Alan Grinberg, licensed under CC BY-NC-ND 2.0 241 SHAPE SSF: CLIMATE ACTION PLAN CHAPTER 2 CURRENT CONDITIONS 14 2.2 STATE REGULATORY FRAMEWORK California has established itself as a national leader on climate action. The following section describes key elements of the legislative and regulatory context in California. This legislative framework guided the development of the CAP and GHG forecasting. Climate Action Targets Assembly Bill 32 (2006): California Global Warming Solutions Act of 2006. This Assembly Bill requires the California Air Resources Board (CARB) to adopt a statewide greenhouse gas emissions limit equivalent to the statewide greenhouse gas emissions levels in 1990 to be achieved by 2020. It was California’s first GHG reduction target. Senate Bill 379 (2015): Adaptation and Resiliency Planning This Senate bill requires cities and counties to include climate adaptation and resiliency strategies in the Safety element of their general plan updates. It must include a set of goals, policies, and objectives based on a vulnerability assessment. Senate Bill 32 (2016): Greenhouse Gas emission reduction target for 2030 This Senate Bill establishes a statewide greenhouse gas (GHG) emission reduction target of 40% below 1990 levels by 2030. Climate Change Scoping Plan (2017) The Climate Change Scoping Plan was approved by CARB in December 2008 and outlines the State’s plan to achieve the GHG reductions required in AB 32. The plan directed municipal governments to reduce their emissions by at least 15% by 2020 compared to 2008 levels or earlier. The Scoping Plan was updated in 2017 to reflect the SB 32 target of reducing emissions by 40% under 1990 levels by 2030. Executive Order B-55-18 (2018): Carbon neutrality by 2045 This Executive Order set a target of statewide carbon neutrality by 2045 and to maintain net negative emissions thereafter. Clean Energy Senate Bill 100 (2018): Renewable Portfolio Standard This Senate bill requires that 100% of all electricity within California be carbon-free by 2040. Electricity providers must procure from eligible renewable energy sources, with interim goals of 40% by 2024 and 50% by 2030. Transportation Senate Bill 375 (2008): Greenhouse Gas emission reduction targets for vehicles The Sustainable Communities & Climate Protection Act of 2008 requires CARB to develop regional greenhouse gas emission reduction targets for passenger vehicles. CARB is to establish targets for 2020 and 2035 for each region covered by one of the State’s 18 metropolitan planning organizations. Senate Bill 743 (2013): Transportation Impacts Introduces a new performance metric, vehicle miles traveled (VMT), as a basis for determining significant transportation impacts under CEQA. Projects that are projected to increase VMT may mitigate their impacts through measures such as car-sharing services, unbundled parking, improved transit, and enhanced pedestrian and bicycle infrastructure. Assembly Bill 2127 (2018): Electric Vehicle (EV) charging infrastructure The California Energy Commission is required to prepare and biennially update a statewide assessment of the electric vehicle charging infrastructure needed to support the levels of electric vehicle adoption for the state to meet its goal of putting at least 5 million zero-emission vehicles on California roads by 2030. Innovative Clean Transit (2018): Zero emission bus fleets CARB adopted this rule requiring public transit agencies to gradually transition to 100% zero-emissions bus fleets by 2040. This regulation applies to all transit agencies that own, operate, or lease buses with GVWR above 14,000 lbs. Safer Affordable Fuel-Efficient (SAFE) Vehicles Rule (2018) The U.S. Environmental Protection Agency (US EPA) and the National Highway Traffic Safety Administration (NHTSA) issued the SAFE Vehicles Rule. This rule set a vehicle fleet efficiency standard increase of 1.5% per year above 2020 standards through 2026. 242 SHAPE SSF: CLIMATE ACTION PLAN CHAPTER 2 CURRENT CONDITIONS 15 Executive Order N-79-20 (2020): Zero Emission Vehicles In line with the carbon neutrality goal, this Executive Order requires the elimination of new, internal combustion passenger vehicles by 2035 Advanced Clean Truck Rule (2020): Zero emission trucks CARB adopted this rule requiring manufacturers of heavy-duty, on-road trucks to sell an increasing number of zero-emission trucks. By 2035, zero-emission truck/chassis sales would need to be 55% of Class 2b – 3 truck sales, 75% of Class 4 – 8 vocational truck sales, and 40% of Class 7-8 truck tractor sales. Solid Waste Assembly Bill 341 (2012) and Assembly Bill 1826 (2016): Mandatory Recycling AB 341 requires all commercial businesses and public entities that generate 4 cubic yards or more of waste per week and all multi-family apartments with five or more units are also required to have a recycling program in place to help meet the state’s recycling goal of 75% diversion by 2020. AB 1826 requires all commercial businesses to collect yard trimmings, food scraps, and food-soiled paper for composting Senate Bill 1383 (2016): Short-lived Climate Pollutants - Organic Waste Reductions This Senate Bill establishes a statewide target to reduce the disposal of organic waste by 75% by 2025 to reduce methane emissions from organic material in landfills. 2.3 SUSTAINABILITY IN SOUTH SAN FRANCISCO The City of South San Francisco has a strong history of climate action, having made significant progress implementing the measures included in its 2014 Climate Action Plan, as well as various interrelated environmental sustainability and adaptation objectives throughout the years. Existing Plans + Policies 2014 CAP: The 2014 CAP served as the City’s primary tool to integrate all City and community efforts to reduce GHG emissions. It set the GHG reduction target in line with AB 32 at 15% below 2005 levels by 2020. Park and Recreation Master Plan The Parks and Recreation Master Plan adopted in 2015 provides both a long-term vision for the city’s park system, and specific policies and standards to direct day-to-day decisions. It identifies a planning blueprint to improve, protect and expand the city’s network of parks, facilities and recreational services for the future. Resilient South City: Resilient South City is a community-based design challenge aimed at strengthening the City’s resilience to sea level rise and climate change by managing flooding along Colma Creek, creating multifunctional green spaces, creating school resilience hubs, and restoring native riparian ecosystems. East of 101 Mobility Plan: The Plan developed an implementation strategy for future Capital Improvement Program budgets by evaluating multi- modal transportation improvements for the job rich area east of US-101 and the Bay waterfront and by incorporating feedback from city residents and employees. Solid Waste Receptacles 243 SHAPE SSF: CLIMATE ACTION PLAN CHAPTER 2 CURRENT CONDITIONS 16 Bicycle and Pedestrian Master Plan Active South City is the Bicycle and Pedestrian Master Plan for the City of South San Francisco, currently in development and expected to be completed in early 2022. It will update existing plans and identify needs and opportunities to improve walking and bicycling in South City. Model Water Efficient Landscape Ordinance (MWELO) South San Francisco adopted MWELO in 2016 to increase landscape water efficiency and provide many other related benefits such as improvements to public health and quality of life, climate change mitigation, replace habitat, and increased property values. Recovered Organic Waste Product Procurement Policy Adopted in 2021, the City of South San Francisco incorporated environmental considerations applicable to all City departments and divisions, including recycled-content and recovered Organic Waste Product use into purchasing practices and procurement. This policy will help the City to protect and conserve natural resources, water, and energy; minimize the City’s contribution to climate change, pollution, and solid waste disposal; and comply with State requirements as contained in SB 1383 procurement regulations to procure a specified amount of recovered organic waste products to support organic waste disposal reduction targets and markets for products made from recycled and recovered organic waste materials, and to purchase recycled-content paper products. Urban Forest Master Plan Adopted in 2020, the Urban Forest Master Plan guides future forestry practices, including maintenance and planting efforts. It includes short-term actions and long-range planning goals to promote sustainability, species diversity, and greater canopy cover throughout South San Francisco. Tree Preservation Ordinance The City of South San Francisco updated the Tree Preservation Ordinance in 2016. Under this ordinance essentially no “protected tree” shall be removed or more than one-third of canopy or roots pruned without a permit. All Electric Residential Reach Code The City of South San Francisco adopted an all-electric reach code for residential new construction and significant renovations in May 2021. The ordinance also requires EV charging stations to be included in new residential development. Existing City programs Peninsula Clean Energy (PCE) The City joined PCE in 2016 at the default ECO100 tier. This tier provides the City access to carbon free electricity generated 100% by renewable sources. Participating in PCE significantly reduces emissions associated with electricity use in the city. Public EV Charging Stations The City has installed 13 EV publicly accessible EV charging stations as part of PG&E’s EV Charge Network Program in Miller Garage to promote EV use and ownership in SSF. Seasonal farmers market The City hosts a seasonal farmers market to help connect residents to healthy, local food options, bolster the local food system, and reduce food related GHG emissions. The farmers market was put on hold due to the Covid-19 pandemic, but is proposed to be reinstated. Colma Creek The City convenes the Colma Creek Advisory committee to guide revitalization and flood mitigation efforts. It also hosts clean up events to improve the creek’s ecosystems. Orange Memorial Park Stormwater Capture Project In 2018, the City began a stormwater capture and cleaning project managed by the Department of Public Works that will provide reclaimed water for reuse in parks and water quality benefits to the community. South San Francisco Community Garden Established in 1984 to provide residents with the opportunity to grow their own food, cultivate community cohesion, and enhance overall wellbeing. Wastewater Treatment Plant Anerobic digesters at the City’s water quality control plant generate renewable biogas that is used to power the plant’s 400 kilowatt (kW) generator, significantly offsetting operational energy use and purchases. Free South City Shuttle The City began this program in 2014, which provides free transportation to local stores, libraries, schools, downtown, senior centers, and parks in South San Francisco. It is also a connector to other modes of transportation including SamTrans and BART, leading to reduced traffic congestion. 244 CHAPTER 3Greenhouse Gas Emissions in South San Francisco 17 245 SHAPE SSF: CLIMATE ACTION PLAN CHAPTER 3 GREENHOUSE GAS EMISSIONS IN SOUTH SAN FRANCISCO 18 This chapter summarizes the methodology for accounting 2017 GHG emissions from community activities as well as backcasting to 1990 emissions levels. The 2017 inventory serves as the foundation for projecting emission trends and informing measures and actions that the City needs to implement to achieve carbon neutrality by 2045. The City conducted its first inventory in 2005. See Appendix A for the full 2017 inventory report. Note that the numbers in the 2017 report may differ from the CAP as a result of the CAP using the more recent best available data. The 2017 total community emissions were 609,452 metric tons of carbon dioxide equivalent (MTCO2e), an increase of 91,695 MTCO2e from 2005. This inventory is an estimate based on the best available data. As in 2005, transportation was the largest contributor to total GHG emissions with an estimated 268,787 MTCO2e or 44% of the City’s total 2017 emissions. Nonresidential energy was the second largest sector with estimated emissions of 193,910 MTCO2e or 32% of emissions. Although the second largest contributor to emissions, nonresidential energy emissions are likely an underestimate due to incomplete data caused by customer data aggregation laws. The remaining 24% of emissions include residential energy, solid waste, water, and off-road transportation (see Table 1). Figure 2 depicts the proportion of emissions by sector for 2017. Centennial Way Trail 3.1 2017 COMMUNITY GREENHOUSE GAS INVENTORY The 2017 City of South San Francisco greenhouse gas emissions inventory captures communitywide emissions generated from transportation, energy consumption in homes and buildings, solid waste, water, and off-road transportation (e.g., emissions from construction, landscaping equipment) within the city. It was developed using the ICELI Global Protocol for Community-Scale Greenhouse Gas Emission Inventories. Additionally, in order to be consistent with the City’s 2014 CAP, 2005 emissions are used as a proxy for the estimated 1990 level of emissions.8 8. ICLEI. (2010). Quick State Guide for Setting a Greenhouse Gas Reduction Target. Note: Methodology is consistent with quantification guidance provided by ICLEI. 246 SHAPE SSF: CLIMATE ACTION PLAN CHAPTER 3 GREENHOUSE GAS EMISSIONS IN SOUTH SAN FRANCISCO 19 Table 1: Total Annual Community GHG Emissions (2017) Figure 2: 2017 Community GHG Emissions by Sector Community Sector Subsector Subsector MTCO2e Sector MTCO2e Percent of Total Transportation On-Road Transportation 268,222 268,787 44%BART 157 CalTrain 407 Nonresidential Energy Electricity 119,700 193,910 32%Natural Gas 42,310 Residential Energy Electricity 17,500 57,870 9%Natural Gas 40,370 Solid Waste Landfilled Waste 48,623 61,854 10%Closed Landfill 13,231 Water Water Use 2,092 2,092 0.3% Off-Road Lawn and Garden Equipment 1,180 24,940 4%Construction Equipment 23,760 Total 609,452 100% Source: South San Francisco community GHG emissions inventory (2020) Community-wide, the City of South San Francisco emitted 609,452 MTCO2e in 2017, up 18% from the 2005 greenhouse gas emissions estimate of 517,757 MTCO2e. Despite an 18% increase in overall emissions, annual per service population emissions only increased from 2005 to 2017 by 3% from 4.8 MTCO2e in 2005 to 4.94 MTCO2e in 2017. The service area population is a sum of the populations that live and/ or work in the city (population and jobs). These numbers show that population, job growth, and a strong regional economy are the primary drivers of emission increases and that emissions reduction strategies in the 2014 CAP were not able to keep up with growth. Source: South San Francisco community GHG emissions inventory (2020) On-Road Transportation 44% Nonresidential Natural Gas 19% Nonresidential Electricity 13% Landfill Waste 10% Residential Natural Gas 7% O Road 4% Residential Electricity 3% Water and Wastewater 0.34% 44% 19% 13% 10%7%4% 0.34% 3% 247 SHAPE SSF: CLIMATE ACTION PLAN CHAPTER 3 GREENHOUSE GAS EMISSIONS IN SOUTH SAN FRANCISCO 20 3.2 GREENHOUSE GAS EMISSIONS FORECAST Two emissions forecasts were prepared to estimate South San Francisco’s emissions from 2020-2040 as presented in Table 2. These forecasts show the emissions reductions the CAP actions will need to achieve to become carbon neutral by 2045. Business-As-Usual (BAU): The BAU scenario projects future emissions based on current population and regional growth trends, climate patterns and their impacts on energy use, and regulations (Federal, State, and local) introduced before the 2017 inventory year. BAU projections demonstrate the expected growth in GHG emissions if no further action is taken by the State or at the local level after 2017. Under this “do nothing” scenario, the City’s emissions are estimated to increase by 96% by 2040. Adjusted Business-as-Usual (ABAU): The ABAU forecast shows how South San Francisco’s emissions are anticipated to change accounting for the impacts of adopted State climate-related policies if no action is taken at the local level. Based on the results of the ABAU forecast, emissions are expected to increase by 40% by 2040.Electric Vehicle Fast Chargers Bike Lane in East of 101 Sub-Area Table 2: Community Forecast 2020-1040 in MTCO2e 2020 2025 2030 2035 2040 BAU 636,007 755,941 875,877 961,915 1,191,518 ABAU 612,412 649,113 685,814 705,340 851,550 Source: South San Francisco community GHG emissions inventory (2020) 248 SHAPE SSF: CLIMATE ACTION PLAN CHAPTER 3 GREENHOUSE GAS EMISSIONS IN SOUTH SAN FRANCISCO 21 3.3 GREENHOUSE GAS REDUCTION TARGETS The bold targets set forth in this plan demonstrate South San Francisco’s commitment to mitigating climate change and the adverse impacts it causes. South San Francisco has set the following GHG reduction targets: • 40% below 1990 levels by 2030 (SB 32) • 80% reduction by 2040 (Interim) • Carbon neutrality by 2045 (EO B-55-18) This CAP includes innovative strategies and actions to significantly reduce greenhouse gas emissions into the future—but technological constraints may prevent reducing emissions to absolute zero by 2045. As a result, to achieve carbon neutrality, the City may need to offset remaining tons of GHGs emitted with an equivalent amount of GHGs removed through a combination of nature-based solutions, carbon capture technology, and other carbon offset options.Wetland Cleanup Tree Planting Colma Creek 249 CHAPTER 4Greenhouse Gas Reduction Strategies 22 250 SHAPE SSF: CLIMATE ACTION PLAN CHAPTER 4 GREENHOUSE GAS REDUCTION STRATEGIES 23 One of the primary objectives of this CAP is to identify pathways for reducing local GHG emissions from the City of South San Francisco. This chapter summarizes the mitigation measures and sub-actions that the City needs to implement to achieve carbon neutrality by 2045. The following strategies achieve a 9% mass emissions reduction compared to 1990 levels in 2030 and a 63% reduction in 2040. On a per capita basis, implementing these measures does achieve a 69% reduction in emissions by 2030, which emphasizes the importance of pairing climate mitigation measures with growth in order to counteract the adverse effects on the environment. However, additional action will be needed to close the gap of 315,869 MTCO2e to achieve carbon neutrality by 2045. See Appendix C for more detailed emissions reduction estimates. Person Installing Solar Panels 4.1 GREENHOUSE GAS EMISSIONS REDUCTION PATHWAY As illustrated in Figure 3 on the following page, the City will need to proactively take local climate action to reduce and offset greenhouse gas emissions to achieve GHG reduction targets. State and regional policies and regulations are projected to reduce 2040 business-as-usual (BAU) emissions by 39%. Implementing these measures can put the City on path to achieving the SB 32 goal of a 40% reduction in mass emissions by 2030 and the interim goal of 80% reduction by 2040. 251 SHAPE SSF: CLIMATE ACTION PLAN CHAPTER 4 GREENHOUSE GAS REDUCTION STRATEGIES 24 Figure 3: Emissions Reductions from CAP Actions 1990Per Capita Emissions (MTCO2e)0 2 4 6 8 10 12 2005 2017 2020 2025 2030 2035 2040 2045 BAU ABAU CAP Actions Targets Source: R+A CAP and GPU Technical Analysis (2022) Note: • Business-As-Usual (BAU): An estimate of how emissions would grow over time without any climate action. • Adjusted Business-as-Usual (ABAU): The influence of federal, statewide, and regional policies (e.g., Pavley Clean Car Standards) will have on the City’s projected emissions. • CAP Actions: The estimated collective impact of the actions identified in this CAP. The strategies and actions in this Plan reflect South San Francisco’s unique context and role in taking climate action. Considerations include: Progressive state and regional activities California has introduced ambitious climate policies and regulations, as well as tools and resources for supporting local climate action. South San Francisco’s strategies align with other California cities—setting ambitious emissions reduction targets and leading the nation in local climate action planning. Bay Area Biotech hub South San Francisco is home to a biotech cluster with specific energy and personnel needs. This plan focuses on sustainable solutions for energy use and transportation that still allows for future growth of the sector. The Industrial City South San Francisco has legacy industrial commercial uses. The CAP accommodates these businesses while proposing alternative energy sources and waste mitigation strategies. Workforce housing South San Francisco has long been a relatively affordable community in the Bay Area that also offers easy access to the region’s most significant job centers. Much of the city’s housing stock was originally built to accommodate the workforce for the city’s factories and warehouses. This relatively modest workforce housing has continued to support middle income households over the decades. A community concerned about equity It is important to ensure that climate benefits are experienced equitably for all populations and geographic regions of the city. Implementation of policies will focus on community members most impacted by climate change and pollutants, as identified in the General Plan Update process, including those living and working in the sub-areas of Orange Park, Downtown, Sign Hill, Paradise Valley/Terrabay, El Camino Real, Lindenville, and East of 101. 252 SHAPE SSF: CLIMATE ACTION PLAN CHAPTER 4 GREENHOUSE GAS REDUCTION STRATEGIES 25 The following strategies and actions collectively work toward achieving the near team goal of 40% reduction in greenhouse gas emissions by 2030 and carbon neutrality by 2045. 4.2 REDUCTION APPROACH South San Francisco will work to achieve carbon neutrality by 2045 and an 80% reduction of emissions by 2040 by building upon the progress the City has already made and adopting new emissions reduction strategies and actions. Together, these strategies and actions: (1) provide a framework for reaching carbon neutrality; (2) make South San Francisco more resilient to future climate impacts; and (3) have important social and economic benefits, such as addressing historic inequities, creating green jobs, increasing community green spaces, and improving public health. Figure 4 outlines the City’s five step approach to reducing community GHG emissions. Figure 4: Approach to Reduce Greenhouse Gas Emissions Phase 1 Foundational focus on maintaining South San Francisco’s access to carbon free electricity by expanding participation in Peninsula Clean Energy. Clean energy is key to reducing emissions from both buildings and transportation and meeting the City’s long-term goals. Phase 2 Meanwhile, significantly reduce emissions from energy by making buildings more energy efficient while electrifying appliances and infrastructure. At the same time, reduce transportation emissions by expanding electric vehicle adoption and shifting away from single occupancy vehicles. Phase 3 To take advantage of the City’s access to carbon free electricity and experience all the co-benefits associated with it, the community will phase out natural gas infrastructure and fossil fuel-based transportation. This transition will include electrifying new and existing buildings and transitioning to electric vehicles. Phase 5 Throughout this process, there will be efforts to pursue local carbon sequestration projects, including expanding local tree planting programs and adopting nature-based solutions that protect and restore natural systems and naturally capture and store carbon. Carbon sequestration is vital in reaching carbon neutrality and will help South San Francisco close any gaps left by other initiatives. Phase 4 Additionally, the City will also expand zero waste and sustainable consumption programs. These programs will divert organic waste from landfills, where it produces potent methane emissions, and will help community members to buy less generally, which reduces upstream emissions from material production and consumption. 253 SHAPE SSF: CLIMATE ACTION PLAN CHAPTER 4 GREENHOUSE GAS REDUCTION STRATEGIES 26 4.3 REDUCTION STRATEGIES AND ACTIONS In order to mitigate greenhouse gas emissions and adapt to a changing climate, the City intends to move forward with 62 mitigation actions organized into seven categories. Implementing these actions will put South San Francisco on the path to carbon neutrality by 2045. This section presents the mitigation measures and their GHG emission reduction potential, co- benefits, implementation costs, and lead City department. GHG Reductions Key: Supportive—no direct emissions reductions but aid the implementation of measures with direct emissions reductions. Low—less than 15,000 MTCO2e Medium—16,000–40,000 MTCO2e High—more than 40,000 MTCO2e Cost Key: $—less than $100,000 $$—$100,000–$500,000 $$$—$500,000–$2,500,000 $$$$—over $2,500,000 Electric Vehicle Charging Bee Hives 254 SHAPE SSF: CLIMATE ACTION PLAN CHAPTER 4 GREENHOUSE GAS REDUCTION STRATEGIES 27 Clean Energy INTENT: A resilient and fossil-free energy system to reduce energy related greenhouse gas emissions as well as improve local air quality and public health. Residential and nonresidential energy use, including electricity and natural gas, account for 41% of South San Francisco’s greenhouse gas emissions.9 These emissions are mainly driven by the burning of fossil fuel natural gas, which accounts for 60% of energy-related emissions in the city. The proportion of natural gas to overall energy use is expected to increase because the City has joined Peninsula Clean Energy (PCE), which supplies 100% carbon-free electricity to its customers. As of 2020, the community wide participation rate in PCE is 96%. Clean grid electricity, including the installation of distributed energy resources (DERs) such as local solar projects, is a keystone effort being led by the State to achieve its climate goals. Senate Bill 100’s renewable portfolio standard will require that supplied energy not only be 100% carbon-free by 2045 but also 100% generated from renewable sources like wind, solar, and local biogas. Additionally, having access to clean electricity makes supporting the transition to electric vehicles across South San Francisco more beneficial. Although transportation demand policies are addressed in the Mobility and Access Element of the General Plan, transportation is the largest contributor to community emissions accounting for 44% of total emissions. Transportation is also projected to account for most emissions in 2040. To date, the City has adopted an Electric Vehicle Master Plan and is installing electric vehicle charging stations in public parking facilities. The City also provides alternative transportation choices, including the Free South City Shuttle, and is currently developing an active transportation plan to encourage walking and biking. Performance Metrics • Participation rate in PCE ECOPlus tier and ECO100 tiers • Number of (or size of) solar installations on commercial buildings • Number of battery storage systems installed Local Solar Installation Actions • CE 1.1 Solar reach code for nonresidential buildings • CE 1.2 Streamlined approval process for battery storage systems • CE 1.3 Streamlined photovoltaic (PV) system permitting and approval • CE 1.4 Energy resilience via back-up energy systems, microgrids, and other measures • CE 1.5 Public Safety Power Shutoffs • CE 1.6 Community scale solar and other renewable energy Carbon-Free Electricity Actions • CE 2.1 Peninsula Clean Energy Membership 9. Raimi + Associates. (2021). South San Francisco 2017 Greenhouse Gas Inventory. 1. LOCAL SOLAR INSTALLATION ACTIONS CE 1.1 Adopt solar reach code for nonresidential buildings GHG Reduction Potential Cost Co-Benefits Responsible Department Supportive $Resilience City Manager, Building Require the construction of any new nonresidential conditioned space of 5,000 square feet or more, or the conversion of unconditioned space 5,000 square feet or more, to meet a minimum of 50% of modeled building electricity needs with on-site renewable energy sources, as is feasible. To calculate 50% of building electricity needs for the new conditioned space, the applicant shall calculate building electricity use as part of the Title 24 compliance process. Total electricity use shall include total use for the new conditioned space excluding process energy. 255 SHAPE SSF: CLIMATE ACTION PLAN CHAPTER 4 GREENHOUSE GAS REDUCTION STRATEGIES 28 CE 1.2 Streamline permitting and approval processes for battery storage systems GHG Reduction Potential Cost Co-Benefits Responsible Department Supportive $Resilience City Manager, Building Establish a streamlined approval process for battery storage systems and reduce or eliminate permitting fees to encourage the addition of battery storage. CE 1.3 Streamline PV system permitting and approval GHG Reduction Potential Cost Co-Benefits Responsible Department Supportive $Resilience City Manager, Building Establish a streamlined PV system permitting and approval process to encourage the addition of solar PV systems. CE 1.4 Develop a program to provide energy resilience via back-up energy systems, microgrids, and other measures GHG Reduction Potential Cost Co-Benefits Responsible Department Low $$-$$$Resilience Public Works Provide energy resilience via back-up energy systems, microgrids, and other measures that serve the community during emergency events, particularly supporting disadvantaged communities, including considering creating a financial incentive program for existing and new solar/battery backup system installations. CE 1.5 Work with PG&E to minimize the impacts of Public Safety Power Shutoffs GHG Reduction Potential Cost Co-Benefits Responsible Department Supportive $Resilience City Manager, Public Works Work with PG&E to minimize the impacts of Public Safety Power Shutoffs and to prevent utility shutoff during extreme heat events. CE 1.6 Explore community scale solar and other renewable energy implementation GHG Reduction Potential Cost Co-Benefits Responsible Department Supportive $-$$$Resilience Public Works Explore the opportunities to install community scale solar PV or other renewable energy systems including biogas to support local energy resiliency and provide renewable energy to disadvantaged communities. 2. CARBON FREE ELECTRICITY ACTION CE 2.1 Achieve and maintain 95% participation in PCE 100% RE tier GHG Reduction Potential Cost Co-Benefits Responsible Department High $City Manager Maintain City membership in Peninsula Clean Energy (PCE) and continue to work to maintain a minimum of 95% of private property owner participation in PCE. 2040 Clean Energy GHG Reduction Potential Supportive Cost $-$$$ 256 SHAPE SSF: CLIMATE ACTION PLAN CHAPTER 4 GREENHOUSE GAS REDUCTION STRATEGIES 29 Built Environment Buildings are the primary users of energy within the city and the main vehicle to reduce energy-related emissions. Electricity use in residential and nonresidential buildings accounts for 16% of community emissions and natural gas use accounts for 26% of community emissions. There are two main approaches to reduce emissions in buildings. The first is improved energy efficiency of new and existing buildings and the second is through the electrification of buildings. Electrification removes natural gas systems from buildings and uses electric alternatives to take advantage of the 100% carbon-free electricity provided by PCE. Aerial of East of 101 Source: "Aerial View of Coastline, East of 101" by Chiara Coetzee 257 SHAPE SSF: CLIMATE ACTION PLAN CHAPTER 4 GREENHOUSE GAS REDUCTION STRATEGIES 30 Performance Metrics • Number of all-electric new development projects • Citywide natural gas use • Number of new development projects that exceed CALGreen energy efficiency standards Improved Energy Efficiency of New Construction Action • BNC 1.1 Energy Efficient New Construction All-Electric New Construction Action • BNC 2.1 Nonresidential All-Electric New Construction 1. IMPROVED ENERGY EFFICIENCY OF NEW CONSTRUCTION BNC 1.1 Improve the energy efficiency of new construction GHG Reduction Potential Cost Co-Benefits Responsible Department Medium $Resilience, air quality, public health Planning Provide a combination of financial and development process incentives (eg. expedited permitting, FAR increases, etc.) to encourage new development to exceed Title 24 energy efficiency standard 2. ALL-ELECTRIC NEW CONSTRUCTION BNC 2.1 Adopt an all-electric reach code for nonresidential new construction GHG Reduction Potential Cost Co-Benefits Responsible Department Medium $Resilience, air quality, public health City Manager, Building Implement residential all-electric reach code and adopt all-electric reach code for nonresidential new construction. Exempt occupancies must install electric building systems (e.g. space and water heating equipment) where feasible. Until the adoption of the nonresidential all-electric reach code, require any new nonresidential conditioned space of 5,000 square feet or more, or the conversion of unconditioned space 5,000 square feet or more to comply with CALGreen Tier 2 energy efficiency requirements to exceed mandatory energy efficiency requirements by 20% or more. For additions to existing development of 5,000 square feet or more, CALGreen Tier 2 shall be calculated as part of the Title 24 compliance process. Existing building space already permitted shall not be subject to CALGreen Tier 2 requirements. 2040 New Construction GHG Reduction Potential 4,900 MTCO2e Cost $ New Construction INTENT: Green buildings are the standard in South San Francisco for new construction and major renovations. The number of employees and residents in South San Francisco is expected to grow through 2040, and this growth will result in the construction of new residential and commercial buildings. New construction is governed by the California Building Code and must meet the California Green Building Standards (CALGreen), which include requirements for energy performance. The building code is updated every three years to reflect industry best practices and increase the sustainability of new construction. However, to avoid developing GHG-emitting buildings and infrastructure with useful lives beyond the City’s emissions reduction goals, the City will make enhanced green building the standard for all new construction and major remodels in SSF. Going beyond CALGreen includes promoting all-electric new construction for both residential and nonresidential buildings by adopting a reach code. 258 SHAPE SSF: CLIMATE ACTION PLAN CHAPTER 4 GREENHOUSE GAS REDUCTION STRATEGIES 31 Existing Buildings INTENT: The performance of existing buildings in South San Francisco is improved and decarbonized. Most building-related emissions are attributable to the existing building stock, which is much less efficient than new construction due to being built when building energy standards were nonexistent (CALGreen was adopted by the State in 2008). Decarbonizing existing buildings is critical to meeting emissions reduction goals. There are many challenges associated with improving the performance of existing buildings including costs, rental/ownership status and split incentives, and technological constraints. However, benefits include healthier indoor air quality, reduced energy use and lower utility bills, and more resilient building systems. Improving existing buildings in South San Francisco would focus on equitable electrification and promoting existing energy efficiency programs offered by utility companies. Equitable electrification achieves building decarbonization, promotes affordable housing and anti-displacement, equal access to health and safety benefits, economic benefits, and maximizes the ease of installation for everyone, but focuses resources for underserved communities. Performance Metrics • Number of electric panel upgrades • Number of building electrification retrofits • Number and type of retrofits in disadvantaged communities • Citywide natural gas use Improved Energy Efficiency of Existing Buildings Actions • BE 1.1 EPA Home Energy Score • BE 1.2 CALGreen standards for major renovations • BE 1.3 Energy Efficiency Programs • BE 1.4 Low-Cost Energy Audits • BE 1.5 Deep Energy Retrofits • BE 1.6 Commercial Benchmarking Ordinance • BE 1.7 Retrocommissioning Partnership • BE 1.8 Transition to carbon-free back-up power Electrify Existing Buildings Actions • BE 2.1 Existing Building Electrification Plan • BE 2.2 Electric Panel Upgrade • BE 2.3 Burnout Ordinance • BE 2.4 All-Electric Major Renovations 1. IMPROVED ENERGY EFFICIENCY BE 1.1 EPA Home Energy Score GHG Reduction Potential Cost Co-Benefits Responsible Department Supportive $Economic and Community Development Encourage residential properties older than 10 years to provide an energy audit or EPA Home Energy Score at time of sale. BE 1.2 Require major renovations to meet CALGreen standards GHG Reduction Potential Cost Co-Benefits Responsible Department Medium $$ Lower utility costs, indoor air quality Planning, Building Update zoning and building codes to require alternations or additions at least 50% the size of the original building to comply with minimum CALGreen requirements. 259 SHAPE SSF: CLIMATE ACTION PLAN CHAPTER 4 GREENHOUSE GAS REDUCTION STRATEGIES 32 BE 1.3 Energy efficiency programs GHG Reduction Potential Cost Co-Benefits Responsible Department Medium $Lower utility costs City Manager Promote rebate programs for household appliances including those from Bay Area Air Quality Management District (BAAQMD). BE 1.4 Low-cost energy audits GHG Reduction Potential Cost Co-Benefits Responsible Department Low $City Manager Work with Peninsula Clean Energy and San Mateo County Energy Upgrade to provide free to low-cost energy audits. BE 1.5 Deep energy retrofits GHG Reduction Potential Cost Co-Benefits Responsible Department Medium $$Lower utility costs, indoor air quality City Manager Work with PG&E and PCE to implement deep retrofits in the existing building stock, focusing resources in the most disadvantaged communities. BE 1.6 Commercial Benchmarking Ordinance GHG Reduction Potential Cost Co-Benefits Responsible Department Supportive $Lower utility costs City Manager, Building Adopt energy and water benchmarking ordinance for commercial buildings over 10,000 square feet to empower owners to control utility costs. BE 1.7 Retrocommissioning partnership GHG Reduction Potential Cost Co-Benefits Responsible Department Low $Lower utility costs City Manager, Building Work with PG&E and PCE to implement retrocommissioning in the existing building stock. BE 1.8 Transition to carbon-free back-up power GHG Reduction Potential Cost Co-Benefits Responsible Department Low $Air quality, resilience City Manager Work with PG&E and PCE to transition backup generators from diesel to carbon-free sources including battery storage systems. 260 SHAPE SSF: CLIMATE ACTION PLAN CHAPTER 4 GREENHOUSE GAS REDUCTION STRATEGIES 33 2. ELECTRIFY EXISTING BUILDINGS BY 2040 BE 2.1 Existing Building Electrification Plan GHG Reduction Potential Cost Co-Benefits Responsible Department High $$Resilience, air quality, public health City Manager, Building Develop a date certain, phased-in Existing Building Electrification Plan to retrofit 90% of existing homes and businesses to all electric by 2040. BE 2.2 Electric Panel Upgrade GHG Reduction Potential Cost Co-Benefits Responsible Department Supportive $Air quality, public health City Manager, Building Require electric panel upgrades upon sale and/or rental turnover for single family and low-rise residential. BE 2.3 Burnout Ordinance GHG Reduction Potential Cost Co-Benefits Responsible Department Medium $$Resilience, air quality, public health City Manager, Building Require gas appliances (stove, clothes dryer, water heater) to be replaced with an electric alternative when they fail or reach the end of their useful life. BE 2.4 All-electric major renovations GHG Reduction Potential Cost Co-Benefits Responsible Department Medium $$Resilience, air quality, public health City Manager, Building Adopt an all-electric reach code for major renovations, alterations, additions. 2040 Built Environment GHG Reduction Potential 235,450 MTCO2e Cost $-$$ 261 SHAPE SSF: CLIMATE ACTION PLAN CHAPTER 4 GREENHOUSE GAS REDUCTION STRATEGIES 34 Transportation and Land Use INTENT: Transportation in South San Francisco will be safe, multimodal, sustainable, livable, and connected. Transportation-related emissions are the largest contributor to communitywide emissions, accounting for 44%. There are two main levers to reduce emissions associated with transportation. The first is to “clean” vehicle miles traveled (VMT) through vehicle electrification and access to carbon- free electricity from PCE. Second, is to reduce VMT through transportation demand programs and policies. Vehicle electrification can result in immediate emissions reductions as a result of using the carbon-free electricity available in the city. However, EV adoption is not directly within the City’s control. Transportation demand measures (TDMs) to reduce VMT, on the other hand, take longer to implement but can generate many co-benefits in addition to reducing GHG emissions. VMT reduction strategies align with the General Plan Mobility and Access Element target that aims for transit, walk, and bike trips to account for 40% of all trips by 2040. Performance Metrics • Transit, walk, and bike trips account for 40% of all trips • Double SamTrans and BART ridership, quadruple ferry ridership, and achieve 10x growth in Caltrain ridership by 2040 • Reduction in East of 101 Area peak hour traffic volumes Clean VMT through Electrification • TL 1.1 Electric Vehicle Charging Reach Code • TL 1.2 Electric Vehicle Chargers at Municipal Facilities Reduced VMT through Mode Shift • TL 2.1 Trip CAP on East of 101 • TL 2.2 TDM Program • TL 2.3 Improve Curb Management • TL 2.4 Parking Demand Management Strategy • TL 2.5 Development along Transit Corridors • TL 2.6 Complete Streets Policy • TL 2.7 Free Local Bus Service • TL 2.8 Transit Station Access • TL 2.9 Transit Service Levels 1. CLEAN VMT THROUGH ELECTRIFICATION TL 1.1 Electric Vehicle Charging Reach Code GHG Reduction Potential Cost Co-Benefits Responsible Department Medium $Air quality, public health Planning, Building Implement EV reach code. TL 1.2 Electric Vehicle Chargers at Municipal Facilities GHG Reduction Potential Cost Co-Benefits Responsible Department Medium $$Air quality, public health Public Works, City Manager Seek opportunities to install additional electric vehicle chargers at suitable public facilities, including Downtown parking structures and community and regional parks. 262 SHAPE SSF: CLIMATE ACTION PLAN CHAPTER 4 GREENHOUSE GAS REDUCTION STRATEGIES 35 2. REDUCED VMT THROUGH MODE SHIFT TL 2.1 Trip CAP on East of 101 GHG Reduction Potential Cost Co-Benefits Responsible Department Medium $Air quality, public health, reduced congestion Planning Implement an East of 101 area trip cap with triennial monitoring and corrective actions if exceeded to manage the number of vehicles entering the area. TL 2.2 TDM Program GHG Reduction Potential Cost Co-Benefits Responsible Department Medium $Air quality, public health, reduced congestion Planning Implement, monitor, and enforce compliance with the City’s TDM Ordinance. TL 2.3 Improve Curb Management GHG Reduction Potential Cost Co-Benefits Responsible Department Supportive $$Reduced congestion Planning, Public Works Evaluate the current and best use of curb space in the city’s activity centers and repurpose space to maximize people served (i.e. for loading, bikeways, bike parking, bus lanes, EV charging, or parklets). TL 2.4 Parking Demand Management Strategy GHG Reduction Potential Cost Co-Benefits Responsible Department Supportive $Air quality, public health, reduced congestion Planning Incorporate maximum parking requirements for new residential and office/R&D projects. TL 2.5 Development along Transit Corridors GHG Reduction Potential Cost Co-Benefits Responsible Department Medium $Air quality, public health, reduced congestion Planning For all new land use and transportation projects, adhere to the City’s VMT Analysis Guidelines and qualitatively assess the project’s effect on multimodal access. Use the development review process to identify opportunities to enhance bicycle, pedestrian, and transit connectivity. 263 SHAPE SSF: CLIMATE ACTION PLAN CHAPTER 4 GREENHOUSE GAS REDUCTION STRATEGIES 36 TL 2.6 Complete Streets Policy GHG Reduction Potential Cost Co-Benefits Responsible Department Medium $$Air quality, public health, reduced congestion, safety Planning, Public Works Ensure that all roadway and development projects are designed and evaluated to meet the needs of all street users, and that development projects contribute to multimodal improvements in proportion to their potential impacts on vehicle miles traveled. Develop a Capital Improvement Program (CIP) prioritization criteria, including equity considerations for SB 1000 neighborhoods, to strategically advance multimodal complete streets projects. All capital improvements and development projects incorporate bicycle and pedestrian improvements identified in the Active South City Plan, such as trails, bikeways, bicycle detection at traffic signals, high-visibility crosswalks, and pedestrian-oriented site plans. TL 2.7 Free Local Bus Service GHG Reduction Potential Cost Co-Benefits Responsible Department Low $$Resilience, air quality, public health City Manager, Public Works Develop a dedicated funding source or leverage private sector contributions to fund the South City shuttle and free bus service for South City residents. TL 2.8 Improve Transit Station Access GHG Reduction Potential Cost Co-Benefits Responsible Department Low $$Resilience, air quality, public health Planning, Public Works Leverage public-private partnerships to increase transit ridership and improve transit station access by incorporating first/last mile bus, shuttle, and active transportation connections between employment hubs and regional transit stations. TL 2.9 Scale Transit Service Levels GHG Reduction Potential Cost Co-Benefits Responsible Department Low $Resilience, air quality, public health City Manager, Planning Continue collaboration with Caltrain, SamTrans, WETA, and shuttle providers to scale service levels in growing areas and leverage private sector subsidies of transit fares to support BART, Caltrain, SamTrans, and WETA ridership. 2040 Transportation GHG Reduction Potential 220,820 MTCO2e Cost $-$$ 264 SHAPE SSF: CLIMATE ACTION PLAN CHAPTER 4 GREENHOUSE GAS REDUCTION STRATEGIES 37 Solid Waste INTENT: The City continues to divert organics from landfill in accordance with State targets, meeting the requirements of SB 1383 Short-Lived Climate Pollutants Act and reducing greenhouse gas emissions related to landfilled waste as well as cultivating behavior change around resource consumption. Solid waste accounts for 10% of South San Francisco’s overall emissions. By consuming less materials and recycling and composting more, the community will be able to reduce the amount of waste sent to landfill and eventually become a zero-waste city. Specifically, diverting organic material including food waste is a crucial step to meeting long-term goals, because organic materials produce methane, which is a more potent GHG than carbon dioxide. The State adopted Senate Bill 1383, the Short-Lived Climate Pollutants Act, that requires jurisdictions to divert 75% of food waste from landfills by 2025, and jurisdictions must also recover food waste that can be repurposed. Moreover, organics recycling can provide useful byproducts including compost and biogas, which can further reduce emissions and provide economic benefits. Performance Metrics • Communitywide waste generation • Tons of edible food recovered and redistributed Increase diversion from landfill • SW 1.1 Zero-Waste Plan • SW 1.2 SSF Scavenger Partnership • SW 1.3 Waste Reduction Compliance Pathways • SW 1.4 Educational outreach about waste diversion • SW 1.5 Waste rate structures • SW 1.6 City green purchasing program 1. INCREASED DIVERSION FROM LANDFILL SW 1.1 Zero-Waste Plan GHG Reduction Potential Cost Co-Benefits Responsible Department Low $$Public Works Adopt an SB 1383 compliant zero-waste plan for municipal operations and the community that includes: mandatory residential and commercial recycling and collection of organics/food waste, mandatory commercial edible food recovery program (per MOU with San Mateo County Office of Sustainability), and updated trash enclosure space and access requirements based on hauler recommendations to accommodate all waste streams (e.g., recycling, trash, and organics). SW 1.2 SSF Scavenger Partnership GHG Reduction Potential Cost Co-Benefits Responsible Department Low $Public Works Continue to work with SSF Scavenger to ensure implementation of waste reduction targets. SW 1.3 Waste Reduction Compliance Pathways GHG Reduction Potential Cost Co-Benefits Responsible Department Low $Public Works Establish compliance pathways and enforcement mechanisms for mandatory organics and food waste diversion. 265 SHAPE SSF: CLIMATE ACTION PLAN CHAPTER 4 GREENHOUSE GAS REDUCTION STRATEGIES 38 Compost, Recyclable, and Landfill Waste Receptacle SW 1.4 Educational outreach about waste diversion GHG Reduction Potential Cost Co-Benefits Responsible Department Supportive $$Public Works Develop education and technical assistance programs to help all residents and businesses to compost and recycle. SW 1.5 Waste rate structures GHG Reduction Potential Cost Co-Benefits Responsible Department Low $$Public Works Explore modifying waste rate structures to encourage efficiency in future franchise agreements. SW 1.6 City green purchasing program GHG Reduction Potential Cost Co-Benefits Responsible Department Low $Public Works, Finance Establish a green purchasing program for City of South San Francisco municipal operations. 2040 Built Environment GHG Reduction Potential 12,840 MTCO2e Cost $-$$ 266 SHAPE SSF: CLIMATE ACTION PLAN CHAPTER 4 GREENHOUSE GAS REDUCTION STRATEGIES 39 Water and Wastewater INTENT: Water is used efficiently in South San Francisco to help ensure a safe and resilient water supply. Water is a critical resource in California and South San Francisco. Regional water supplies are already being adversely affected by climate change induced drought and decreased snowpack. South San Francisco’s water supplier, California Water Service, meets 20% of the city’s demand with locally pumped groundwater. Climate change may impact local hydrology and affect natural recharge to the local groundwater aquifers and the quantity of groundwater that could be pumped sustainably over the long-term. Lower rainfall and/or more intense runoff, increased evaporative losses, and warmer and shorter winter seasons can alter natural recharge of groundwater. Although water related emissions in South San Francisco account for less than 1% of the communitywide total emissions, the ecosystem and quality of life benefits that reliable clean water provide are important to protect. Thus, reducing indoor and outdoor water use through fixture upgrades and climate- appropriate landscaping for both residential and nonresidential buildings is incorporated in the General Plan. Performance Metrics • Gallons per capita per day (GPCD) • Number of WELO compliant landscape renovations • Number of plumbing fixture upgrades Reduce Outdoor Water Use • WW 1.1 Landscaping Water Requirements • WW 1.2 Alternative Water Sources • WW 1.3 Greywater Systems • WW 1.4 Landscaping Plant List • WW 1.5 Smart Meters Reduce Indoor Water Use • WW 2.1 Indoor Water Efficiency Standards • WW 2.2 Water Supplier Rebates 1. REDUCE OUTDOOR WATER USE WW 1.1 Landscaping Water Requirements GHG Reduction Potential Cost Co-Benefits Responsible Department Low $Resilience Planning, Building, Parks & Recreation Achieve greater water use reductions than WELO by requiring all landscapes obtain a landscape permit, decreasing the size threshold to capture all landscape renovations, adding prescriptive irrigation plant lists, or water budget requirements. WW 1.2 Alternative Water Sources GHG Reduction Potential Cost Co-Benefits Responsible Department Low $Resilience Public Works Explore options at the South San Francisco - San Bruno Water Quality Control Plant for delivering non-potable, recycled water for cooling towers, processes, and irrigation in East of 101 (e.g., flow pipe water). Maximize available non-potable water reuse from Orange Park Stormwater Capture project, at Orange Memorial Park, Centennial Way, and new Civic Campus. WW 1.3 Promote Greywater Systems GHG Reduction Potential Cost Co-Benefits Responsible Department Low $Resilience Building, Public Works Create a streamlined permit process for laundry-to-landscape greywater systems. 267 SHAPE SSF: CLIMATE ACTION PLAN CHAPTER 4 GREENHOUSE GAS REDUCTION STRATEGIES 40 WW 1.4 Landscaping Plant List GHG Reduction Potential Cost Co-Benefits Responsible Department Supportive $Resilience Parks and Recreation, Planning Develop a plant list, landscaping palette for efficiency and habitat/wildlife for new development and landscape retrofits. WW 1.5 Install Smart Meters GHG Reduction Potential Cost Co-Benefits Responsible Department Low $Lower utility costs Public Works Partner with CalWater to install smart water meters throughout the city. 2. REDUCE INDOOR WATER USE WW 2.1 Indoor Water Efficiency Standards GHG Reduction Potential Cost Co-Benefits Responsible Department Low $Lower utility costs Building Require high-efficiency fixtures in all new construction and major renovations, comparable to CALGreen Tier 1 or 2 standards. WW 2.2 Promote available Rebates GHG Reduction Potential Cost Co-Benefits Responsible Department Supportive $Lower utility costs City Manager, Public Works Promote available water conservation rebates from BayREN, CalWater, and other sources focusing resources in the most disadvantaged communities. 2040 Water + Wastewater GHG Reduction Potential 700 MTCO2e Cost $ Drought Tolerant Landscaping 268 SHAPE SSF: CLIMATE ACTION PLAN CHAPTER 4 GREENHOUSE GAS REDUCTION STRATEGIES 41 Carbon Sequestration and Natural Systems INTENT: The City increases carbon sequestration in public lands, open spaces, and the urban forest through the enhancement of natural systems and provide many quality-of-life and resiliency benefits in addition to emissions reductions. Carbon sequestration is the long-term removal of carbon dioxide from the atmosphere into the earth’s natural systems including trees, grasses, soils, and riparian areas, thereby slowing the accumulation of GHGs in the atmosphere. Since carbon sequestration involves habitats within the city, these topics are further explored as part of the General Plan’s Environmental and Cultural Stewardship Element. There are several forms of carbon sequestration, including planting trees, applying compost to open spaces, reusing tree biomass (tree chips) as mulch, and restoring and protecting natural areas such as Colma Creek and Sign Hill. Carbon sequestration through the enhancement of natural systems provides many quality-of-life and resiliency co-benefits in addition to emissions reductions. For example, expanding the urban forest can help mitigate the urban heat island, improve air quality, provide traffic calming, and reduce energy use. Similarly, protecting open space can provide increased opportunities for outdoor recreation and promote biodiversity. Performance Metrics • Number of trees planted • Canopy coverage in disadvantaged communities • Number of riparian restoration projects completed in Colma Creek watershed Store Carbon on Protected Lands through Carbon Farming • CS 1.1 Carbon Farming Increase Tree Canopy • CS 2.1 Public Tree Planting • CS 2.2 Tree Standards for New Development Restore Colma Creek as an Ecological Corridor • CS 3.1 Colma Creek Restoration 1. STORE CARBON ON PROTECTED LANDS THROUGH CARBON FARMING CS 1.1 Carbon Farming GHG Reduction Potential Cost Co-Benefits Responsible Department Low $Resilience Public Works, Parks and Recreation Explore compost application on available acres of appropriate open space. 2. INCREASE TREE CANOPY CS 2.1 Public Tree Planting GHG Reduction Potential Cost Co-Benefits Responsible Department Low $$Resilience, air quality, public health Parks and Recreation Expand the canopy cover to reach the goals of the Urban Forest Master Plan and increase environmental benefits, prioritizing disadvantaged communities and connected wildlife corridors. 269 SHAPE SSF: CLIMATE ACTION PLAN CHAPTER 4 GREENHOUSE GAS REDUCTION STRATEGIES 42 CS 2.2 Tree Standards for New Development GHG Reduction Potential Cost Co-Benefits Responsible Department Supportive $Resilience, air quality, public health Planning, Parks & Recreation For nonresidential and residential new construction, require silva cell structures and soil compaction plan for tree growth, and require the preservation and addition of trees on private property in residential neighborhoods through design review where appropriate. Incorporate Parks and Recreation urban forest staff in the review process. 3. RESTORE COLMA CREEK AS AN ECOLOGICAL CORRIDOR CS 3.1 Colma Creek Restoration GHG Reduction Potential Cost Co-Benefits Responsible Department Low $$$Resilience City Manager, Planning, Public Works Enhance Colma Creek as an ecological corridor, restoring 5 miles of creek ecologies and creating transitional habitat zones to build resilience and ecosystem services. Protect and expand existing marsh and wetland habitat to improve water quality, adapt to climate change, and provide habitat for wildlife. 2040 Carbon Sequestration GHG Reduction Potential 3,320 MTCO2e Cost $-$$$ Colma Creek in Lindenville 270 SHAPE SSF: CLIMATE ACTION PLAN CHAPTER 4 GREENHOUSE GAS REDUCTION STRATEGIES 43 1. IMPROVE THE ENVIRONMENTAL EFFICIENCIES AND PERFORMANCE OF MUNICIPAL BUILDINGS, FACILITIES, LANDSCAPING, AND PARKS CL 1.1 Minimum LEED certification or equivalent for new buildings GHG Reduction Potential Cost Co-Benefits Responsible Department Low $$Air quality, public health, resilience Public Works, City Manager Require all new municipal buildings and facilities to meet a minimum LEED silver standards as outlined by the US Green Building Council or equivalent green building rating system. Require feasibility studies for zero net energy use, on-site renewable energy generation, and on-site batteries. City Leadership INTENT: The City demonstrates leadership with high-performing sustainable municipal buildings, facilities, landscaping, and parks. The ability to meet South San Francisco’s goals of mitigating carbon emissions and adapting to the effects of climate change will be demonstrated by City actions. The City will implement a series of actions that will both reduce carbon emissions from municipal operations and enhance resiliency. These actions include energy and water efficiency upgrades for City facilities, parks, and landscapes, sustainable new construction, the electrification of buildings and fleet vehicles, supporting electric vehicle adoption through charger installation, and the installation of resilience measures including solar plus storage projects. These policies will not only reduce emissions but create community benefits through leading by example. Performance Metrics • Number City buildings retrofitted to eliminate natural gas use • Percent of City fleet powered by clean energy • Reduction in GHG emissions from City operations Improve the environmental efficiencies and performance of municipal buildings, facilities, landscaping, and parks in South San Francisco • CL 1.1 Minimum LEED certification or equivalent for new buildings • CL 1.2 Environmental performance of municipal buildings and facilities • CL 1.3 Municipal building retrofits and operational changes • CL 1.4 Requirements for municipal construction and demolition projects • CL 1.5 Energy resilience of municipal buildings • CL 1.6 Zero Emission Fleet Vehicles • CL 1.7 TDM Program Maintain and regularly update the City’s Climate Action Plan and Greenhouse Gas Inventory with new and emerging practices • CL 2.1 Carbon neutrality goal monitoring. • CL 2.2 Community Greenhouse Gas Inventory maintenance • CL 2.3 Municipal Greenhouse Gas inventory preparation • CL 2.4 Innovative pilot programs • CL 2.5 Funding to support greenhouse gas emission reductions • CL 2.6 Community education about greenhouse gas reduction incentives City Building with Solar Panels 271 SHAPE SSF: CLIMATE ACTION PLAN CHAPTER 4 GREENHOUSE GAS REDUCTION STRATEGIES 44 CL 1.2 Environmental performance of municipal buildings and facilities GHG Reduction Potential Cost Co-Benefits Responsible Department Supportive $Air quality, public health, resilience Public Works, Parks and Recreation Regularly benchmark the environmental performance of municipal buildings, landscaping, parks and facilities, including energy and water use. CL 1.3 Municipal building retrofits and operational changes GHG Reduction Potential Cost Co-Benefits Responsible Department Low $Parks and Recreation To reduce operating and maintenance costs, use the benchmarking data to identify opportunities for environmental performance improvements through audits, retro-commissioning, and building efficiency and electrification retrofits. CL 1.4 Requirements for municipal construction and demolition projects GHG Reduction Potential Cost Co-Benefits Responsible Department Low $Public Works, City Manager Require municipal construction projects to achieve 75% waste diversion from the landfill. CL 1.5 Energy resilience of municipal buildings GHG Reduction Potential Cost Co-Benefits Responsible Department Supportive $$Resilience Public Works, City Manager Require municipal building and facility new construction and major renovation projects to evaluate the feasibility of incorporating onsite batteries that store electricity from onsite renewable energy generation to supply the building and community with electricity in the event of a disaster. CL 1.6 Zero Emission Fleet Vehicles GHG Reduction Potential Cost Co-Benefits Responsible Department Low $$Air quality, public health Public Works Transition fleet vehicles from gasoline and diesel to ZEV (CNG, fuel cell, electric) as feasible ZEV alternatives become available and no later than 2040. Transition City owned and operated small gas engines (eg. push mowers, trimmers, blowers etc) to all- electric by 2024 in line with state mandate. CL 1.7 TDM Program GHG Reduction Potential Cost Co-Benefits Responsible Department Low $Air quality, public health, reduced congestion City Manager Adopt municipal TDM policy or participate in City ordinance that encourages alternatives to SOVs and established telecommute policy to allow remote work when feasible. 272 SHAPE SSF: CLIMATE ACTION PLAN CHAPTER 4 GREENHOUSE GAS REDUCTION STRATEGIES 45 2. MAINTAIN AND REGULARLY UPDATE THE CITY’S CLIMATE ACTION PLAN AND GREENHOUSE GAS INVENTORY CL 2.1 Carbon neutrality goal monitoring GHG Reduction Potential Cost Co-Benefits Responsible Department Supportive $Planning, City Manager Track and report progress towards achieving the City’s greenhouse gas reduction goal. CL 2.2 Community Greenhouse Gas Inventory maintenance GHG Reduction Potential Cost Co-Benefits Responsible Department Supportive $Resilience, air quality, public health City Manager Update the community greenhouse gas inventory every five years. CL 2.3 Municipal Greenhouse Gas inventory preparation GHG Reduction Potential Cost Co-Benefits Responsible Department Supportive $Resilience, air quality, public health City Manager Prepare an inventory of emissions from municipal operations, establish a GHG reduction target, and develop a work plan to reduce municipal emissions to achieve carbon neutrality by 2045. CL 2.4 Innovative pilot programs GHG Reduction Potential Cost Co-Benefits Responsible Department Low $$Resilience, air quality, public health, safety City Manager Explore the potential for innovative greenhouse gas reduction pilot programs, including collaborations and partnerships, in each emissions sector (e.g., buildings and energy, transportation, solid waste, water, and carbon sequestration). CL 2.5 Funding to support greenhouse gas emission reductions GHG Reduction Potential Cost Co-Benefits Responsible Department Low $Resilience, air quality, public health, safety City Manager Seek additional sources of funding to support implementation of greenhouse gas reduction projects, exploring grant funding, rebates, and other incentive opportunities. CL 2.6 Community education about greenhouse gas reduction incentives GHG Reduction Potential Cost Co-Benefits Responsible Department Supportive $Resilience, air quality, public health, safety City Manager Educate residents and businesses about opportunities to reduce greenhouse gas emissions through grant funding, rebates, and other incentive opportunities. Establish an environmental interpretative program to raise awareness about environmental issues and climate adaptation throughout the city. 2040 City Leadership GHG Reduction Potential Not modeled Cost $-$$ 273 SHAPE SSF: CLIMATE ACTION PLAN CHAPTER 4 GREENHOUSE GAS REDUCTION STRATEGIES 46 Performance Metrics Metric Available Baseline Data (2017) Participation rate in PCE ECOPlus tier 96% Number of (or size of) solar installations on commercial buildings Number of battery storage systems installed Citywide electricity use 489,460,969 kWh Citywide natural gas use 29,866,596 therms Number of all-electric new development projects Number of new development projects that exceed CALGreen energy efficiency standards Number of electric panel upgrades Number of building electrification retrofits Number and type of retrofits in disadvantaged communities Transit, walk, and bike mode split Carpool = 29%, transit = 3%, walk and bike = 7% Double SamTrans and BART ridership, quadruple ferry ridership, and achieve 10x growth in Caltrain ridership by 2040 Reduction in East of 101 Area peak hour traffic volumes Community waste generated 89,136 tons Tons of edible food recovered and redistributed Gallon per capita per day (GPCD)86 gpcd Number of MWELO compliant landscape renovations Number of plumbing fixture upgrades Number of trees planted 15,000 trees Canopy coverage in disadvantaged communities Number of riparian restoration projects completed in Colma Creek watershed SamTrans Stop on Grand Ave. 274 47 CHAPTER 5Implementing the CAP 275 SHAPE SSF: CLIMATE ACTION PLAN CHAPTER 5 IMPLEMENTING THE CAP 48 The CAP directs City staff to develop and implement specific policies, plans, programs, and projects over the next 10 years to achieve the City’s climate goals. Successful implementation of the CAP strategies will require commitment and coordination from staff throughout the City. Although the City will initiate climate action, community involvement is an essential component of the CAP implementation process, as many strategies depend on active participation by residents and businesses. Equity vs. Equality Though equity is like equality, they are not the same thing. Equality means everyone receives the same thing regardless of any other factors. Equity, on the other hand, is about ensuring that people have access to the same opportunities to thrive and succeed. A climate equity lens recognizes that people may have different starting points and may need different types and levels of support to adapt to climate change in order to achieve fairness in climate outcomes. Thus, climate equity is achieved when socioeconomic and environmental factors, such as race, income, education, or place, can no longer be used to predict the health, economic, or other wellbeing outcomes from climate change. For the purposes of the CAP, the following dimensions of equity are considered: Procedural Create processes that are transparent, fair, and inclusive in developing and implementing any climate program, plan, or policy. This dimension of equity focuses on ensuring that all people are treated openly and fairly, and on increasing opportunities for engagement and ownership in decision-making in all phases of climate resilience planning and CAP implementation. Structural: Address the underlying structural and institutional systems that are the root causes of social and racial inequities. It is a dimension of equity that makes a commitment to correct past harms and prevent future unintended consequences from climate-related decision-making, such as in the CAP implementation. Distributional: Fairly distribute resources, benefits, and burdens. This dimension of equity focuses on prioritizing resources for communities that experience the greatest climate and environmental inequities, disproportionate impacts, and have the greatest unmet environmental health needs. Community Participation at Shape SSF Meeting 5.1 PARTNERSHIPS Partnerships are an integral part of CAP implementation. They allow the City to leverage existing programs and funding opportunities and take advantage of state and regional efforts. Many of the programs and incentives outlined in the CAP will come from the utilities including PG&E and PCE, CalWater, and SSF Scavengers. Furthermore, creating these partnerships will help the City stay updated about new program development and foster relationships to improve data collection processes. 276 SHAPE SSF: CLIMATE ACTION PLAN CHAPTER 5 IMPLEMENTING THE CAP 49 5.2 EQUITABLE PROGRAM IMPLEMENTATION Achieving climate equity will require careful design and execution of policies and programs to improve outcomes for disadvantaged populations in all stages of CAP implementation. When equity is prioritized, climate mitigation strategies can address and lessen existing social, racial, and health disparities. Implementation of this CAP will be guided by two equity guardrails: 1. A majority of the local benefits resulting from CAP implementation will be focused in disadvantaged communities by meeting priority community needs, improving public health, building on community assets and values, and increasing community resilience. 2. Required measures do not present an undue cost burden on those least able to afford implementation. Financial and technical assistance will be prioritized for disadvantaged communities and sensitive populations, including renters, to allow them to participate in CAP programs and fully realize all benefits. As part of the General Plan Update process, the City has undertaken studies related to health and environmental justice. These analyses can guide CAP implementation program design to ensure that the above equity guardrails are being followed. The General Plan Update has identified many of the City’s neighborhoods as of particular concern related to environmental justice. In South San Francisco, the sub-areas of Avalon-Brentwood, Downtown, East of 101, Lindenville, Orange Park, Paradise Valley/Terrabay, and Sign Hill are identified as disadvantaged communities (Figure 5). In addition, the sub-areas of El Camino, Sunshine Gardens, Westborough, and Winston Serra also have small areas that are identified as disadvantaged communities. These disadvantaged communities were identified based on the State’s recommended screening methods,10 which includes CalEnviroScreen 4.0 and low-income areas with high pollution burden, in accordance with The Planning for Healthy Communities Act of 2016 (Senate Bill 1000). 10. California Office of Planning and Research. General Plan Guidelines Chapter 4: Required Elements. 2020. Retrieved from: https://opr.ca.gov/docs/20200706-GPG_ Chapter_4_EJ.pdf. Shape SSF Community Conversation Presentation in Spanish on Climate Adaptation and Safety Downtown 277 SHAPE SSF: CLIMATE ACTION PLAN CHAPTER 5 IMPLEMENTING THE CAP 50 Figure 5: Disadvantaged Communities City of South San Francisco BART Station City Parks, Open Space, & Joint Facilities Caltrain Station Arterial Road Streams Unincorporated Area in City Sphere BART Context Parks Caltrain Local Road Ferry Terminal Station Highway Waterbody Disadvantaged Communities Sub-areas Low Income Areas with High Pollution Burden CalEnviroScreen 4.0 Results Sources: CalEnviroScreen 4.0 (2021); ACS15-19 (5yr); City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021). San Bruno Mountain State & County Park San Francisco Bay Ferry Terminal San Bruno Creek C o l m a C r e e k AirportBlvdChestnut AveE Grand Ave Grand Ave Oyster Point Blvd SAi rpor t Bl v dH ills id e B lv d F orbes Blvd Gateway B lv d DNAWaySisterCitiesBlvd E l Ca mi n o R e a lJunipero Ser r a Bl vdW e s tb o roughBlvdC a ll a n B lv d H i c k e y B l v d SpruceA v e S Linden AveUtah AveSSpruceAveGellertBlvd §¨¦380 §¨¦280 ¬«35 ¬«82 £¤101 Unincorporated Area City of Pacifica City of San Bruno City of Colma City of Daly City City of Brisbane San Francisco International Airport Paradise Valley/Terrabay Winston Serra Downtown Sign HillEl CaminoLindenville Orange Park Avalon-Brentwood East of 101 Sunshine Gardens Westborough °0 0.5 10.25 Miles !!!!!City of South San Francisco Unincorporated Area in City Sphere Ferry Terminal Caltrain Station Caltrain BART Station BART Highway Arterial Roads Local Roads City Parks and Joint Facilities Context Parks Waterbody Streams Sources: CalEnviroScreen 4.0 (2021); ACS15-19 (5yr); City of South San Francisco (2019); County of San Mateo (2019); ESRI (2021). Sub-areas Low-Income Areas with High Pollution Burden CalEnviroScreen 4.0 Results Disadvantaged Communities Disadvantaged Communities NavigableSlough Implementing measures in this plan can enhance climate equity in the City’s disadvantaged communities in the following ways: Measures TL 1.1 (pg.34) and TL 2.1 (pg.35) are designed to not only reduce transportation related emissions but improve air quality in the East of 101 neighborhood by reducing VMT and promoting electric vehicle adoption. According to CalEnviroScreen 4.0, South San Francisco’s East of 101 neighborhood is in the 95th percentile for diesel particulate matter (PM), which means that 95% of communities in California have less diesel PM pollution than the East of 101 neighborhood. Measures BE 2.1–BE 2.4 (pg.33) related to the electrification of existing buildings will be implemented through a phased-in methodical approach, leveraging available energy efficiency resources, to ensure that renters and other vulnerable populations can enjoy improved indoor environmental health and safety while being protected from housing dislocations that might otherwise arise from the transition. Measure CS 2.1 (pg.41) is designed to increase tree canopy throughout the city by planting new trees in accordance with the Urban Forest Master Plan. Climate equity can be achieved by prioritizing tree planting in disadvantaged communities with low access to open space, such as Downtown. New trees will capture carbon, help to reduce the urban heat island effect, make walking and biking more pleasant on hot days, and improve local air quality; all of which improve public health and wellbeing. 278 SHAPE SSF: CLIMATE ACTION PLAN CHAPTER 5 IMPLEMENTING THE CAP 51 5.3 COST EFFECTIVENESS There are many different approaches to establishing implementation cost estimates for CAP strategies. Implementation costs include both administrative and programmatic costs to the City, and equipment and services costs to residents and businesses. Costs can be expressed as relative costs to a determined baseline, up-front first costs or the direct costs of implementation, or long-term cost effectiveness, the total cost of action implementation over time accounting for cost savings over the lifetime of the intervention. All these costs estimates differ. Table 3 shows the estimated cost effectiveness of CAP strategies expressed as potential GHG reductions relative to cost. These cost estimates may change as the market adjusts to future technological adoption and advancements or additional climate measures are pursued. The GHG abatement cost for South San Francisco is in line with that of the state. However, the two analyses (cite CEC analysis) differ based on the GHG sectors and reduction measures included. Table 3: CAP Implementation Cost Effectiveness CAP Outcome Cost GHG Reduction Potential (MTCO2e) Relative Cost Effectiveness (GHG Reduction/Cost) Clean Energy Local Solar Installations High Low Low Clean Energy EcoPlus - PCE Low High High Buildings New Building Electrification Low Medium Medium Existing Building Electrification High High Low Existing Building Energy Efficiency Medium Low Medium Transportation EV Adoption Medium Low Medium Mode Shift High High High Solid Waste SB 1383 Compliance High Low Low Water Outdoor Water Use Low Low High Sequestration Trees High Low Low Creek Restoration High Low Carbon Farming TBD 279 SHAPE SSF: CLIMATE ACTION PLAN CHAPTER 5 IMPLEMENTING THE CAP 52 5.4 FUNDING OPPORTUNITIES The actions in this CAP do not necessarily represent the lowest cost pathway to achieve South San Francisco’s GHG targets. Instead, the actions were chosen to reflect local conditions and priorities, address equity, and to create multiple benefits in addition to emissions reductions. However, implementing the CAP can also provide economic benefits across the city including expanding the local green economy, job creation, and reducing costs for South San Francisco residents and businesses. For example, making walking and biking safer and transit more accessible can reduce the costs of traveling around South San Francisco, while promoting an active lifestyle that can help improve health outcomes. Below is a list of potential funding sources as well as available incentive programs to help reduce the cost of implementing CAP actions: City’s General Fund This is the primary source of funding for City operations and can be used for any public purpose. It is allocated as part of the overall City budget, approved by City Council. The large number of competing priorities for General Fund dollars requires that the City seek out other sources of funding wherever possible to increase the likelihood of successful implementation for each action. Bonds Local governments can sell bonds to investors that raise capital for a specific objective. Bonds must be approved by voters and may have additional oversight or administration requirements. Taxes Taxes generate revenue to support local, regional, and state operations. Taxes can be used either for general purposes (e.g. any city service as needed) or specific purposes (e.g. climate change mitigation) but require voter approval. Examples of taxes include: • Utility User Tax • Real Estate Transfer Tax • Parcel Tax State and Federal Grants Grants are usually given without expectation of repayment, but often require either matching funds from the City and/or staff time to administer the grants. Grants often fund new and innovative programs. However, grants are also competitive and are not a guaranteed source of funding. The following agencies offer climate related grants: • Department of Energy • California Energy Commission • PG&E • Bay Area Air Quality Management District • Electrify America • FTA Planning Grants • CARB • CalFire • FEMA • CDFA Healthy Soils Initiative • CalRecycle Incentives and Rebates Incentives and rebates are usually monetary motivators that can help cover the cost of implementing specific programs or equipment. Many utilities have incentive programs to help spur investment, pay for equipment, and expand various markets for newer technologies. Existing programs include: • PCE Residential and Commercial Rebates • BayREN Home+ Rebates • California Water Service rebates • CA Clean Vehicle Rebate Project • Single-family Solar Affordable Solar Housing (SASH) Program • Multifamily Affordable Solar Housing (MASH) Program • Residential and Commercial Federal ITC for solar photovoltaics • New local incentives programs as needed • PACE financing 280 SHAPE SSF: CLIMATE ACTION PLAN CHAPTER 5 IMPLEMENTING THE CAP 53 5.5 MONITORING AND EVALUATION Monitoring of the CAP’s performance involves tracking the performance of individual strategies and estimating the GHG emissions reductions resulting from their implementation. The performance metrics identified for each strategy will be tracked using readily accessible data that is useful for estimating emissions reductions. Periodic re-inventorying of local government and community- wide emissions will also be needed to validate overall progress toward the City’s GHG reduction targets. Monitoring of and reporting on the CAP’s performance involves tracking the implementation of individual strategies and estimating the GHG emissions reductions resulting from them. The performance metrics identified for each strategy will be tracked using readily accessible data that is useful for estimating emissions reductions. Periodic re-inventorying of local government and community-wide emissions will also be needed to validate overall progress toward the City’s GHG reduction targets. GHG Inventory: Staff will update the City’s community and municipal operations emissions inventory every three to five years. Inventory updates will encompass all inventory sectors (residential energy, commercial/industrial energy, large industrial energy, on- and off-road transportation, solid waste, wastewater, water, and municipal operations). Annual CAP Progress Report: The City’s Chief Sustainability Officer will prepare annual progress reports on CAP implementation to be presented to City Council, Planning Commission, and other stakeholders as needed. The report will evaluate the successes and challenges in meeting the City’s GHG reduction targets (as they become known or apparent), provide the status of implementing actions for each reduction strategy in the CAP (e.g., initiated, ongoing, completed), assess the effectiveness of each strategy, and recommend adjustments to programs or actions as needed. CAP Updates: A comprehensive revision of the CAP should occur at least every five to ten years to monitor progress of GHG reductions against the 2030 target and 2045 goal of carbon neutrality, to account for the impact of new legislation and state programs on GHG targets and emissions reductions, and to adjust strategies and actions as needed to reach the targets. In preparation for the 2030 update and annual reporting to the Planning Commission and City Council, staff will use greenhouse gas inventories and CAP measure implementation to track South San Francisco progress in reducing emissions, VMT, waste generation, and energy use over time using readily available data. Oversight and Accountability Options for an ongoing structure for oversight in CAP implementation and long-term plan updates: • Create an internal Sustainability and Climate Action Team (led by the City’s Chief Sustainability Officer) to assist in coordinating and implementing actions across departments, identifying synergies/collaboration opportunities, and identifying funding sources. • Develop and maintain a community-facing Climate Action Tracking Dashboard for transparency. • Prepare annual updates for the Planning Commission and City Council on CAP progress. City Hall 281 Glossary 54 282 SHAPE SSF: CLIMATE ACTION PLAN GLOSSARY 55 A Active transportation This is a non-motorized form of transportation, primarily made up of walking and bicycling. Adjusted Business-as-Usual Forecast (ABAU) The influence of federal, statewide, and regional policies (e.g., Pavley Clean Car Standards) will have on the City’s projected emissions. B Business-as-Usual (BAU) A GHG emissions scenario that is based on the assumption that no mitigation policies or measures will be implemented beyond those that are already in progress that can serve to highlight the level of emissions that would occur without further policy effort. C Carbon neutrality The balance between carbon emissions and carbon absorption from the atmosphere. Carbon sequestration The process of capturing and storing carbon dioxide from the atmosphere. Climate change Climate change refers to changes in the average and/or the variability of temperature, rainfall, and extreme weather that persist for an extended period Climate hazard Short or long-term climate events that have the potential to cause damage or harm to humans and natural systems. These include meteorological, climatological, hydrological, geophysical or biological events. Co-benefit Non-greenhouse gas-related benefits of climate actions. Measuring co-benefits examines how climate action is interrelated with and delivers outcomes for provision of basic services, health, prosperity and other sustainable development agendas. Community solar A solar power project where the energy and benefits of that project go towards multiple energy customers (e.g., individuals, businesses, nonprofits). D Decarbonization Process of reducing embodied or operational GHG emissions. Typically refers to a reduction of the carbon emissions associated with energy consumption, industry and transportation. The intention to decarbonize the electric power grid is often referred to as Grid Decarbonization. Disadvantaged community A disadvantaged community is defined as “a low-income area that is disproportionately affected by environmental pollution and other hazards that can lead to negative health effects, exposure, or environmental degradation. Distributed Energy Resource (DER) These resources are small, modular energy generation and storage systems that provide electricity or energy and can be connected or independent from the larger electrical power grid. E Electrification The process of transitioning away from technologies that use fossil fuels to technologies that use electricity. Electrification of systems paired with a power grid with 100% renewable energy sources can significantly reduce GHG emissions. Emissions inventory A quantified list of a city’s GHG emissions and sources. 283 SHAPE SSF: CLIMATE ACTION PLAN GLOSSARY 56 Emissions reduction potential A measurement of the potential to decrease greenhouse gas (GHG) emissions from a particular sector or through an action. The abatement potential is measured in GHG emissions (e.g. tons of carbon dioxide equivalent). Equity The absence of avoidable or remediable differences among groups of people, whether those groups are defined socially, economically, demographically or geographically. As opposed to the concept of equality where everyone is given equal access, equity provides proportional access to redress historical and current disparities and ensure the same level of opportunity for all. G Green building Green building is a holistic concept that starts with the understanding that the built environment can have profound effects, both positive and negative, on the natural environment, as well as the people who inhabit buildings every day. Green building is an effort to amplify the positive and mitigate the negative of these effects throughout the entire life cycle of a building. Considerations include energy use, water use, indoor environmental quality, material section and the building’s effects on its site. Greenhouse Gas (GHG) These are gases within the atmosphere that accelerate the warming of the Earth and are released from human activities that burn fossil fuels or from historic carbon sinks, such as melting permafrost. Greywater The water generated from buildings that is not contaminated (e.g., sinks, dishwashers). Greywater systems This system collects domestic, uncontaminated wastewater and reuses it for irrigation or toilet flushing. Sources of greywater include sinks, showers, washing machines, and dishwashers. L LEED The Leadership in Energy and Environmental Design (LEED) green building rating system is used to evaluate the sustainable design strategies of new and retrofitted projects. M Mode shift The transition from using one habitual form of travel, or mode, to another. Transportation modes include mass transit, non-motorized transit and automobiles. Mode share A number or percentage of users or trips, using a particular type of transportation such as driving a single-occupancy vehicle, carpooling, riding public transit, walking or cycling R Reach code A local building energy code that sets targets beyond the state requirements for energy use or energy efficiency. Resilience Resilience is the ability of an individual, a community, an organization, or a natural system to prepare for disruptions, to adapt to changing conditions, withstand and rapidly recover from shocks and stresses, and to adapt and grow from a disruptive experience. Retrocommissioning The process of improving and retrofitting building equipment and operation systems. S Sustainability Sustainability focuses on meeting the needs of the present without compromising the ability of future generations to meet their needs. 284 SHAPE SSF: CLIMATE ACTION PLAN GLOSSARY 57 T Transportation Demand Management (TDM) Strategies to change travel behavior in order to reduce traffic congestion, increase safety and mobility and conserve energy and reduce greenhouse gas emissions. Strategies may include ridesharing, telecommuting, park-and-ride programs and alternative work schedules. V Vehicle Miles Traveled (VMT) A measurement of miles traveled by vehicles within a specified area for a specified time period. Z Zero Emission Vehicle (ZEV) Vehicles that produce no tailpipe emissions. Generally, ZEVs feature electric powertrains either from a battery or a hydrogen fuel cell. ZEVs may still be responsible for some greenhouse gas emissions, if the GHG content from the electricity generation comes from fossil fuel sources. 285 58 APPENDICESA. 2017 Inventory Report 286 SHAPE SSF: CLIMATE ACTION PLAN APPENDICES A. 2017 INVENTORY REPORT 59 11 Safety Element Policy Framework Greenhouse Gas Emissions Inventory This memorandum provides an overview of community-wide greenhouse gas (GHG) emissions by sector that were emitted in 2005 (baseline emissions) and 2017 within the City of South San Francisco. The five emissions sectors that are included in this report are energy, transportation, off-road transportation, solid waste, and water. This report presents a summary of the 2005 GHG emissions and details the 2017 data year community GHG inventory completed in 2019. It also provides an emissions forecast to 2040 and suggests GHG reduction targets for the forthcoming Climate Action Plan (CAP). Key Findings • Community-wide, the City of South San Francisco emitted 609,452 metric tons of carbon dioxide equivalent (MTCO2e) in 2017, up 18% from the 2005 greenhouse gas emissions estimate of 517,757 MTCO2e. • Greenhouse gas emissions from transportation were the largest sector, accounting for 44% of all community emissions (268,787 MTCO2e). • Nonresidential energy use including electricity and natural gas accounted for the second largest amount of emissions 32% or 193,190 MTCO2e. • Despite a 18% increase in overall emissions, annual per service population emissions only increased from 2005 to 2017 by 3% from 4.81 MTCO2e in 2005 to 4.94 MTCO2e in 2017. 287 SHAPE SSF: CLIMATE ACTION PLAN APPENDICES A. 2017 INVENTORY REPORT 60 City of South San Francisco General Plan Update 22 Community GHG Inventory Overview 2005 Community GHG Inventory The community of South San Francisco total 2005 GHG emissions were estimated to be 517,757 MTCO2e. The inventory included energy (residential and nonresidential), transportation, off-road transportation,1 solid waste, and water. Of the six sectors, transportation accounted for the largest amount of GHG emissions with estimated emissions of 196,910 MTCO2e or 38% of total emissions. The second largest sector was nonresidential energy use with estimated emissions of 160,960 MTCO2e or 31% of total emissions. The remaining 31% of emissions were made up by the residential energy, solid waste, water, and off-road transportation sectors. Table 1 shows the 2005 total community emissions by sector. Table 1: Total Annual Community GHG Emissions (2005) CCoommmmuunniittyy SSeeccttoorr SSuubbsseeccttoorr SSuubbsseeccttoorr MMTTCCOO22ee SSeeccttoorr MMTTCCOO22ee PPeerrcceenntt ooff TToottaall Transportation On-Road Transportation 196,910 196,910 38% Nonresidential Energy Electricity 56,150 160,960 31% Natural Gas 104,810 Residential Energy Electricity 22,430 70,370 14% Natural Gas 47,940 Solid Waste Landfilled Waste 52,323 65,540 13% Closed Landfill 13,216 Water Water Use 1,580 1,580 0.3% Off-Road Lawn and Garden Equipment 1,110 22,400 4% Construction Equipment 21,300 TToottaall 551177,,776600 110000%% Source: South San Francisco GHG Inventory (2011). The 2005 emissions presented in Table 1 differ from those presented by the City in the 2005 GHG Inventory Report because as part of the 2017 inventory, 2005 energy emissions were updated to reflect more current use and emissions data. Similarly, solid waste emissions were updated to maintain consistency with 2017 methodology. As a result of these adjustments, the community base year greenhouse gas inventory decreased. 1 The off-road transportation sector includes construction and landscaping emissions.0, 288 SHAPE SSF: CLIMATE ACTION PLAN APPENDICES A. 2017 INVENTORY REPORT 61 33 Safety Element Policy Framework Community emissions fell from the 2005 reported base year emissions of 560,414 MTCO2e to the 2005 adjusted base year total of 517,760 MTCO2e, a 7.6% reduction. 289 SHAPE SSF: CLIMATE ACTION PLAN APPENDICES A. 2017 INVENTORY REPORT 62 City of South San Francisco General Plan Update 44 2017 Community GHG Inventory This report summarizes the community-wide inventory of GHG emissions using data from calendar year 2017, the most recent year for which complete data is available.2 Table 2 provides the 2017 GHG emissions inventory results by sector. In 2017, South San Francisco’s estimated total GHG emissions were 609,452 MTCO2e, an increase of 91,695 MTCO2e. This inventory is an estimate based on the best available data. As in 2005, transportation was the largest contributor to total GHG emissions with an estimated 268,787 MTCO2e or 44% of the City’s total 2017 emissions. Nonresidential energy was the second largest sector with estimated emissions of 193,910 or 32% of emissions. Although the second largest contributor to emissions, nonresidential energy emissions are likely an underestimate due to incomplete data caused by customer data aggregation laws. The remaining 24% of emissions include residential energy, solid waste, water, and off-road transportation (see Table 2). Figure 1 depicts the proportion of emissions by sector for years 2005 and 2017. Table 2: Total Annual Community GHG Emissions (2017) CCoommmmuunniittyy SSeeccttoorr SSuubbsseeccttoorr SSuubbsseeccttoorr MMTTCCOO22ee SSeeccttoorr MMTTCCOO22ee PPeerrcceenntt ooff TToottaall Transportation On-Road Transportation 268,222 268,787 44% Bart 157 CalTrain 407 Nonresidential Energy Electricity 119,700 193,910 32% Natural Gas 42,310 Residential Energy Electricity 17,500 57,870 9% Natural Gas 40,370 Solid Waste Landfilled Waste 48,623 61,854 10% Closed Landfill 13,231 Water Water Use 2,092 2,092 0.3% Off-Road Lawn and Garden Equipment 1,180 24,940 4% Construction Equipment 23,760 TToottaall 660099,,445522 110000%% 2 Energy data from calendar year 2016 was used as a proxy when 2017 data was unavailable. 290 SHAPE SSF: CLIMATE ACTION PLAN APPENDICES A. 2017 INVENTORY REPORT 63 55 Safety Element Policy Framework Figure 1: South San Francisco Total Annual Community GHG Emissions in 2005 and 2017 2005 Annual Community Emissions 2017 Annual Community Emissions Residential Energy 14% Nonresidential Energy 31% Transportation 38% Solid Waste 13% Waste Water Treatment 0% Off-Road 4% 291 SHAPE SSF: CLIMATE ACTION PLAN APPENDICES A. 2017 INVENTORY REPORT 64 City of South San Francisco General Plan Update 66 9%, Residential Energy 32%, Nonresidential Energy 44%, Transportation 10.1%, Solid Waste 0.3%, Waste Water Treatment 4.1%, Off-Road 292 SHAPE SSF: CLIMATE ACTION PLAN APPENDICES A. 2017 INVENTORY REPORT 65 77 Greenhouse Gas Inventory Furthermore, per service population emissions increased by 3% over the same period. The service area population includes the populations that live and/or work in the City. It is the sum of population and jobs. These numbers show that population, job growth, and a strong regional economy are the primary drivers of emissions increases. Table 3: South San Francisco Total Annual Community GHG Emissions in 2005 and 2017 (in MTCO2e) CCoommmmuunniittyy SSeeccttoorr 22000055 22001177 22000055 PPeerr SSeerrvviiccee AArreeaa 22001177 PPeerr SSeerrvviiccee AArreeaa TToottaall PPeerrcceenntt CChhaannggee Transportation 196,910 268,787 1.83 2.18 19% Nonresidential Energy 160,960 193,910 1.50 1.57 5% Residential Energy 70,370 57,870 0.65 0.47 -28% Solid Waste 65,540 61,854 0.61 0.50 -18% Water 1,578 2,092 0.01 0.02 16% Off-Road 22,400 24,490 0.21 0.20 -3% TToottaall 551177,,776600 557733,,999988 44..8811 44..9944 33%% Community Sector Analysis Community Energy This section presents GHG emissions for the energy sector, specifically emissions generated from residential and nonresidential energy use that occurred within City limits. This section provides electricity and natural gas activity data and emissions estimates for the baseline year 2005 and 2017. Calendar year 2016 electricity data is used as a proxy for 2017. Electricity Pacific Gas and Electric (PG&E) and Peninsula Clean Energy (PCE) provide electric service to the community and offer community electricity data to local agencies. The electricity data (presented in kWh) in Table 4 is separated between residential and nonresidential uses, which is the most detailed level available to prevent data from being removed for privacy purposes. 3 However, nonresidential energy is likely underestimated due to some energy use data being 3 In California, individual energy (electricity and natural gas) account data is protected as private information. For specific purposes, certain groups may access detailed information. For example, academic researchers can access disaggregated data to conduct analyses as long as protected information remains confidential. To ensure the confidentiality of each individual customer's 293 SHAPE SSF: CLIMATE ACTION PLAN APPENDICES A. 2017 INVENTORY REPORT 66 City of South San Francisco General Plan Update 88 masked for failing to meet aggregation standards. Residential data includes single family homes and multi-family dwellings, while nonresidential data includes commercial and industrial uses. From 2005 to 2016 residential electricity usage decreased by 22% and nonresidential electricity usage increased by 36%. Between 2005 and 2016 total electricity use increased by 20%. Residential energy emissions have decreased because the City transitioned to carbon-free energy provided by PCE. The 20% increase in electricity use may be the result of a growing economy with more local jobs. Table 4: Total Annual Community Electricity Usage (2005-2016) YYeeaarr RReessiiddeennttiiaall ((kkWWhh)) NNoonnrreessiiddeennttiiaall ((kk WWhh)) TToottaall ((kkWWhh)) 2005 100,353,340 251,184,690 351,538,030 2006 101,399,397 372,435,624 473,835,021 2007 104,223,659 387,842,380 492,066,039 2008 103,842,286 392,244,819 496,087,105 2009 105,758,034 436,875,374 542,633,408 2010 106,464,526 443,190,514 549,655,040 2011 104,499,692 440,751,036 545,250,728 2012 103,261,346 437,502,145 540,763,491 2013 101,585,127 429,935,561 531,520,688 2014 96,368,597 436,098,366 532,466,963 2015 95,163,263 437,758,557 532,921,820 2016 91,189,412 398,271,557 489,460,969 2017 466,334,769 Note: Only total electricity use data is available for 2017 because that is the year South San Francisco transitioned from PG&E to PCE. To calculate GHG emissions, an emissions factor is applied to the activity data. Electricity suppliers provided CO2 emissions factor. In addition to carbon dioxide (CO2), small amounts of methane (CH4) and nitrous oxide (N2O) are released in the electricity generation process. CH4 and N2O emissions factors are provided by the ICLEI Community Protocol. Variability of the emissions factors occur primarily due to fluctuations in suppliers’ energy portfolio each year. CO2 is the most commonly referenced GHG, however, numerous gasses have greenhouse characteristics. CH4 and N2O are commonly accounted for in GHG inventories. These gasses have a greater global warming potential; CH4 traps approximately 28 times as much heat as CO2 over a 100-year period and N2O traps approximately 265 times as much heat. To account for these differences, a factor is applied to the gasses emissions to calculate a CO2 equivalence. consumption information, the California Public Utilities Commission (CPUC) masks data that does not meet minimum aggregation thresholds. For more information about these privacy regulations, please visit CPUC decision (D.14-05-016). 294 SHAPE SSF: CLIMATE ACTION PLAN APPENDICES A. 2017 INVENTORY REPORT 67 99 Greenhouse Gas Inventory Table 5 provides the emission factors and GHG emissions from electricity use in the city by residential and nonresidential subsectors from 2005-2016. Over this period, electricity related GHG emissions increased by 9%. Table 5: Total Annual Community GHG Emissions from Electricity Use (2005-2016) YYeeaarr EEmmiissssiioonnss FFaaccttoorr RReessiiddeennttiiaall ((MMTTCCOO22ee)) NNoonnrreessiiddeennttiiaall ((MMTTCCOO22ee)) TToottaall ((MMTTCCOO22ee)) 2005 0.000224 22,430 56,150 78,580 2006 0.000208 21,120 77,580 98,700 2007 0.000290 30,220 112,440 142,660 2008 0.000292 30,330 114,570 144,900 2009 0.000262 27,700 114,430 142,130 2010 0.000203 21,610 89,940 111,550 2011 0.000179 18,740 79,050 97,790 2012 0.000203 20,950 88,780 109,730 2013 0.000195 19,780 83,700 103,480 2014 0.000198 19,100 86,440 105,540 2015 0.000185 17,570 80,820 98,390 2016 0.000192 17,500 76,420 93,920 Note: 2016 data is used as a proxy since complete 2017 data was unavailable due to aggregation laws. Figure 2 illustrates GHG and kWh activity data trends between 2005 and 2017. It is important to note that while energy use has been increasing, GHG emissions have been more variable due to changes in PG&E and PCE’s power portfolio and the related carbon intensity of its electricity supply. Figure 2: Total Annual Community Electricity Use and GHG Emissions (2005-2016) 0 20,000 40,000 60,000 80,000 100,000 120,000 140,000 160,000 0 100,000,000 200,000,000 300,000,000 400,000,000 500,000,000 600,000,000 2005 2007 2009 2011 2013 2015kWhMTCO2e 295 SHAPE SSF: CLIMATE ACTION PLAN APPENDICES A. 2017 INVENTORY REPORT 68 City of South San Francisco General Plan Update 1100 Natural Gas PG&E provides natural gas utility services to South San Francisco. Table 6 provides the natural gas activity data in therms from 2005-2017 separated by residential and nonresidential uses. Nonresidential use combines commercial and industrial use. The natural gas data in Table 6 shows a residential decrease of 13%, a nonresidential increase of 12%, and a combined decrease of 4% for the sector. The reduction in residential natural gas usage reflects increased energy efficiency of residential appliances, mainly water heating and space heating, as well as a propensity for new construction to be built with electric appliances rather than those that use natural gas. The increase in nonresidential natural gas use reflects the strong and growing economy in South San Francisco and the Bay area as a whole. Over this period biotech companies have expanded operation within the City. However, this increase may be underestimated because the nonresidential sector in South San Francisco is dominated by a few large users of natural gas, thus the data may have been “masked” due to aggregation laws. This explanation would suggest that only partial data was provided for 2005-2017 in order to protect user privacy, which results in an incomplete picture of community natural gas use and associated emissions. Table 6: Total Annual Community Natural Gas Use (2005-2017) YYeeaarr RReessiiddeennttiiaall ((TThheerrmmss)) NNoonnrreessiiddeennttiiaall ((TThheerrmmss)) TToottaall ((TThheerrmmss)) 2005 9,007,350 19,691,037 28,698,387 2006 9,140,829 20,643,362 29,784,191 2007 9,532,983 22,478,454 32,011,437 2008 9,586,261 22,245,647 31,831,908 2009 9,384,862 21,984,803 31,369,665 2010 9,428,453 21,416,373 30,844,826 2011 9,471,296 21,538,379 31,009,675 2012 9,208,755 21,384,744 30,593,499 2013 9,129,777 21,048,332 30,178,109 2014 7,379,115 - - 2015 7,310,064 - - 2016 7,585,487 - - 2017 7,793,747 22,072,849 29,866,596 Note: Nonresidential data is not available for years 2014-2016. As with electricity, GHG emissions are estimated from activity data by applying an emission coefficient. Unlike electricity, the inventory does not assume changes in the carbon intensity of natural gas in any given year, as the carbon intensity of the combustion of natural gas does not vary annually. Table 7 provides the GHG emissions estimates for natural gas consumption in the city from 2005 to 2017. These estimates are using the most current emissions coefficient for natural gas. Similar to the activity data, residential emissions decreased while nonresidential emissions increased with a total increase in natural gas-related emissions of 4%. 296 SHAPE SSF: CLIMATE ACTION PLAN APPENDICES A. 2017 INVENTORY REPORT 69 1111 Greenhouse Gas Inventory Table 7: Total Annual Community GHG Emission from Natural Gas (2005-2017) YYeeaarr RReessiiddeennttiiaall ((MMTTCCOO22ee)) NNoonnrreessiiddeennttiiaall ((MMTTCCOO22ee)) TToottaall ((MMTTCCOO22ee)) 2005 47,940 104,810 152,750 2006 48,650 109,880 158,530 2007 50,740 119,640 170,380 2008 51,020 118,410 169,430 2009 49,950 117,020 166,970 2010 50,180 113,990 164,170 2011 50,410 114,640 165,050 2012 49,010 113,820 162,830 2013 48,590 112,030 160,620 2014 39,280 - - 2015 38,910 - - 2016 40,370 - - 2017 41,480 117,490 158,970 Note: Nonresidential data from 2014-2016 is not available. Figure 3: Total Annual Community Natural Gas Use and GHG Emissions (2005-2017) Total Energy GHG Emissions Table 8 shows the total energy related GHG emissions separated by energy type and subsector. Residential energy use subsector emissions decreased by 18% between 2005 and 2017 and nonresidential energy use subsector emissions increased by 20%. Overall energy GHG emissions increased by 9% from 2005 to 2017. The reduction in residential energy emissions is the result of a less carbon intensive energy supply from PCE in 2017 as compared to 2005. Residential electricity emissions will continue to decline as the City fully transitions to carbon-free electricity from PCE. As discussed above, nonresidential energy use has increased most likely due to a strong, growing economy between 2005 and 2017. 150,000 155,000 160,000 165,000 170,000 175,000 180,000 0 5,000,000 10,000,000 15,000,000 20,000,000 25,000,000 30,000,000 35,000,000 2005 2007 2009 2011 2013 2015 2017 Therms MTCO2e 297 SHAPE SSF: CLIMATE ACTION PLAN APPENDICES A. 2017 INVENTORY REPORT 70 City of South San Francisco General Plan Update 1144 Table 9 shows that VMT has increased in South San Francisco by 48% from 2005 to 2017 and associated GHG emissions have increased by 37%. 2005 activity data for BART and Caltrain was not available but table 9 also shows that emissions from the two transit services has decreased from 2005 to 2017. Table 9: Total Annual Community GHG Emissions from Transportation in 2005 and 2017 Transit Type 2005 2017 Total VMT MTCO2e/ VMT Total Emissions Total VMT MTCO2e/ VMT Total Emission s Vehicles 400,243,680 0.000670 195,790 591,821,296 0.000453 268,222 BART 612 1,701,012 0.0000925 157 Caltrain 508 3,059,743 0.000133 407 Total Sector 196,910 268,787 The smaller increase in GHG emissions is attributed to State and Federal regulations. This includes improved fuel efficiency standards, low carbon fuel standards, and an increasingly efficient overall fleet of vehicles (including an increased uptake of electric, hybrid, and high efficiency vehicles) within the city that is resulting in fewer emissions per mile of VMT, despite an increase in miles driven. The reduction in emissions from BART and Caltrain is also most likely due to cleaner electricity with a proportion coming from carbon-free sources including renewables. Water Use The water sector uses energy to collect, convey, treat, and deliver water to users, and then it uses additional energy to collect, treat, and dispose of the resulting wastewater. This energy use yields both direct and indirect greenhouse gas emissions. Water service is provided to the City of South San Francisco by California Water Service’s South San Francisco District. Water use was not originally included in the 2005 baseline year inventory, so the 2017 inventory process updated it to include for comparison. Table 10 provides the total water use and associated GHG emissions for the population of South San Francisco. GHG emissions were calculated by combining the amount of water used with emissions factors. Emissions from the water sector increased by 33% from 2005 to 2017 despite a decrease in total water use. This difference may be the result of different data sources and differences in emissions calculation methodology. 298 SHAPE SSF: CLIMATE ACTION PLAN APPENDICES A. 2017 INVENTORY REPORT 71 1155 Greenhouse Gas Inventory Table 10: Total Annual Community Water Use and GHG Emissions in 2005 and 2017 2005 2017 Water Use (million gallons) Total Emissions (MTCO2e) Water Use (million gallons) Total Emissions (MTCO2e) 2,841 1,578 2,115 2,092 Source: 2010 and 2015 California Water Service South San Francisco District UWMP Solid Waste This section presents GHG emissions for the solid waste sector, specifically emissions from the disposal of solid waste produced within the City limits into a landfill as well as fugitive emissions from the closed Oyster Point Landfill, which was open from 1956-1969 and contains about 1.4 million tons of solid waste. This section provides solid waste activity data for the baseline year 2005 as well as emissions estimates for years 2005 and 2017. Landfilled waste data was provided by CalRecycle for the City of South San Francisco and Oyster Point Landfill emissions were calculated using CARB’s Landfill Emissions Tool. The amount of waste generated and sent to landfill in South San Francisco has decreased by 7% since 2005. As shown in Table 11, solid waste disposal emissions decreased by 5.6% from 2005 to 2017. This decrease in emissions is most likely due to increased recycling and composting efforts. Table 11: Total Annual Community Solid Waste Tons and GHG Emissions (2005-2017) Off-Road This section presents the GHG emissions for off-road activity, specifically emissions from construction and lawn and garden equipment use within the City. Off-road emissions data for San Mateo County was gathered from the CARB OFFROAD2007 modeling tool. Since the CARB tool models emissions for the entire county, city specific emissions data was proportioned using demographic housing data. Data from the tool was compiled and summed according to emissions type. Emissions were then converted into carbon dioxide equivalents. The large decrease in off-road emissions shown in Table 12 may be a result of difference in methodology. Solid Waste 2005 2017 Tons Emissions MTCO2e Tons Emissions MTCO2e Landfilled Waste 95,920 52,323 89,136 48,623 Closed Landfill 13,216 13,231 Total Sector 65,539 61,854 299 SHAPE SSF: CLIMATE ACTION PLAN APPENDICES A. 2017 INVENTORY REPORT 72 City of South San Francisco General Plan Update 1166 Table 12: Total Annual Off-Road GHG Emissions in 2005 and 2017 2005 2017 Construction Lawn & Garden Construction Lawn & Garden t CO2/day 453.5 33.4 546.2 37.1 t CH4/day 0.09 0.07 0.05 0.06 t N2O/day 0.003 0.03 0.003 0.02 t CO2e/day 456.7 42.1 548.4 45.0 t CO2e/year 166,706.9 15,363.6 200,171.9 16,415.4 MTCO2e/year 151,235.5 13,937.7 181,594.8 14,891.9 Source: CARB OFFROAD2007 modeling tool (San Mateo County) From 2005 to 2017, the City experienced a 19% increase in emissions from construction equipment and lawn and garden equipment. This increase in emissions is likely due to an increase in construction activity due to a strong local economy and an increase in housing. Table 13 shows the total GHG estimates from off-road sources. Table 13: Total Annual Off-Road GHG Emissions in 2005 and 2017 2005 2017 Construction Equipment 19,790 23,760 Lawn and Garden Equipment 1,090 1,180 Total 20,880 24,940 Source: SSF 2005 GHG Inventory Report and CARB OFFROAD2007 modeling tool (San Mateo County) Greenhouse Gas Emissions Forecast The emissions adjusted business-as-usual (ABAU) forecast for the City of South San Francisco is based on the demographic projections for the preferred land use plan for the General Plan update. These projections assume that the anticipated development is fully implemented by 2040. Table 14 shows the assumed demographic changes. Table 14: South San Francisco 2040 General Plan Demographic Projections DDeemmooggrraapphhiicc IInnddiiccaattoorr 22000055 22001177 22004400 Population 60,172 67,232 107,208 Housing Units 20,832 21,995 38,972 Jobs 42,240 56,093 105,723 Service Population 102,412 123,213 212,931 Note: Service population is the sum of population and jobs within the City. 300 SHAPE SSF: CLIMATE ACTION PLAN APPENDICES A. 2017 INVENTORY REPORT 73 1177 Greenhouse Gas Inventory The Adjusted Business as Usual (ABAU) forecast shows how South San Francisco’s emissions are anticipated to change accounting for the impacts of adopted State climate-related policies if no action is taken at the local level. There are three major policies that the State has adopted to reduce community GHG emissions: 1. Renewables Portfolio Standard (RPS): This law requires that electrical utilities provide an increased amount of electricity from eligible renewable sources. SB 100 requires that 33% of electricity sold by utilities in 2020 be renewable, 60% be renewable in 2030, and 100% be carbon-free in 2045. 2. Title 24: Title 24 is the set of regulations that specifies how new buildings must be constructed, including specifying minimum energy efficiency standards. These standards are updated triennially to be more stringent. California has set a goal for zero-net energy new construction by 2030. 3. Pavely Clean Car Standards: These standards require that vehicles sold in California meet minimum fuel efficiency requirements, and that fuel sold in the state emits less GHGs during production and use Based on the results of the ABAU forecast, emissions are expected to increase from 609,452 MTCO2e in 2017 to 706,280 MTCO2e in 2040. Table 15 shows the forecasted ABAU emission levels for each sector in future years and Table 16 shows the forecasted annual emissions per capita and per service population. The ABAU forecast illustrates the importance of supporting the State’s climate targets to reduce emissions statewide and kickstart local actions. By inventorying community-wide greenhouse gas emissions, the City of South San Francisco is taking an important step towards understanding its emissions profile. This emissions inventory provides the baseline of information necessary to evaluate greenhouse gas emissions reduction targets, to identify and implement key mitigation measures, and to monitor the effectiveness of South San Francisco’s actions to reduce greenhouse gas emissions. Table 15: Forecasted Adjusted Business as Usual Total Annual Community GHG Emissions in 2040 (in MTCO2e) CCoommmmuunniittyy SSeeccttoorr 22001177 22004400 Residential electricity 17,500 4,707 Residential natural gas 40,370 60,375 Nonresidential electricity 76,420 21,499 Nonresidential natural gas 117,490 178,817 On-Road Transportation 268,787 229,707 Landfilled Waste 61,854 82,947 Water Use 2,092 2,989 Lawn/Garden Equipment 1,180 2,037 Construction Equipment 23,760 41,024 Total 609,452 624,102 Change from 2017 - 2% 301 SHAPE SSF: CLIMATE ACTION PLAN APPENDICES A. 2017 INVENTORY REPORT 74 City of South San Francisco General Plan Update 1188 Table 16: Forecasted ABAU Annual Community GHG Emissions in 2040 Per Capita and Per Service Area (in MTCO2e) 2005 2017 2040 Total Emissions (MTCO2e) 517,757 609,452 624,102 Per Service Population 4.81 4.94 2.9 Change from 2017 per SP -41% 302 SHAPE SSF: CLIMATE ACTION PLAN APPENDICES A. 2017 INVENTORY REPORT 75 City of South San Francisco General Plan Update 2200 GHG Reduction Targets California’s Regulatory Landscape California has been a leader in climate action since early 2000. AB 32 set California’s first GHG target to reduce emissions to 1990 levels by 2020. Greenhouse gas reduction targets can be defined as emission reduction levels that governments set out to achieve by a specified time. In this memo, the terms goals and targets are used interchangeably; however, the term “goals” is also used to refer to desired climate action achievements more broadly. California is on track to exceed its 2020 climate target, while the economy continues to grow. SB 32 extended the goals of AB 32 and established a mid-term 2030 goal of reducing emissions 40% from 2020 levels and a long-term goal of reducing emissions 80% by 2050. In 2018, Executive Order B-55-18 set the target of statewide carbon neutrality by 2045. The reduction targets specified by the State are consistent with substantial scientific evidence published by the Intergovernmental Panel on Climate Change (IPCC) and the United Nations Framework Convention on Climate Change (UNFCCC) regarding the need to ultimately reduce global GHG emissions down to 80% below 1990 levels by 2050. This consistency is important for creating a “qualified” Climate Action Plan (CAP). The concept of having a “qualified” CAP means that a CAP meets the criteria specified in CEQA Guidelines Section 15183.5(b) for a plan for the reduction of greenhouse gas emissions, such that a “qualified” CAP may then be used for the specific purpose of streamlining the analysis of GHG emissions in subsequent projects. Local governments have discretion on what levels or targets are established in a “qualified” CAP, provided they are based on substantial evidence. Furthermore, some GHG reduction measures applicable to new development can be implemented through codes, ordinances, or other rating systems. GHG reduction measures in a CAP that are determined to be applicable at the project-level and could be used for tiering by future projects should be specified as mandatory in the CAP (through building performance standards or building code requirements, for example), and not as voluntary measures that may not be enforced during development review. Ultimately, local agencies should put forth their best efforts to make sure that GHG reductions associated with the primary measures in a CAP are quantifiable and based on substantial evidence. Recommended GHG Targets Based on the review of the City’s GHG forecasts and community input, there are four options for climate targets. OOppttiioonn 11:: South San Francisco adopts the goal of carbon neutrality by 2045. This target is based on Former Governor Brown’s Executive Order B-55-18, which is likely to become law based on the State’s current trends and actions around climate change. Many local jurisdictions have already adopted the goal of carbon neutrality including the cities of Fremont, San Luis Obispo, Sacramento, Menlo Park, and the County of Santa Clara. Furthermore, this target would create a stronger basis on which to qualify the CAP in terms of the California Environmental Quality Act (CEQA) and provide for future streamlining and tiering of projects. By 2040, the City would need to implement additional local climate action measures to reduce emissions to zero. Carbon neutral 303 SHAPE SSF: CLIMATE ACTION PLAN APPENDICES A. 2017 INVENTORY REPORT 76 by 2045 is the recommended option because it aligns the City with the State as well as its peer cities in the Bay Area and cities across California. OOppttiioonn 22:: South San Francisco adopts the State’s emissions reduction targets set forth in SB 32. These targets include a mid-term and long-term goal of reducing GHG emissions 40% below baseline levels by 2030 and 80% by 2050. The City should adopt measures in their CAP that close the gaps in emissions between the ABAU forecast and SB 32 target emissions level by 2040. Table 17 shows the forecasted emissions gaps in 2040 for total and per service population that would need to be reduced using local climate action measures in order to meet the 2040 emissions reduction target. Table 17: Forecasted Total and Per Service Population Annual 2040 Community GHG Emissions Targets (in MTCO2e) 2040 22004400 GGooaall Adjusted Business-as- Usual Forecast Total Emissions 624,102 - Per Service Population 2.9 - SB 32 Emissions Gap (60% by 2040) Emissions 297,915 326,187 Per Service Population 1.1 1.2 B-55-18 Emissions Gap (80% by 2040) Emissions 515,373 108,729 Per Service Population 2.4 0.5 OOppttiioonn 33:: Demonstrate leadership by setting a target in excess of State guidance. For example, carbon neutrality by 2035. This is a realistic goal for some cities that have access to 100% carbon-free and/or renewable electricity. OOppttiioonn 44:: Set a target that is less than the State’s emissions reduction goals. For example, 50% reduction in baseline GHG levels by 2050. There is currently no requirement that the City match the State’s climate goals and there are currently no repercussions for not meeting these targets. Although setting a lower target is an option available to the City, there are some drawbacks, and it is not recommended. If the City were to set GHG reduction targets less than those adopted by the State, the CAP would not be eligible for CEQA streamlining so responsibility would fall on individual projects to demonstrate that their mitigated impacts are in alignment with State GHG standards, which can be very burdensome, including for City projects. It is recommended that the City adopt OOppttiioonn 11, the State’s emissions reduction targets set forth in Executive Order B-55-18, which best positions it to adapt to future State climate guidance and regulations. 304 SHAPE SSF: CLIMATE ACTION PLAN APPENDICES B. COST ESTIMATE DATA 77 APPENDICESB. Cost Estimate Data 305 SHAPE SSF: CLIMATE ACTION PLAN APPENDICES B. COST ESTIMATE DATA 78 Table 4: CAP Implementation Cost Estimates CAP Outcome Cost to City Cost to Individual 2040 GHG Reductions (MTCO2e) Clean Energy Local Solar Installations $9,000,000 community solar $1.72-2.77/W $ $17,538 to $23,458 10kW system13 – Clean Energy EcoPlus - PCE $0.0054/kWh less than PG&E $0.0056/kWh less than PG&E – Buildings New Building Electrification -$3,000 SFR $1,800 LRMF16 4,891 Existing Building Electrification $195,000-$275,000 $14,000-50,000/unit18 193,022 Existing Building Energy Efficiency residential: $3,750-4,000/unit (-$188.50/ton reduced) commercial: $206-232/kBTU/hr19 42,426 Transportation EV Adoption level 2 $400-$6,500 DCFC $10,000-$40,00020 $1,110-1,500 PCE reach code new construction $4,000-4,500 PCE reach code retrofit21 14,506 Mode Shift $400,000-1,000,000/year22 220,820 Solid Waste SB 1383 Compliance $135,000-240,000/year23 12,840 Water Outdoor Water Use $550-2,500 SFR laundry to landscape24 701 Sequestration Trees $1500-2000/tree planted25 $19-24/tree planted + cost of tree26 3,315Creek Restoration $5,000,000+27 Carbon Farming TBD 12. County of San Diego. (2017). Climate Action Plan Implementation Cost Report. 13. Energy Sage. (2022). “How much do solar panels cost in 2022?” Accessed from: https://news.energysage.com/how-much-does-the-average-solar-panel- installation-cost-in-the-u-s/. 14. Electricity rates based on PCE and PG&E data from April 2021. Accessed from: https://www.peninsulacleanenergy.com/for-businesses/. 15. Electricity rates based on PCE and PG&E data from February 2021. Accessed from: https://www.peninsulacleanenergy.com/for-residents/. 16. County of San Mateo. (2020). San Mateo County EV and Building Electrification Ordinance, Attachment D. 17. County of San Diego. (2017). Climate Action Plan Implementation Cost Report. 18. Estimates derived from City and County of San Francisco. (2021). Decarbonizing Residential Buildings by Eliminating Natural Gas Usage Policy Analysis Report; City of San Jose. (2021). Pocket Guide to All-Electric Retrofits of Single-Family Homes; and E3. (2019). Residential Building Electrification in California. Accessed from: https://www.ethree.com/e3-quantifies-the-consumer-and-emissions-impacts-of-electrifying-california-homes/. 19. Gillingham, Stock. (2018). The Cost of Reducing Greenhouse Gas Emissions. 20. County of San Diego. (2017). Climate Action Plan Implementation Cost Report. 21. County of San Mateo. (2020). San Mateo County EV and Building Electrification Ordinance, Attachment D. 22. Estimates derived from City of Walnut Creek. (2012). Climate Action Plan; City of San Francisco. (2021). Transportation Demand Management Program. Accessed from: https://sfplanning.org/transportation-demand-management-program#program-applicability-process; and City of Oakland. (2020). Oakland 2030 ECAP. 23. City of Oakland. (2020). Oakland 2030 ECAP. 24. Greywater Action. “Laundry to Landscape Greywater System.” Accessed from: https://greywateraction.org/laundry-landscape/. 25. Estimates from Joshua Richardson, City of South San Francisco Parks and Recreation Staff 26. City of Walnut Creek. (2012). Climate Action Plan 27. CA Dept. Water Resources (2022). Urban Stream Restoration Program. Accessed from: https://water.ca.gov/Programs/Integrated-Regional-Water-Management/ Urban-Streams-Restoration-Program. 306 SHAPE SSF: CLIMATE ACTION PLAN APPENDICES C. GHG REDUCTION ANALYSIS 79 APPENDICESC. GHG Reduction Analysis 307 SHAPE SSF: CLIMATE ACTION PLAN APPENDICES C. GHG REDUCTION ANALYSIS 80 Table 5: GHG Reduction Analysis Strategy Assumptions Cumulative Participation Rate 2035 Cumulative Participation Rate 2040 Annual Participation GHG Reductions 2030 (CEQA) GHG Reductions 2035 GHG Reductions 2040 Buildings + Energy Existing commercial building electrification Voluntary: assume 2.5% annual participation rate 67%61%210 buildings 81,633 119,431 196,281 Existing residential building electrification Mandatory: assume 5% annual participation rate 70%84%1,550 homes 36,124 52,849 69,365 All-electric reach code Mandatory: assume 100% participation 90%90% 5,015 4,547 13,761 Existing building EE programs Voluntary: assume 2.5% annual participation 67%78%770 homes 105 nonres 44,487 61,174 74,580 Benchmarking Ordinance Mandatory: assume 100% participation of buildings over 10,000 sf 35%32%200 buildings 357 518 842 Maintain participation in PCE 96%96% Transportation + Land Use EV adoption + Equipment Electrification Voluntary: 50% of households 2020-2030 1,287 cars 2030-2040 650 cars 42,411 51,809 31,999 Mode Shift Voluntary: Carpool: 27.5% Transit: 9.5% Walk/Bike: 10% Carpool: 26% Transit: 16% Walk/Bike: 13% -10,471 74,704 125,959 308 SHAPE SSF: CLIMATE ACTION PLAN APPENDICES C. GHG REDUCTION ANALYSIS 81 Strategy Assumptions Cumulative Participation Rate 2035 Cumulative Participation Rate 2040 Annual Participation GHG Reductions 2030 (CEQA) GHG Reductions 2035 GHG Reductions 2040 Materials + Consumption Comply with SB 1383 Mandatory: compliance 13,416 14,918 18,877 Natural Systems + Water Resources Sequestration Voluntary 900 trees + 20 acres carbon storage 1,232 1,801 3,315 Reduce Outdoor + Indoor Water Use Voluntary: assume 2.5% annual participation 35%50%1,165 homes 165 nonres 1,313 1,147 701 Total Reductions (MTCO2e)215,244 382,534 535,001 Forecasted ABAU emissions 685,814 705,340 851,550 Remaining ABAU emissions 470,297 322,441 315,869 2017 % Reduction -23%-47% 1990 % Reduction -9%-38% Total Reduction -63% 309 CITY OF SOUTH SAN FRANCISCOCLIMATE ACTION PLAN 2040 GENERAL PLAN 310