HomeMy WebLinkAboutFinal Report -English
Draft
South San Francisco
Commission on Racial + Social Equity
FINAL REPORT and ACTION PLAN
Adopted by Commission [once adopted: July 21,] 2021
Presented to South San Francisco City Council [August 25 or
September 8,] 2021
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Contents
Letter from the Chair .............................................................................. 3
Introduction ............................................................................................. 4
Launching the South San Francisco Commission................................ 6
The Commission Members ................................................................................................................. 6
The Purpose .......................................................................................................................................... 7
The Mission and Vision of the Commission ...................................................................................... 7
The Process ........................................................................................................................................... 8
Roles and the Decision-making Structure ......................................................................................... 9
Shared Language and Guiding Principles........................................................................................ 10
The Opportunity to Listen and Learn ................................................. 14
Phase 1: Overview of Meeting Goals and Guest Speakers ........................................................... 14
Selected Data on Demographics and Inequities in South San Francisco ................................... 20
Summary from Community Survey Responses .............................................................................. 35
Overview of Commission Actions During Phase 1 ......................................................................... 38
Advancing Equity in South San Francisco .......................................... 41
The Strategic Process ......................................................................................................................... 41
The Process of Developing Goals ..................................................................................................... 43
Identifying Specific Strategies for South San Francisco ................................................................. 45
Customized Strategies for South San Francisco ............................................................................. 49
Sustaining & Accelerating Change ...................................................... 62
The South San Francisco Racial Equity Action Plan ........................................................................ 62
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Letter from the Chair
“We cannot seek achievement for ourselves and forget about progress and prosperity
for our community… Our ambitions must be broad enough to include the aspirations
and needs of others, for their sakes and for our own.”
-Cesar Chavez, Civil Rights Activist
We began this journey as have many others around the nation, with the clear intention to search for
healing and positive change. We knew that the killings of unarmed black men tore our hearts and
opened our minds. And through that tragic lens we found mor e pain; a need for social justice for
many, a need to reform what we call public safety, and a need to embrace equity over equality in
access to health, education, and opportunity. A big plate for a relatively small body of volunteers. But
we decided that the important thing was to start.
The South San Francisco Commission on Racial and Social Equity was formed to ensure our City would
take the first steps to identify systems that further inequity and create pathways for change. This
report is a chronicle of our process as it outlines our vision and approaches to this great challenge.
The report is also a written commitment for today and the future, as we build upon these initial steps.
We believe that if inequities can be baked into our traditional institutions, strategies can also be
constructed to remove those inequities.
I am proud to have served as Chair of this body. I am most proud of our determination to learn from
the residents of South San Francisco, as we asked tough questions of ourselves and our governmental
peers.
Will this report solve all issues related to race, class, and social inequities? No. But the people who
remain committed to eliminating racial and social inequities will keep the spirit of our goals alive and
the steps toward our desired outcomes at the forefront.
Working with City leaders, City Staff, volunteers, and members of this great community, we have
initiated tangible action steps toward effecting change in public safety, mental health, education, and
economic disparities. We have set a foundation from which additional solutions can be launched. And
most importantly, we have set in motion a higher level of awareness of the broader meaning of
“community” in South San Francisco.
Sincerely,
Flor Nicolas, Councilmember
Commission Chair
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Introduction
The death of George Floyd accelerated broader support for the Black Lives Matter movement in South
San Francisco and created an opportunity for new alliances and a call to action. The South San
Francisco Commission on Racial and Social Equity was created to address that call. The Commission
created an opportunity to bring community members together to determine priorities to advance
racial and social equity. During their time together, Commissioners had the opportunity to get to know
each other, ask hard questions, review data, engage in tough conversations, and bring a critical racial
and social equity lens to the table. Their collective commitment centered around improving the lives
of those in South San Francisco who have experienced inequities, building bridges of understanding,
and collaboratively identifying actions for change.
The Commission’s work took place against the backdrop of the worldwide COVID -19 pandemic and
the continued killings of unarmed black people throughout the United States. Members were limited
to working virtually, via Zoom meetings, and unable to share ideas and build relationships in-person.
Despite those challenges, they met thirteen (13) times over twelve (12) months. This report chronicles
the planning process and highlights each step of the Commission’s work:
1. Launching the South San Francisco Commission for Racial & Social Equity
The unique composition of the Commission included members with deep knowledge of the
community of South San Francisco, as well as representatives from City government and
community leadership. The Commission established the foundation for their work by reviewing
key definitions and their chosen decision-making processes. As a group, they shared their hopes
and adopted group agreements, guiding principles, and a framework for levers of change.
2. Creating an Opportunity to Listen and Learn
Valuable input from the South San Francisco community was collected and prioritized to address
identified needs of South San Francisco community members. The combination of Commission
leadership and community engagement enabled rapid assessment and successful movement
forward in the creation of an agenda to identify and address racial and social inequities.
3. Advancing Equity in South San Francisco
The South San Francisco Commission identified areas for immediate and ongoing institutional and
structural change. During the planning process, action steps were identified and include actions
to take immediately, actions that build on current work already underway, and action steps to
take over the coming year and beyond. This work successfully built on the initi atives that the City
of South San Francisco already had developed to address racial and social inequities, and are in
alignment with the mission, vision, and goals of the South San Francisco Commission.
4. Sustaining & Accelerating Change
The City of South San Francisco and its leadership are dedicated to creating a better community
for those impacted by racial and social inequities. As many cities and municipalities around the
country work to address a legacy of racial and social inequity, South San Francisco has turned the
ideals of equity into tangible recommendations. The South San Francisco Commission outlines an
important new course to explicitly and proactively advance racial and social equity. The ne w
course is articulated in the first year of action.
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To assist the South San Francisco Commission in this planning process, the City of South San Francisco
partnered with Raimi + Associates to gather data, facilitate meetings, and document the Commission’s
work. Lisa Costa Sanders served as liaison with city staff, provided city government insight, and
prepared Commission meeting minutes. Myra Jolivet supported the Commission's efforts in strategic
communications and approach to advancing diversity, equity, and inclusion. Sharon Watts served as
City of South San Francisco Graduate Fellow in community-based organizational development and
issues of racial and social equity.
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Launching the South San Francisco
Commission
From the beginning, the South San Francisco Commission on Racial and Social Equity was distinct.
Commission members were selected to reflect the diversity of South San Francisco, bringing a range
of expertise and lived experiences to Commission discussions, and to ensure that community
members would lead and inspire the Commission’s work. Multiple commissioners, for example, speak
languages other than English as their first language, and all the commissioners have spent many years
(decades in most cases) living and working in the City. In addition, and perhaps most unique about
this Commission, however, is the Commission composition. Commission membership includes City
Council members, key City staff and community members. This unique combination of deep
knowledge of South San Francisco, and connection to both the City of South San Francisco and
community leadership positioned the Commission to quickly and successfully move forward an
agenda to address racial and social inequities in South San Francisco.
The first step of the Commission’s work involved convening Commission members to review the
purpose and mission outlined in the Commission charter, and to establish how to best work together
as a group.
The Commission Members
Every member of this commission shared their talents and gave countless hours of their time to
improve South San Francisco. Commissioners shared their expertise and experiences and provided
valuable insights. This Commission would not have been successful without this dedication. We want
to extend our deepest appreciation to each of the commissioners for their passion and commitment
to advance racial and social equity in South San Francisco.
City Councilmember Buenaflor Nicolas, Commission Chair
City Councilmember Mark Nagales
Edith Arias
Jeff Azzopardi, Police Chief
Gladys Balmas, San Mateo County Aging & Adult Services
Norm Faria
Mike Futrell, City Manager
Cheska Ibasan, Youth Advisory Council
Vanessa McGovern
Hermes Monzon
Patricia Murray, SSFUSD Board of Trustees
Kayla Powers
Liliana Rivera, Change SSF
Bobby Vaughn
Alternate: Andrea Fernández
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The Purpose
This Commission set out on an ambitious course which included the following aims.
The Commission worked to achieve the following objectives:
1. Develop a shared understanding and knowledge of institutional racial and social inequities in
key areas;
2. Examine police presence and relationships with respect to communities of color in order to
build trust;
3. Build trust and strengthen partnerships among local community-based organizations,
community health organizations and agencies, and social justice organizations ;
4. Collaborate with the community and other institutions to develop and offer opportunities for
change and elevate successful models and best pr actices; and
5. Develop recommendations for action to the South San Francisco City Council to eliminate
racial and social inequities.
The Mission and Vision of the Commission
The charter outlined the following mission for the Commission:
The South San Francisco Commission on Racial and Social Equity aims to
proactively advance equity in the City’s internal and external processes, as well
as to recommend policy and program changes to overcome institutional
inequities in education, policing, healthcare (including mental health and
addiction services), and other social services.
Through the process of working together, members of the Commission developed a vision statement
for the work:
Government and other institutions within the city proactively address
structural racism and promote social equity. This will create a community in
which all Black, Hispanic/Latinx, other residents of color, and historically
disenfranchised community members are safe, feel a sense of belonging, have
abundant opportunities, and reach their full potential.
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The Process
The Commission’s charter outlined three phases of work:
Phase 1: Listen + Learn (August-October 2020). This phase ensured that Commissioners had a
common understanding of racial and social inequities and the local landscape so they could identify
effective ways to address these issues at the local level. To understand the context and impact of
structural racism, the Commission heard presentations from regional and national experts, city staff,
representatives of local jurisdictions, and community members. The culmination of this phase set
priorities and focus for Phase 2.
Phase 2: Identify + Hone Solutions for South San Francisco (November 2020-April 2021). Phase 2
included the identification and crafting of specific solutions. This phase provided Commission
members with legal and financial regulations to ensure that decisions were legally and financially
feasible. Commissioners also heard presentations from other jurisdictions to consider and inform
prioritized strategies.
Phase 3: Get Specific About Action (May-July 2021). The third and final phase of the Commission’s
work focused on finalizing recommendations and developing a final report and implementation plan.
City Council Resolution:
South San Francisco’s Commitment to Racial and Social Equity
In August of 2020, South San Francisco City Council also passed a resolution underlining the City’s
ongoing commitment to racial and social equity. The resolution highlights the following:
● City leaders realize the direct and indirect connections of racism and economic disadvantage
to public health and education crises.
● The City Council vowed to stand with communities of color, the working class, and all of those
disadvantaged by social or physical disability, in efforts to reverse the effects of historically
unfair policies and practices.
● The resolution specifically acknowledges that Black Lives Matter and to build pathways to
equality and justice for all, it must be recognized that targeted communities are most at risk,
and while statements are important, action is critical.
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Roles and the Decision-making Structure
The Commission emphasized the importance of making decision-making transparent. This table
outlines key points and sources of information.
Key Decision Points Expert Input Final Approval
Selection of
Commissioners City Council, City Staff Mayor and Designated
Appointing Entities
Guiding Principles,
Group Agreements,
Framework
Commission, City Staff Commission
Identification of
Findings and
Preliminary
Recommendations
Commission, City Staff, County, School District,
and South San Francisco Residents/Members of
the Public, Regional and/or National Experts and
Representatives of Outside Agencies Invited to
Share Information with the Commission
Not applicable
To be developed into
Final
Recommendations
Final
Recommendations
for Action (i.e.,
Recommended
Policy and Program
Changes)
Commission, City Staff, County, School District,
and South San Francisco Residents/Members of
the Public
Commission
Implementation
Actions and Plans Commission, City Staff, Public input
City Council, School
Board, County Board
of Supervisors, and
potentially other
authorizing bodies
Voting
In the first Commission meeting, the group designed their collaborative and approval processes.
● Votes can only take place when there is a quorum of at least eight of the 14 commissioners in
attendance. Commissioners were the only participants allowed to vote.
● An approval represented a majority Commission vote. If a majority supported an adjustment
to an item, a vote could go forward with the assumption that the adjustment would be
included as part of the approval.
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Shared Language and Guiding Principles
Key Definitions
Early in the planning process, the Commission members identified key terms to establish shared
language that would inform their work.
Racial Equity
As an outcome, we achieve racial equity when race can no longer be used to predict life outcomes
and outcomes for all racial groups are improved. As a process, those most impacted by racial
inequities are meaningfully involved in the creation and implementation of the institutional policies
and practices that impact their lives.
Social Equity
The goal of achieving fair outcomes for all populations, which requires offering diverse populations
the type and level of services appropriate to their needs.
Equality
Providing all people with the same thing; different from equity, which encourages giving each
person or population what they need to succeed.
Structural Racism
A history and current reality of institutional racism across all institutions, combining to cr eate a
system that negatively impacts communities of color.
Institutional Racism
Policies, practices, and procedures that work better for white people than for people of color,
whether intentionally or unintentionally.
Individual Racism
Pre-judgment, bias, or discrimination based on race by an individual.
Implicit Bias
Biases people are usually unaware of and that operate at the subconscious level. Implicit bias is
usually expressed indirectly.
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Group Agreements + Guiding Principles
The Commission identified planning principles and group agreements to ensure clear communication.
The agreements and principles enabled the group to have difficult but constructive conversations,
encourage active listening, clarity, and a solution-oriented focus.
Group Agreements
Focus on Our
Common Goal
● We care deeply about our community. We want our community to flourish,
and grow up healthy and supported.
● We focus on identifying specific and actionable areas of change/ways to
reduce inequities.
Build and Strengthen
Partnerships and
Community
Relationships
● We focus on the common goal and the ideas (not the individuals involved)
when people disagree or have different perspectives.
● We want to strengthen trust by showing up and sharing experiences and
ideas.
● We commit to working together respectfully and speaking from our own
experiences and expertise.
● Have fun! (whenever possible)
Be Open to New Ideas
and Perspectives
● We commit to remember that multiple perspectives can coexist and be valid,
even when they seem to be in conflict.
● We will work to understand others’ perspectives (including assumptions,
priorities, concerns, and possibilities) while paying attention to power
dynamics and privilege. When we hear something that we disagree with, we
will take time to reflect on it and will try to understand (instead of arguing or
dismissing).
● We know that participants are diverse in a range of ways (including race,
ethnicity, cultural background, immigration status, sexual orientation, gender
identity, gender expression, religion), and we will strive not to assume, work
to avoid making assumptions about the values, life experiences, or feelings
of other participants.
Participate and Be
Self-Aware
● We invite you to share your expertise and perspectives!
● We commit to being aware of how much an individual is talking compared to
other participants.
● We commit to being aware of how each of us is acting when others are
talking.
Calling In as a Practice to Support Group Agreements
● We recognize that everyone can (and does/will) make mistakes.
○ We want to continue to grow and improve -- and we know that mistakes are opportunities to learn.
○ Calling In is about inviting others to learn and grow.
● To “call in,” focus on the behavior. Be clear around what specific behavior this person engaged in, rather
than any assumptions, projections, or judgements around their motivations or personality.
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Planning Principles
Principles Planning Practices
Recognize Systemic
Racism + Social
Inequities
● The South San Francisco Commission on Racial and Social Equity aims to
proactively advance equity in the City’s internal and external processes, as well
as to recommend policy and program changes to overcome institutional
inequities in education, policing, healthcare (including mental health and
addiction services), and other social services. The Commission recognizes that
each of these areas has a direct impact on the other. The issues are interrelated
and there is a need to develop solutions to address each area of concern. Below
are approaches to support an effective planning practice:
○ Acknowledge how racism and social inequities impact residents in South
San Francisco
○ Recognize complex factors that maintain systemic racism and social
inequities
○ Recognize historic trauma
○ Engage multiple sectors and diverse perspectives to identify solutions
Support Learning +
Innovation
● Develop a thorough knowledge of institutional racial and social inequities in the
areas of education, policing, healthcare (including mental health and addiction
services), and other social services, identifying cumulative impacts of
institutional and structural inequities, as each area relates to South San
Francisco
● Examine police presence and relationships with respect to communities of color
in order to build trust
● Focus on information gathering, including presentations by regional and
national experts, city staff, outside agencies, and the public, to gain the requisite
base knowledge to understand the complexities surrounding current conditions
and determining areas where meaningful change is possible (Phase 1).
○ Be curious
○ Promote data-driven processes and decisions
○ Honor evidence-based practice and practice-based evidence
Promote
Transparency
● Build trust and strengthen partnerships with local community-based
organizations, community health organizations and agencies, and social justice
organizations
○ Make decision-making process transparent
○ Recognize project limitations/constraints (e.g., timeline, hours)
○ Communicate clearly and make materials accessible
○ Be consistent and dependable
○ Do not over-promise
○ Recognize existing power dynamics and support just and fair
participation
○ Engage people with different amounts and types of power
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Focus on Action +
Systems Change
● Collaborate with the community and other institutions/partners to develop and
offer opportunities for change relating to racial and social inequities exploring
and elevating successful models and best practices.
● Submit recommendations for action to the South San Francisco City Council
designed to reduce or eliminate racial and social inequities within the scope of
the areas of inquiry and help the City of South San Francisco better serve a
diverse community and staff.
● Focus on solutions, refining and stress testing various options, engaging
stakeholders, analyzing financial and legal constraints, and collaboratively
arriving at a set of draft recommendations for policy and program changes
(Phase 2).
● Focus on refining recommendations, developing implementation plans and
production of final report (Phase 3)
○ Maintain the focus on our common goal: that all community members in
South San Francisco can flourish
○ Help build buy-in
○ Balance feasibility and vision
○ Focus on systems, institutions, structures, and policies (not individuals)
○ Engage diverse sectors and non-traditional partners
Levers of Change Framework
Commissioners agreed to three levers of change - programs, policies, and practices/culture as a
framework for identifying opportunities to address racial and social inequities in each of these areas.
● The services provided
● Regulations
● Institutional procedures
● How resources are
distributed/targeted to
neighborhoods and residents
● How services are provided
● When/why and how community
engagement happens
● Recruitment, hiring, and
professional development
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The Opportunity to Listen and Learn
In addition to the initial work to launch and convene the Commission, the first phase also focused on
listening to community member experiences and needs as well as experts in other communities to
ensure that recommendations were innovative as well as specifi c to the needs of community
members in South San Francisco. Commissioners reviewed South San Francisco demographic and
contextual data, along with local, regional, and national best and emerging practices.
Phase 1: Overview of Meeting Goals and Guest Speakers
During this period, seven Commission meetings were held. The table below outlines the meeting goals
for each of the meetings, along with guest speakers and the total number of meeting participants.
Meeting Goals Guest Speakers Number of
participants
Phase 1
Meeting 1:
Aug 8
● Review purpose of the Commission
● Get to know one another
● Identify hopes for the Commission and
possible challenges
● Review decision-making process and key
terms
● Review and adopt Group Agreements,
Guiding Principles, and Framework
● Confirm timeline and topics for Phase I
Commission meetings
● Hear public comment
Shireen Malekafzali,
Senior Manager Policy,
Planning, and Equity for
San Mateo County Health
147
participants
90 views of
recording on
YouTube
Meeting 2:
Aug 19
● Review context of inequities in health
and social services
● Review example approaches to addressing
Inequities
● Discussion and preliminary prioritization of
approaches for further investigation
● Hear public comment
Jeff Azzopardi, Chief of
South San Francisco Police
Department
Srija Srinivasan, Deputy
Chief, San Mateo County
Health
163
participants
16 views of
recording on
YouTube
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Meeting Goals Guest Speakers Number of
participants
Meeting 3:
Sep 2
● Understand South San Francisco
landscape for community safety and
policing
● Review opportunities to reduce
structural/institutional racism and racial
inequities related to community safety and
policing
● Gather Commissioner feedback on
example approaches
● Optional: Identify 1-2 approaches to
advance for investigation during Phase I
● Hear public comment
Jeff Azzopardi, Chief of
South San Francisco Police
Department
César “ché” Rodríguez,
Professor SFSU and
member of CHANGE SSF
228
participants
179 views of
recording on
YouTube
Meeting 4:
Sep 16
● Understand South San Francisco
landscape for education
● Review opportunities to reduce
structural/institutional racism and racial
inequities related to education
● Gather Commissioner feedback on
example approaches
● Optional: Identify 1-2 approaches to
advance for investigation during Phase I
● Hear public comment
Shawnterra Moore,
Superintendent, SSFUSD
Valerie Sommer, Director,
South San Francisco
Library and Sharon
Ranals, Assistant City
Manager and Director of
the South San Francisco
Parks and Recreation
Department
171
participants
16 views of
recording on
YouTube
Meeting 5:
Oct 7
● Understand South San Francisco
landscape for economic development
and housing
● Review opportunities to reduce
structural/institutional racism and racial
inequities related to economic
development and housing
● Gather Commissioner feedback on
example approaches
● Optional: Identify 1-2 approaches to
advance for investigation during Phase I
● Hear public comment
Nell Selander, Deputy
Director, South San
Francisco Economic &
Community Development
Jan Stokely, Executive
Director, Housing Choices
Ricardo Nuñez,
Sustainable Economies
Law Center
125
participants
78 views of
recording on
YouTube
Meeting 6:
Nov 4
● Gather Commissioner feedback on
example approaches
● Hear public input about approaches
reviewed by Commission to-date
No guest speakers 67
participants
58 views of
recording on
YouTube
Meeting 7:
Dec 2
● Review input from Commissioners and
Community about top 12 approaches
● Hear public input about top 12 approaches
● Prioritize top 12 approaches for first year
of implementation
● Report on community survey
No guest speakers 60
participants
59 views of
recording on
YouTube
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In Their Own Words:
Listening and learning began with hearing from Commissioners about their hopes for the Commission
and concerns related to addressing racial and social equity in South San Francisco.
• “My passion for racial and social equity comes from my own experiences and my communities’
experiences around me. Coming to the commission was a natural instinct for me because it’s
the first time in a long time that we see civic engagement happening in South San Francisco,
and I think a lot of it has to do with the work that community members have started with the
demonstrations and the walks for Black Lives Matters, and it was just a moment for me to
stand up and come to the table with our community members. [The goals] I have for this
commission [include seeing] realistic, systemic change amongst our communities to develop
an approach where we can have multilingual, multigenerational civic engagement in SSF. I am
excited to reconnect with my hometown around these issues that are very meaningful to me.
It’s been a while since I’ve lived in South City but it’s a special place to me and my family. One
of my hopes for the Commission is to get a sense for what the issues are as voiced by those
impacted. What are underrepresented communities feeling and saying in South City? I’m
listening [and] I’m interested in addressing those concerns in concrete ways.”
• “My biggest hope for this Commission is to push forth legislative and systemic changes aimed
towards reinvesting in our community.”
• “I have three children who I’ve raised in SSF and they’re now young adults. We have lived here
for 17 years and are very involved in the community at different levels. One of my hopes being
on this Commission is to support underrepresented residents in the communities whose
voices are not silent because when you do come into those communities you hear what they
need to say. My hope is to be a bridge between the groups that I support in SSF, such as the
Spanish-speaking support groups here in the district and in the community.”
• “I have lived in South City’s Old Town area for about 17 years. I’ve been active in the
neighborhood and am honored to be on this Commission. I hope we can achieve certain
changes, and I would like to see that what we say we totally do. When we ask for input and
concerns, write it down and see that what we put on the paper goes into action.”
• “My one hope for the Commission is for us to be able to learn and share the power that we
have, to have the courage to share that power, to see the communities as equal, and to make
decisions that impact the community.”
• “I hope on this Commission, that I can build relationships with people... And I can listen; my
ears are open throughout this whole process. I may not agree with everything I hear, and
everybody might not agree with everything that I say. But I promise you that I’m here to listen,
learn, and our ultimate goal is to get better and serve our residents in the best way that we
can.”
• “I would hope that we can bring more people from the community into these efforts who
traditionally may not have had as much awareness or concern... fundamentally just changing
people’s hearts and world views.”
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• “My hope for this taskforce… is to bring forth the voice of the people who are not currently
given a seat at the table.”
• “I’ve been a South City resident for over 30 years. The one hope that I have for this Commission
is that we have an open and frank dialogue where we come with real solutions from the
ground up.”
• “I live in SSF with my family. My one hope is that we actually come up with concrete changes
that we can implement and make a real difference in the quality of life of people in SSF. I hope
we can do that by reimagining the delivery of public services and the interconnectedness
between health care, education, and police. And reimagine how all of those fit together to
create a more equitable and effective solution.”
• “It’s easy for us at the City or in the community to talk about what we do well. We have to look
at and address what we are not doing well so we can address the inequities .”
• “I too have attended South City schools. I raised three children here in SSF. One of the things
COVID has highlighted is the inequities in our communities. I look forward to listening and
learning and bringing about meaningful change.”
• “I am an 8-year resident of SSF. I am a new mother and I’m building my family in SSF. One hope
that I have is that we can implement concrete, actionable, positive changes within SSF. We can
take other people’s ideas and turn those into actions that can just lead to a better SSF. I hope
the Commission’s work and conversation also brings light to inequities, inspires future
conversations that we have, and influences others within our community to consider racial
and social equity in all their decisions and interactions.”
• “Now that we have heightened awareness of racial and social equity around us, I hope and
will make sure that we come up with feasible and concrete solutions that will lead to the
minimization and hopefully eradication of inequities in our community.”
Commissioners also identified concerns about engaging in this work, underlining the importance of
identifying ways to take action and make meaningful change to address racial and social inequities in
South San Francisco. A few concerns noted by Commissioners include:
● Limited resources and time
● Disappointments in the past
● Balancing legal and other limitations
● Finding creative approaches, and not providing more resources for racist systems
● Bias and assumptions can be barriers
● How to build common ground when we disagree
● Difficulties having the tough conversations in a group setting
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Community Voices
Members of the community expressed early interest in a range of approaches to address racial and
social inequities in South San Francisco. Many of the strategies that were identified in those early
conversations were ultimately prioritized for the first-year implementation.
Recognizing Racial and Social Inequities in South San Francisco
● “I have been a resident for 22 years; there are historic inequities throughout SSF, which are
being exacerbated by COVID-19.”
● “Barriers exist in Old Town including racial and social inequalities.”
Involving Mental Health Experts in Response to Crises
● “I suggest looking at [example approaches in the Bay Area when there is a] call for help to use
mental health professionals rather than law enforcement.”
● “I am concerned that police are involved in health and social services. These needs should be
addressed by medical and mental health professionals. Shift funds...to mental health
professionals.”
● “I am concerned with the police response to [mental health] calls and making unnecessary
arrests.”
● “I feel that mental health services are very important for the community, especially for the
Latino community.”
Establishing a Community Safety Advisory Board
● “I [would like] meetings to be more accessible; and the Commission should look into
establishing a Police Commission.”
● “I strongly agree with data being accessible to the community and understand how the data
is gathered. [I have] respect for police but [believe that] some issues can be improved. I have
seen benefits from implicit bias training.”
● “I am concerned with a lack of accountability with police and would like to see a civilian
oversight board.”
● “The current state of policing is killing black people and people of color. We have the largest
social movement right now and need to address racism and power.”
● “Implicit bias training is useful. I advocate for a citizen oversight board and want to see police
accountability.”
● “Data is not just numbers --we need to listen to community members.”
● “[We] need to be open to hearing experiences and foster good communication.”
● “[We] need to listen to stories and past actions.”
South San Francisco Commission on Racial & Social Equity | Commission Report
19
Providing Racial and Social Equity Oversight and Accountability with a Clearly
Communicated Plan for Action
● “The approaches discussed are valuable, and I would like to see a higher-level social justice
plan that looks at every aspect of the City’s development and services and has a plan to close
the gap with short-term and long- term approaches--a comprehensive plan.”
Providing Support for Educational Opportunities
● “[There] is a need for an expanded SSF preschool program through Parks and Recreation,
since the waiting list is currently 3-4 years long.”
● “Expand ethnic studies in a genuine way, rooted in sociology. San Francisco State has a good
model to build upon.”
● “I would like to see ethnic studies expanded and not just from a white person’s perspective.
Racial equity needs to include training staff and expanding ethnic studies. Need to shift
people’s mindsets.”
● “What is being done to promote literacy during distance learning and making sure kids have
access to books? [Response: The library is open and doing curbside pick-up for books, mailing
items and books to families, and providing more access to digital books.]”
● “There is a lack of resources for students of color. We need more counselors and mental health
professionals. I prefer funding programs that would benefit students and not police officers
on campus.”
● “[Educational] issues are identified at earlier grades without programs to address them. [We]
need intervention and treatment programs that holistically include families. Officers on
campus are not addressing the issues.”
Addressing the Housing Crisis
● “I appreciated the presentations, and [think that the Commission] should look into community
land trusts in SSF to create affordable housing. I also support providing assistance directly to
renters in need in light of COVID and not funds to landlords.”
● “I appreciated the presentations and support the idea of community land trusts. With the
General Plan, I would like to see high density housing distributed in the city and not just in the
east side. I have a concern with resident displacement and would like to see renter assistance
and not landlord assistance. Further home ownership for people of color.”
● “I would like to see more high-density housing and am concerned with traffic and
displacement. I would like to address affordability of housing through partnerships. Preserve
Old Town. More funding and partnerships with biotech industry to help address housing .”
Expanding Economic Opportunities
● “We need to look at a policy to raise wages for workers. Use funds for partnerships for job
training and internships.”
South San Francisco Commission on Racial & Social Equity | Commission Report
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Selected Data on Demographics and Inequities in South
San Francisco
Highlights from the data presented during Phase 1 meetings, including information about South San
Francisco’s residents and many examples of racial inequities, are presented below. These data helped
set the stage for Commissioners to identify areas for change.
The City’s Demographics
Understanding the demographic context of South San Francisco is critical to identifying and
prioritizing goals, strategies and action steps that address specific racial and social inequities in South
San Francisco. A brief overview of key South San Francisco demographics is presented below.
Four Out of Five South San Francisco Residents are People of Color
Since 1990 there have been some significant changes in the race/ethnicity of the population of South
San Francisco. The percentage of White residents has decreased from 45% to 19% while the
percentage of Asian/Pacific Islander (API) residents has increased from 23% to 41%, Latinx residents
have increased from 27% to 34%, and Black/African American residents have decreased from 4% to
2%.
ispanic atino ( 7
White (
Asian or aci c Islander ( 3
Other (1
Black or African American (
1 0
ispanic atino (3
White (
Asian or aci c Islander (38
Other (
Black or African American (
010
ispanic atino (3
White (1
Asian or aci c Islander ( 1
Other ( .
Black or African American (
017
South San Francisco Commission on Racial & Social Equity | Commission Report
21
Even as South San Francisco has become more racially diverse, some neighborhoods lack diversity
and have residents of one racial/ethnic group. The three South San Francisco neighborhoods with the
greatest number of residents are Westborough, Downtown, and Winston Serra. Westborough is
predominantly Asian or Pacific Islander (API), downtown is predominantly Latinx, and Winston Serra
is approximately one third API, one third Latinx, and one third White.
2010 Population Density in South San Francisco and Distribution of
Residents of Different Racial/Ethnic Groups
White
Black or African American ispanic atino
Asian or aci c Islander Other (Native American, Other
South San Francisco Commission on Racial & Social Equity | Commission Report
22
More than Half of South San Franciscans Speak Non-English Languages
Three out of five South San Francisco residents speak a language other than English at home.
Approximately one quarter speak Spanish at home. Tagalog and Chinese are the second most
commonly spoken languages in South San Francisco. In parts of Downtown and Westborough, 30-
0 of households are “linguistically isolated” which means no one in the household who is 14 or
older speaks English fluently. In most of the other neighborhoods in South San Francisco, 10-19% of
households are linguistically isolated.
Primary Languages of South San Francisco Residents, 2013-2017
Linguistically Isolated Households by Neighborhood, 2013-2017
o o e years a o er spea g ish o y or spea g ish ess tha ery e
nglish Only
Spanish
Tagalog 13
Mandarin or Cantonese 10
Other Indo uropean anguages
Other anguages 3
Other Asian and aci c Island anguages
a g ages
po e
t ome
0 10 10 0 30 8 .7 0 30
a g ages
po e
t ome
nglish only
Spanish
Tagalog 13
Mandarin or Cantonese 10
Other Indo uropean anguages
Other anguages 3
Other Asian and aci c Island anguages
0 10 10 0 30 8 .7 0 30
South San Francisco Commission on Racial & Social Equity | Commission Report
23
Inequities in Health
Racism Shortens the Lives of People of Color
Structural racism impacts health. Environmental, economic, and social barriers caused by racial
injustice greatly impact access to quality health care. The racism that permeates every aspect of our
society directly influences the quality and type of care a person of color receives.
Life Expectancy in San Mateo County by Race/Ethnicity, 2007-2011
South San Francisco Commission on Racial & Social Equity | Commission Report
24
Inequities Related to Community Safety and Policing
San Mateo County Incarcerates Black and Latinx People at Much Higher Rates
than White People
Structural racism impacts people of color at every step in the criminal justice system: arrest,
prosecution, sentencing (whether through plea bargaining or conviction), and reentry. Black, Latinx,
Pacific Islander, and Indigenous people are more likely to be treated more harshly than white people
in the same circumstances. Black people are incarcerated at much higher rates than people in other
racial/ethnic groups for similar offenses--more than 21 times the rate for White people in San Mateo
County. This inequity is aligned with state and national inequities throughout the criminal justice
system. San Mateo County incarcerates Black people at a similar (though slightly higher) rate than the
state-- even though it has a significantly lower incarceration rate than California for White and Latinx
people. Additionally (and despite having a lower rate in the County than for the state), the
incarceration rate for Latinx people in San Mateo County is more than double the rate for White
people.
Incarceration Rates in San Mateo County by Race/Ethnicity, 2012-2016
Arrests and Traffic Citations in South San Francisco
National and state data has consistently shown that Black and Latinx people are more likely to be
arrested than white people for the same situations. For example, although white people use illegal
drugs at similar and often higher rates than Black and Latinx people, Black and Latinx people are much
ispanic atino ( 7
White (
Asian or aci c Islander ( 3
Other (1
Black or African American (
1 0
White
a ateo Co ty per resi e ts
Other
a ateo Co ty per resi e ts
atinx
a ateo Co ty per resi e ts
Black
a ateo Co ty per resi e ts
South San Francisco Commission on Racial & Social Equity | Commission Report
25
more likely to be arrested and/or incarcerated for drug possession. Structural racism has also
established a nationwide experience of Black people being stopped due to “driving while Black .”
The percent of Black, Hispanic, and White people issued traffic citations is fairly close to the
demographics of South San Francisco. The percent of Asians issued traffic citations is nearly half of
their proportion of the City overall, while a much higher percent of people classified as “other” for
race ethnicity were issued citations compared to the city’s population.
Of the more than 60,000 interactions they have each year, SSFPD officers made an arrest in
approximately 3% of their interactions with community members. Two out of five (41%) of the arrests
SSFPD made were of Hispanic people, one out of four (25%) were of white people, one of five (17%)
were of Black people. Approximately 40% of arrests that SSFPD made each year are of South San
Francisco residents, while the other 60% are of non-residents (including residents of other parts of
San Mateo County, other Bay Area counties, and beyond). Given this, racial disproportionalities should
compare the demographics of people arrested by SSFPD to the demographics of everyone who
spends time in South San Francisco each year (whether as a resident, worker or for one brief visit) –
however, that information is not tracked. Compared to the demographics of South San Francisco
residents, a higher percent of arrests is of Black/African American people (17% of arrests, 2% of South
San Francisco residents), Hispanic or Latino people (41% of arrests, 33% of residents), people classified
as “other” for race ethnicity (8 of arrests, of residents , and White people ( of arrests, 0 of
residents . Only Asians are arrested at a lower rate than their percent of the city’s population (10 of
arrests, 41% of residents).
SSFPD Arrests + Traffic Citations by Race/Ethnicity of Person
Arrested or Issued Citation, 2019
Asian Black ispanic White Other
17 3
33
8 10
17
1
Asian Black ispanic White Other
17 3
33
8 10
17
1
South San Francisco Commission on Racial & Social Equity | Commission Report
26
Law Enforcement Officers in San Mateo County Are More Likely to Use Force
on Black and Latinx Residents Compared to Other Racial/Ethnic Groups
Centuries of structural racism shape implicit and explicit biases – and White people and even non-
Black people of color in the U.S. are more likely to perceive Black people as dangerous or threatening
compared to other people. This is true in schools (where Black students are more likely to be
suspended for the same behavior as peers who are not suspended) as well as in policing (nationally,
Black men are much more likely to be killed by or experience other law enforcement use of force).
While the rate of law enforcement “use of force” incidents involving civilians (i.e., people who are not
detained or incarcerated in a jail or prison at the time of the incident) in San Mateo County are low
compared to other counties (with an average of 32 civilians involved each year), the racial inequities
that exist in San Mateo County are clear and problematic. Black civilians in San Mateo County are
nearly ten times as likely as White civilians to experience law enforcement use of force -- and are more
likely to experience use of force in San Mateo County compared to their peers throughout California.
Latinx civilians in San Mateo County are more than twice as likely to experience law enforcem ent use
of force compared to White civilians.
Annual Average Number of Civilians Involved in Law Enforcement
Use of Force in San Mateo County per 1,000,000 People, 2016-2018
ispanic atino ( 7
White (
Asian or aci c Islander ( 3
Other (1
Black or African American (
1 0
SSF California
Asian aci c Islander
a ateo Co ty per mi io resi e ts
White
a ateo Co ty per mi io resi e ts
atinx
a ateo Co ty per mi io resi e ts
Black
a ateo Co ty per mi io resi e ts
South San Francisco Commission on Racial & Social Equity | Commission Report
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Eight Can’t Wait Policies
The project Campaign Zero analyzed data from the 100 largest U.S. cities related to police use of force
policies and police killings in 2016 and identified eight police department policies restricting officer
use of force that are associated with lower rates of police killings. Departments that had adopted
many of these policies had significantly fewer police-involved killings compared to departments that
had adopted fewer of these eight policies. Police departments that have adopted these policies also
have better outcomes around officer safety. Campaign Zero developed the #8cantwait campaign to
encourage police departments to adopt all eight of these policies.
More information about these policies is available at https://8cantwait.org/.
South San Francisco Police Department Solutions
The South San Francisco Police Department (SSFPD) formally adopted the Eight Can’t Wait
framework, as the department’s policies and procedures already aligned with seven of
the eight policies and have followed the eighth policy in practice. These eight policies have
been shown to reduce killings and use of force by police.
South San Francisco Commission on Racial & Social Equity | Commission Report
28
Inequities related to Education
Students of Color and Students in Other Disadvantaged Groups are Less Likely
to Have Access to Higher Performing Schools and Are More Likely to Face
Discrimination in Schools
Structural racism shapes where people live and therefore where children attend school. It also
impacts property values—and therefore the financial resources available to different schools.
Throughout California, school district boundaries were established to separate lower-income families
from higher-income families and to separate residents of color from white residents—and those
decisions continue to shape the educational landscape in California today. Structural and institutional
racism also impact how teachers and school administrators treat students of color, as well as the
content of curricula and what is considered important for children to learn.
During the 2018-2019 school year, South San Francisco Unified School District (SSFUSD) was slightly
below the state's academic standard for nglish anguage Arts and considerably below the state’s
academic standard for Mathematics -- and disadvantaged student groups are often even farther from
meeting these academic standards. Disadvantaged student groups include Black, English Learners,
Latinx, Pacific Islander, socioeconomically disadvantaged students, students with disabilities, foster
youth, and those who are homeless.
Black & Latinx SSFUSD Students Are Disproportionately Suspended
Racial Disproportionalities in SSFUSD Students Suspended in 2018-2019
(8,771 students enrolled; 473 students suspended)
African American
o t e ts spe e
American Indian or Alaskan Native
o t e ts spe e
Asian
o t e ts spe e
Filipino
o t e ts spe e
ispanic or atino
o t e ts spe e
aci c Islander
o t e ts spe e
White
o t e ts spe e
Two or More Races
o t e ts spe e
African American
o t e ts spe e
American Indian or Alaskan Native
o t e ts spe e
Asian
o t e ts spe e
Filipino
o t e ts spe e
ispanic or atino
o t e ts spe e
aci c Islander
o t e ts spe e
White
o t e ts spe e
Two or More Races
o t e ts spe e
African American
o t e ts spe e
American Indian or Alaskan Native
o t e ts spe e
Asian
o t e ts spe e
Filipino
o t e ts spe e
ispanic or atino
o t e ts spe e
aci c Islander
o t e ts spe e
White
o t e ts spe e
Two or More Races
o t e ts spe e
African American
o t e ts spe e
American Indian or Alaskan Native
o t e ts spe e
Asian
o t e ts spe e
Filipino
o t e ts spe e
ispanic or atino
o t e ts spe e
aci c Islander
o t e ts spe e
White
o t e ts spe e
Two or More Races
o t e ts spe e
South San Francisco Commission on Racial & Social Equity | Commission Report
29
Although 5% of SSFUSD students were suspended in 2018-2019, 16% of all African American students
at SSFUSD, 11% of Pacific Islander students at SSFUSD, and 7% of Hispanic or Latino students at
SSFUSD were suspended during the school year. Asian and Filipino students at SSFUSD are
underrepresented among students with suspensions. Additionally -- and although SSFUSD has been
suspending fewer students overall -- these racial disproportionalities continue to follow the same
pattern year after year. Nationally, studies have shown that implicit biases shape how teachers and
principals perceive and treat students of color, and in turn how these students are disciplined.
Black & Latinx Children Are Underrepresented in Early Childhood Education
High quality early childhood education sets children up for success and has a profound impact on
brain development. Although 31% of Asian children and 28% of White children are enrolled in early
childhood education in San Mateo County, only 25% of both Latinx and Black children and 23% of
Pacific Islander children are able to benefit from this important educational opportunity.
Fewer Native American, Latinx, Black, and Pacific Islander Children in San
Mateo County are Enrolled in Early Childhood Education, 2016-2017
aci c Islander
3
Other
Black
atinx
Native American
White
8
Multiracial
30
Asian
31
South San Francisco Commission on Racial & Social Equity | Commission Report
30
Inequities related to Housing and Economic Development
Latinx Households in South San Francisco Have Significantly Lower Median
Household Income than Asian and White Households in the City
Within South San Francisco, the median income for Latinx households is less than two-thirds (64%) of
the median income for Asian households and only 84% of the median income for White (non-Hispanic)
households. The annual median household income for South San Francisco families is lower than San
Mateo County ($92,074 for South San Francisco, $105,667 for San Mateo County overall), and the
median household income for White and Latinx families in South San Francisco is also lower than the
median income for these groups countywide. Asian residents of South San Francisco have a higher
income than their peers elsewhere in the county (median income of $108,582 for Asian families in
South San Francisco compared to $73,617 for Asian families countywide). This pattern is consistent
with statewide median household income data for different racial/ethnic groups.
Annual Median Income for South San Francisco Households, 2013-2017
Poverty is Concentrated In a Few Neighborhoods
While 7% of South San Francisco residents live below the federal poverty level (the same percent as
residents countywide who are in poverty), most households making poverty wages live in a few
neighborhoods – and some neighborhoods do not have any resident families in poverty. Given the
high cost of living in San Mateo County and the broader Bay Area, the poverty level is typically
approximately half (or less) than the income required for families to make ends meet and provide for
basic needs – meaning that many more families are economically insecure.
Asian
White
atinx
South San Francisco Commission on Racial & Social Equity | Commission Report
31
Family Poverty Rate by Census Block Group, 2015-2019
0% 0-3% 3-7% 7-13% 13-25%
Black and Asian Families Are More Likely to Receive Subprime Mortgages
Subprime mortgages are higher-interest loans made to borrowers with impaired or limited credit
histories and/or high ratios of debt to income. Widespread predatory practices, including excessive
fees, interest rates, penalties, and insurance charges, can raise the cost of homebuying by thousands
of dollars for individual families. Racist and otherwise biased lender practices have also meant that
communities of color are more likely across the U.S. to have subprime loans. During the 2007-2009
recession (which subprime mortgages contributed to), borrowers in high-income, predominantly Black
neighborhoods were twice as likely to have subprime loans compared to borrowers in low-income,
predominantly white neighborhoods.1
Most of the subprime mortgage loans made to South San Francisco residents were made to Black and
Asian families. However, when compared with state data, South San Francisco residents have been
less likely to receive subprime mortgage loans (i.e., loans with especially high interest rates). While the
number of subprime loans made is lower in South San Francisco compared to the rest of the county,
this is a very problematic practice that needs to be eliminated.
1 U.S. Department of Housing & Urban Development. “Unequal Burden: Income Racial Disparities in Subprime ending in
America.” <https: www.huduser.gov publications pdf unequal_full.pdf>
South San Francisco Commission on Racial & Social Equity | Commission Report
32
Subprime Mortgage Loans Made to Residents, 2010-2014
Latinx Residents are More than Twice as Likely to have Their Mortgage
Application Denied Compared to White Residents
Across racial/ethnic groups, South San Francisco residents are more likely to have their mortgage
application denied than applicants countywide--but this is most pronounced for Latinx residents in
South San Francisco. The disparity between mortgage application denials to White and Latinx
residents of South San Francisco is also wider than for either the County or the state (a 15-percentage
point difference in South San Francisco, a 6-percentage point difference in San Mateo County, and a
4-percentage point difference in California).
ispanic atino ( 7
White (
Asian or aci c Islander ( 3
Other (1
Black or African American (
1 0
White
Asian
aci c Islander
atinx
s
i
a
t
i
r
a
c
i
a
h
i
t
e
a
t
i
e
m
e
r
i
c
a
a
t
i
a
c
t
h
e
r
a
c
i
c
s
a
e
r
atinx
per app ica ts
White
per app ica ts
aci c Islander
per app ica ts
Asian
per resi e ts
Black
per resi e ts
South San Francisco Commission on Racial & Social Equity | Commission Report
33
Mortgage Application Denials by Race/Ethnicity of Applicant, 2011-2015
Most Housing Discrimination Complaints Involve Disability and/or Race
A guest speaker from the local non-profit organization Housing Choices presented data on housing
discrimination, disability, and race to the Commission. The most common protected class for housing
discrimination complaints in 2019 was disability (a protected class in approximately 60% of
complaints), followed by race (a protected class for approximately 20% of complaints).2 Furthermore,
housing discrimination complaints against people with disabilities most frequently involve a person
who has an intellectual disability, a developmental disability, or a mental illness.
Latinx and Asian South San Franciscans Are Less Likely to Own Businesses
Reflecting the City’s innovative and hard-working reputation, South San Francisco has a higher rate of
business owners than either San Mateo County or California. Nonetheless, supporting business
2 Disability was consistently the protected class most commonly identified in housing discrimination comp laints (per data on
2019 complaints recorded by the National Fair Housing Alliance, U.S. Department of Housing and Urban Development (HUD),
and the U.S. Department of Justice). Race was the second most common protected status for the 2019 complaints recorded by
the National Fair Housing Alliance and HUD, while complaints recorded by the U.S. Department of Justice had sex as the second
most common protected status and race as the third most common status.
White
Asian
aci c Islander
atinx
South San Francisco Commission on Racial & Social Equity | Commission Report
34
owners of color is an important way to increase economic security for communities of color and
economic stability in South San Francisco. The rate of business ownership for white South San
Francisco residents is almost twice the rate for the state and notably higher than for San Mateo
County. While the rate of Asian business owners in South San Francisco is lower than the rate of white
business owners, it is nonetheless notably higher than San Mateo County and slightly higher than for
the state. Latinx people in South San Francisco have a much lower rate of business ownership--lower
than both the state and county rates and less one-tenth the rate of white people in South San
Francisco.
Business Owners per 1,000 Residents of Racial/Ethnic Group, 2012
White
hite si esso ers o hite resi e ts
sia si esso ers o sia resi e ts
Asian
ati si esso ers o ati resi e ts
atinx
South San Francisco Commission on Racial & Social Equity | Commission Report
35
Summary from Community Survey Responses
To gather information from the broader community and inform priorities for action, the Commission
developed an online Community Survey in the fall of 2020. The Community Survey presented a range
of approaches identified by the Commission and asked community members to rank their top
priorities. A total of 164 community members responded and a summary of findings from the
Community Survey is included below.
Community Survey Respondents
here r ey articipa ts i e
Not a resident of South San Francisco
or skipped question 1 Resident of Downtown,
ast of 101, inderville,
Orange ark, Sign ill,
or Terrabay and
aradise Valley 30
Resident of Avalon and Brentwood, l Camino Real,
Sunshine ardens, Westborough, or Winston Serra
ace
th icity
Avalon Brentwood
aci c s a er
1
Downtown 1
ast of 101 1
l Camino Real 1
inder ville 1
Orange ark
Sign ill 7
Sunshine ardens
Terrabay aradise Valley
Westborough 1
Winston Serra 1
Outside of SSF
Skipped question 11
Multiracial
Asian and or aci c Islander 0
Black
atinx 18
White 1
Skipped
Multiracial 10
American Indian , Alaska Native or native Indígena
from Mexico, Central, or South America Only
17
South San Francisco Commission on Racial & Social Equity | Commission Report
36
General Comments from Community Survey
● “It’s important to incorporate what this commission is doing into the general City Council
meetings so it is not forgotten in the public eye... it is important that we continually define,
evaluate, and address what is racist and what is anti-racist. If these policies are going to work,
they will need periodic checkpoints that evaluate where the policies ’ original intentions are
still being met.”
● “Our city is a wonderful place to live when one has the ability to feel that our families are safe
and have all the basic needs met. However, those [whose basic needs are not met] rarely
have open opportunities to have informal conversations to share their lived experiences in
our community. “
● “ opefully, we can achieve goals that will benefit everybody. We love our city and thank you,
everybody, for all your efforts. et our differences bring us together for a better outcome. “
rimary a g ages
nglish
Spanish
Chinese Mandarin
ilipino Tagalog
Another anguage
rimary a g ages
nglish
Spanish
Chinese Mandarin
ilipino Tagalog
Another anguage
here r ey articipa ts i e
Not a resident of South San Francisco
or skipped question 1 Resident of Downtown,
ast of 101, inderville,
Orange ark, Sign ill,
or Terrabay and
aradise Valley 30
Resident of Avalon and Brentwood, l Camino Real,
Sunshine ardens, Wes tborough, or Winston Serra
ace
th icity
Avalon Brentwood
aci c s a er
1
Downtown 1
ast of 101 1
l Camino Real 1
inder ville 1
Orange ark
Sign ill 7
Sunshine ardens
Terrabay aradise Valley
Westborough 1
Winston Serra 1
Outside of SSF
Skipped ques tion 11
Multiracial
Asian and or aci c Islander 0
Black
atinx 18
White 1
Skipped
Multiracial 10
American Indian , Alaska Native or native Indígena
from Mexico, Central, or South America Only
17
here r ey articipa ts i e
Not a resident of South San Francisco
or skipped question 1 Resid ent of Downtown,
ast of 101, inderville,
Orange ark, Sign ill,
or Terrabay and
aradise Valley 30
Resident of Avalon and Brentwood, l Camino Real,
Sunshine ardens, Wes tborough, or Winston Serra
ace
th icity
Avalon Brentwood
aci c s a er
1
Downtown 1
as t of 101 1
l Camino Real 1
inder ville 1
Orange ark
Sign ill 7
Sunshine ardens
Terrabay aradise Valley
Wes tborough 1
Winston Serra 1
Outside of SSF
Skipped question 11
Multiracial
Asian and or aci c Islander 0
Black
atinx 18
White 1
Skipped
Multiracial 10
American Indian , Alaska Native or native Indígena
from Mexico, Central, or South America Only
17
here r ey articipa ts i e
Not a resident of South San Francisco
or skipped question 1 Resident of Downtown,
ast of 101, inderville,
Orange ark, Sign ill,
or Terrabay and
aradise Valley 30
Resident of Avalon and Brentwood, l Camino Real,
Sunshine ardens, Wes tborough, or Winston Serra
ace
th icity
Avalon Brentwood
aci c s a er
1
Downtown 1
ast of 101 1
l Camino Real 1
inder ville 1
Orange ark
Sign ill 7
Sunshine ardens
Terrabay aradise Valley
Wes tborough 1
Winston Serra 1
Outside of SSF
Skipped question 11
Multiracial
Asian and or aci c Islander 0
Black
atinx 18
White 1
Skipped
Multiracial 10
American Indian , Alaska Native or native Indígena
from Mexico, Central, or South America Only
17
South San Francisco Commission on Racial & Social Equity | Commission Report
37
Community Feedback on Example Approaches to Reduce Racial
and Social Inequities in South San Francisco
Related to Community Safety Advisory Board
● “We strongly suggest creating a community advisory board to provide data and
recommendations to our policing issues.”
● “Determining who will be on [a community safety advisory] board and how they will be chosen
and what powers they have to effect change will be the critical questions… Definitely voices of
SSF youth should be front and center on any boards or other advisory groups. Advisory groups
should reflect [the City’s] diversity.”
Related to Expanding Ethnic Studies
● “ thic Studies really laid the foundation for me in how I look at culture, race etc. I think looking
at including an ethnic studies course in high school or ever offering it through parks and rec
could be beneficial to this community. I have confidence in our police force but if they could
have an ethnic studies type training, I think it would help.”
● “...integrating ethnic studies into the SSFUSD's curriculum will have rippling positive effects in
the community. I only had a chance to study Ethnic Studies in college and it expande d my
understanding of how the government and other institutions are actively working against
Black, Indigenous, Latinx, Asians, and other marginalized groups. Once others are taught and
understand that as well, I'm sure we will all be more active in combating racial & social inequity
and just be nicer people in general.”
Additional Approaches Suggested by Community Members
Some survey participants suggested new approaches for the Commission to consider. These included:
● “Form an Office of Racial quity within the city government and hold city leaders accountable
for equity outcomes.”
● “Raise funds to pilot Universal Basic Income and provide UBI to BI OC specifically.”
● “ xpand communication between local officials and people of color in need of services and
supports. The opportunities for these two bodies are minimal and restricted by official
paperwork or protocols to follow. There needs to be a structured informal and consistent way
for city officials to hear the stories of those most marginalized in our city.”
● “SSF should look into AR training through the County of San Mateo.”
● “Address hate crimes committed against Asians [and] take bullying of Asian kids in schools
more seriously.”
● “With regards to connecting low income families of color to resources, perhaps having
‘Community Resource Centers’ on some, perhaps Title 1 and igh School (SSF S campuses.”
South San Francisco Commission on Racial & Social Equity | Commission Report
38
Overview of Commission Actions During Phase 1
During Phase 1, Commissioners voted to begin investigating several approaches.
Approaches Commission Voted to Begin Investigating During Phase 1
Meeting Approaches Advanced for Investigation Beginning Immediately/During Phase 1
Meeting 2:
Aug 19
Health and
social
services
● Create a response team for mental health crises, substance use, and homelessness
focused on utilizing conflict management/de-escalation and motivational interviewing to
connect community members to appropriate supportive services
● Reduce barriers to resources that disproportionately impact communities of color
by developing/expanding the community navigator, promotores, and/or peer-to-
peer model to help community members learn about, connect to, and navigate supportive
services
Meeting 3:
Sep 2
Community
safety and
policing
● Establish a community safety advisory board to review data and provide
recommendations
● Expand community-based public safety approaches, including conflict resolution,
restorative justice approaches, and skills-based education on bystander intervention
Meeting 4:
Sep 16
Education
● Expand free/affordable outside-of-school enrichment programs and support youth
leadership development, especially for teenagers in an anti-racist way, with targeted
sites, and with explicit inclusion of parents/families
● Expand ethnic studies and culturally responsive practices and content in standard
school curricula with explicit engagement/inclusion of parents/families3
Meeting 5:
Oct 7
Economic
develop-
ment and
housing
Since this was the last of the topic-specific Commission meetings, the Commission expressed
support for all of the example approaches that were presented rather than voting for 1 or 2
approaches to begin investigating for this topic. This work informed the South San Francisco
City Council’s initiative to reduce poverty in South San Francisco (specifically focusing on the
first three of the approaches below).
● Expand career pipelines linking residents of color in key neighborhoods and with
disabilities with careers with sustainable wages
● Support residents of color and low-income residents in starting and retaining small
businesses
● Expand support for low-income residents to receive available high-value benefits
that increase household self-sufficiency (e.g., Earned Income and Child Poverty Tax
Credits, CalFresh), including by integrating these into existing paperwork and procedures)
● Strengthen existing policies to increase support for low-income renters
● Expand support and information to address housing insecurity and homelessness
(including rental and cash assistance, with support available regardless of documentation
status)
● Continue to leverage available land assets and both public and private resources to
increase housing that is affordable with preference for people who live and/or work in
South San Francisco
● Leverage school district assets to provide housing that is affordable for teachers and
school district employees in SSFUSD
3 As the Commission on Racial & Social Equity planning process progressed, SSFUSD was also actively considering ways to
increase equity for students. Therefore, the Commission did not focus on education strategies limited to SSFUSD.
South San Francisco Commission on Racial & Social Equity | Commission Report
39
Commissioner Vote on Approaches to Focus on in the First Year
The bar charts on this and the following page show the results of the December 2020 Commission
vote on approaches to focus on in the first year. The numbers on each bar reflect the number of
Commissioners who identified the approach in their preferred ten approaches to prioritize. The
eleven approaches on this page were prioritized to focus on in Phase II (during which the Commission
would identify implementation actions related to these approaches).
Create a response team for mental health crises, substance
use, and homelessness focused on conflict management/
de-escalation and linking people to supportive services
Expand free/affordable outside-of-school enrichment
programs and support youth leadership development
(especially for teenagers) in an anti-racist way, with targeted
sites, and with explicit inclusion of parents/families
Expand support and information to address housing insecurity
and homelessness (including rental and cash assistance, with
support available regardless of documentation status)
Form an Office of Racial Equity/Chief Equity Officer or another
institutionalized method for accountability within city govern-
ment, and hold city leaders accountable for equity outcomes.
Establish a community safety advisory board to
review data and provide recommendations
Implement universal preschool and pre-K (high quality early
childhood education) in an anti-racist way, with targeted sites,
and with explicit inclusion of parents/families
Expand community-based public safety approaches,
including conflict resolution, restorative justice approaches,
skills-based education on bystander intervention
Strengthen community cohesion through community
engagement efforts to build cross-cultural trust especially
with residents of color and low-income residents
Develop/expand the community navigator, promotores,
and/or peer-to-peer model to help community members
learn about, connect to, and navigate supportive services
Continue to leverage available land assets and both public
and private resources to increase housing that is affordable
with preference for people who live and/or work in SSF
Support low-income and students of color in attendance/
participation during and post-distance learning
xpand ethnic studies and culturally responsive practices and content in standard school curricula with
explicit engagement inclusion of parents families
Construct another licensed preschool facility in the Westborough neighborhood and other neighborhoods in
an anti racist way, with targeted sites, and with explicit inclusion of parents families
Analyze and publicly present selected SSF D data, (e.g., on tra c stops and arrests by demographics and
location
nsure training and performance reviews related mitigating and minimizing impact of providers individual
level racism on service provision
xpand support for low income residents to receive available high value bene ts that increase household
self su ciency, including by integrating these into existing paperwork and procedures
everage school district assets to provide housing that is a ordable for teachers and school district
employees in SSFUSD
Track and review data on client patient trajectories and outcomes by race ethnicity and take action to
address where disparities disproportionality increases
xpand preventative and health services (e.g., dental available to underserved City residents
rovide essential resources prioritizing low income families and predominantly communities of color
disproportionately impacted by COVID
Reduce documentation required to participate in services or receive resources
Identify alternate SSF D response to misdemeanor o enses and infractions
Support residents of color and low income residents in starting and retaining small businesses
tre gthe e isti g po icies to i crease s pport or o i come re ters
Invest in mental health and wellness programs to promote real safety and healing for SSF youth
xpand implicit bias training for SSF D
xpand career pipelines linking residents of color in key neighborhoods and with disabilities with careers
with sustainable wages
Support low income and students of color in attendance participation during and post distance learning
Continue to leverage available land assets and both public and private resources to increase housing that is
a ordable with preference for people who live and or work in SSF (e.g., workforce housing, developing
housing on church owned property
Develop expand the community navigator, promotores, and or peer to peer model to help caregivers learn
about, connect to, and navigate supportive services
Strengthen community cohesion through community engagement e orts to build cross cultural trust
especially with residents of color and low income residents
xpand community based public safety approaches, including con ict resolution, restorative justice
approaches, skills based education on bystander intervention
Implement universal preschool and pre (high quality early childhood education in an anti racist way, with
targeted sites, and with explicit inclusion of parents families
stablish a community safety advisory board to review data and provide recommendations
Form an O ce of Racial quity Chief quity Officer or another institutionalized method for accountability
within the city government, and hold city leaders accountable for equity outcomes.
xpand support and information to address housing insecurity and homelessness (including rental and cash
assistance, with support available regardless of documentation status
xpand free a ordable outside of school enrichment programs and support youth leadership development
(especially for teenagers in an anti racist way, with targeted sites, and with explicit inclusion of
parents families
Create a response team for mental health crises, substance use, and homelessness focused on con ict
management de escalation and linking people to supportive services
Number of Commissioners Identifying Approach in Their Top 10
Support low income and students of color in att endance participation during and post distance learning
Continue to leverage available land assets and both public and private resources to increase housing that is
a ordable with preference for people who live and or work in SSF (e.g., wo rkforce housing, developing
housing on church owned property
Develop expand the community navigator, promotores, and or peer to peer model to help caregivers learn
about, connect to, and navigate supportive services
Strengthen community cohesion through community engagement e orts to build cross cultural tr ust
especially with residents of color and low income residents
xpand community based public safety approaches, including con ict resolution, restorative justice
approaches, skills based education on bystander intervention
Implement universal preschool and pre (high quality early childhood education in an anti racist way, with
targeted sites, and with explicit inclusion of parents families
stablish a community safety advisory board to review data and provide recommendations
Form an O ce of Racial quity Chief quity Offi cer or another institutionalized method for acc ountability
within the city government, and hold city leaders accountable for equity outcomes.
xpand support and information to address housing insecurity and homelessness (including rental and cash
assistance, with support available regardless of documentation status
xpand free a ordable outside of school enrichment programs and support youth leadership development
(especially for teenagers in an anti racist way, with targeted sites, and with explicit inclusion of
parents families
Create a response team for mental health crises, substance use, and homelessness focused on con ict
management de escalation and linking people to supportive services
Number of Commissioners Identifying Approach in Their Top 10 (1
xpand ethnic studies and culturally res ponsive practices and content in standard school curr icula with
explicit engage ment inclusion of parents families
Construct another licensed preschool facility in the Wes tborough neighborhood and other neighborhoods in
an anti racist way , with targeted sites, and with explicit inclusion of parents families
Analyze and publicly pres ent selected SSF D data, (e.g., on tra c stops and arrests by demographics
and location
nsure training and performance reviews related mitigating and minimizing impact of providers individual
level racism on service provision
xpand support for low income res idents to receive available high value bene ts that increase household
self su ciency, including by integ rating these into existing paperwork and procedures
everage school district assets to provide housing that is a ordable for teachers and school district
employees in SSFUSD
Track and review data on client patient trajectories and outcomes by race ethnicity and take action to
address where disparities disproportionality increases
xpand preventative and health services (e.g., dental available to underserved City residents
rovide essential res ources prioritizing low income families and predominantly communities of color
disproport ionately impacted by COVID
Reduce documentation required to participate in services or receive resources
Identify alternate SSF D response to misdemeanor o enses and infractions
Support res idents of color and low income residents in starting and retaining small busines ses
Strengthen existing policies to increase support for low income renters
Number of Commissioners Identifying Approach in Their Top 10 (
Invest in m ental health an d wellness p rogram s to prom ote real safety and healin g for SSF youth
x pa nd im plicit b ias tr a in in g for SSF D
xpand career pipeli nes linking res idents of color in key neighborhoo ds and w ith disab ilities with caree rs
w ith sustainable wages
xpand ethnic studies and culturally responsive practices and content in standard school curricula with
explicit engagement inclusion of parents families
Construct another licensed preschool facility in the Westborough neighborhood and other neighborhoods in
an anti racist way, with targeted sites, and with explicit inclusion of parents families
Analyze and publicly present selected SSF D data, (e.g., on tra c stops and arrests by demographics and
location
nsure training and performance reviews related mitigating and minimizing impact of providers individual
level racism on service provision
xpand support for low income residents to receive available high value bene ts that increase household
self su ciency, including by integrating these into existing paperwork and procedures
everage school district assets to provide housing that is a ordable for teachers and school district
employees in SSFUSD
Track and review data on client patient trajectories and outcomes by race ethnicity and take action to
address where disparities disproportionality increases
xpand preventative and health services (e.g., dental available to underserved City residents
rovide essential resources prioritizing low income families and predominantly communities of color
disproportionately impacted by COVID
Reduce documentation required to participate in services or receive resources
Identify alternate SSF D response to misdemeanor o enses and infractions
Support residents of color and low income residents in starting and retaining small businesses
tre gthe e isti g po icies to i crease s pport or o i come re ters
Invest in mental health and wellness programs to promote real safety and healing for SSF youth
xpand implicit bias training for SSF D
xpand career pipelines linking residents of color in key neighborhoods and with disabilities with careers
with sustainable wages
Support low income and students of color in attendance participation during and post distance learning
Continue to leverage available land assets and both public and private resources to increase housing that is
a ordable with preference for people who live and or work in SSF (e.g., workforce housing, developing
housing on church owned property
Develop expand the community navigator, promotores, and or peer to peer model to help caregivers learn
about, connect to, and navigate supportive services
Strengthen community cohesion through community engagement e orts to build cross cultural trust
especially with residents of color and low income residents
xpand community based public safety approaches, including con ict resolution, restorative justice
approaches, skills based education on bystander intervention
Implement universal preschool and pre (high quality early childhood education in an anti racist way, with
targeted sites, and with explicit inclusion of parents families
stablish a community safety advisory board to review data and provide recommendations
Form an O ce of Racial quity Chief quity Officer or another institutionalized method for accountability
within the city government, and hold city leaders accountable for equity outcomes.
xpand support and information to address housing insecurity and homelessness (including rental and cash
assistance, with support available regardless of documentation status
xpand free a ordable outside of school enrichment programs and support youth leadership development
(especially for teenagers in an anti racist way, with targeted sites, and with explicit inclusion of
parents families
Create a response team for mental health crises, substance use, and homelessness focused on con ict
management de escalation and linking people to supportive services
Number of Commissioners Identifying Approach in Their Top 10
Support low income and students of color in att endance participation during and post distance learning
Continue to leverage available land assets and both public and private resources to increase housing that is
a ordable with preference for people who live and or work in SSF (e.g., wo rkforce housing, developing
housing on church owned property
Develop expand the community navigator, promotores, and or peer to peer model to help caregivers learn
about, connect to, and navigate supportive services
Strengthen community cohesion through community engagement e orts to build cross cultural tr ust
especially with residents of color and low income residents
xpand community based public safety approaches, including con ict resolution, restorative justice
approaches, skills based education on bystander intervention
Implement universal preschool and pre (high quality early childhood education in an anti racist way, with
targeted sites, and with explicit inclusion of parents families
stablish a community safety advisory board to review data and provide recommendations
Form an O ce of Racial quity Chief quity Offi cer or another institutionalized method for acc ountability
within the city government, and hold city leaders accountable for equity outcomes.
xpand support and information to address housing insecurity and homelessness (including rental and cash
assistance, with support available regardless of documentation status
xpand free a ordable outside of school enrichment programs and support youth leadership development
(especially for teenagers in an anti racist way, with targeted sites, and with explicit inclusion of
parents families
Create a response team for mental health crises, substance use, and homelessness focused on con ict
management de escalation and linking people to supportive services
Number of Commissioners Identifying Approach in Their Top 10 (1
xpand ethnic studies and culturally res ponsive practices and content in standard school curr icula with
explicit engage ment inclusion of parents families
Construct another licensed preschool facility in the Wes tborough neighborhood and other neighborhoods in
an anti racist way , with targeted sites, and with explicit inclusion of parents families
Analyze and publicly pres ent selected SSF D data, (e.g., on tra c stops and arr ests by demographics
and location
nsure training and performance reviews related mitigating and minimizing impact of providers individual
level racism on service provision
xpand support for low income res idents to receive available high value bene ts that increase household
self su ciency, including by integ rating these into existing paperwork and procedures
everage school district assets to provide housing that is a ordable for teachers and school district
employees in SSFUSD
Track and review data on client patient trajectories and outcomes by race ethnicity and take action to
address where disparities disproportionality increases
xpand preventative and health services (e.g., dental available to underserved City residents
rovide essential res ources prioritizing low income families and predominantly communities of color
disproport ionately impacted by COVID
Reduce documentation required to participate in services or receive resources
Identify alternate SSF D response to misdemeanor o enses and infractions
Support res idents of color and low income residents in starting and retaining small busines ses
Strengthen existing policies to increase support for low income renters
Number of Commissioners Identifying Approach in Their Top 10 (
Inves t in m ent al hea lth and wel lne ss program s to p rom ote real safety and healing fo r SSF youth
xpand im plicit bias tr aining for SSF D
xpand career p ipelines linking r es id en ts of co lor in k ey neighborhoods an d with disabilit ies w ith car ee rs
with sustainable w ag es
xpand ethnic studies and culturally responsive practices and content in standard school curricula with
explicit engagement inclusion of parents families
Construct another licensed preschool facility in the Westborough neighborhood and other neighborhoods in
an anti racist way, with targeted sites, and with explicit inclusion of parents families
Analyze and publicly present selected SSF D data, (e.g., on tra c stops and arrests by demographics and
location
nsure training and performance reviews related mitigating and minimizing impact of providers individual
level racism on service provision
xpand support for low income residents to receive available high value bene ts that increase household
self su ciency, including by integrating these into existing paperwork and procedures
everage school district assets to provide housing that is a ordable for teachers and school district
employees in SSFUSD
Track and review data on client patient trajectories and outcomes by race ethnicity and take action to
address where disparities disproportionality increases
xpand preventative and health services (e.g., dental available to underserved City residents
rovide essential resources prioritizing low income families and predominantly communities of color
disproportionately impacted by COVID
Reduce documentation required to participate in services or receive resources
Identify alternate SSF D response to misdemeanor o enses and infractions
Support residents of color and low income residents in starting and retaining small businesses
tre gthe e isti g po icies to i crease s pport or o i come re ters
Invest in mental health and wellness programs to promote real safety and healing for SSF youth
xpand implicit bias training for SSF D
xpand career pipelines linking residents of color in key neighborhoods and with disabilities with careers
with sustainable wages
Support low income and students of color in attendance participation during and post distance learning
Continue to leverage available land assets and both public and private resources to increase housing that is
a ordable with preference for people who live and or work in SSF (e.g., workforce housing, developing
housing on church owned property
Develop expand the community navigator, promotores, and or peer to peer model to help caregivers learn
about, connect to, and navigate supportive services
Strengthen community cohesion through community engagement e orts to build cross cultural trust
especially with residents of color and low income residents
xpand community based public safety approaches, including con ict resolution, restorative justice
approaches, skills based education on bystander intervention
Implement universal preschool and pre (high quality early childhood education in an anti racist way, with
targeted sites, and with explicit inclusion of parents families
stablish a community safety advisory board to review data and provide recommendations
Form an O ce of Racial quity Chief quity Officer or another institutionalized method for accountability
within the city government, and hold city leaders accountable for equity outcomes.
xpand support and information to address housing insecurity and homelessness (including rental and cash
assistance, with support available regardless of documentation status
xpand free a ordable outside of school enrichment programs and support youth leadership development
(especially for teenagers in an anti racist way, with targeted sites, and with explicit inclusion of
parents families
Create a response team for mental health crises, substance use, and homelessness focused on con ict
management de escalation and linking people to supportive services
Number of Commissioners Identifying Approach in Their Top 10
Support low income and students of color in att endance participation during and post distance learning
Continue to leverage available land assets and both public and private resources to increase housing that is
a ordable with preference for people who live and or work in SSF (e.g., wo rkforce housing, developing
housing on church owned property
Develop expand the community navigator, promotores, and or peer to peer model to help caregivers learn
about, connect to, and navigate supportive services
Strengthen community cohesion through community engagement e orts to build cross cultural tr ust
especially with residents of color and low income residents
xpand community based public safety approaches, including con ict resolution, restorative justice
approaches, skills based education on bystander intervention
Implement universal preschool and pre (high quality early childhood education in an anti racist way, with
targeted sites, and with explicit inclusion of parents families
stablish a community safety advisory board to review data and provide recommendations
Form an O ce of Racial quity Chief quity Offi cer or another institutionalized method for acc ountability
within the city government, and hold city leaders accountable for equity outcomes.
xpand support and information to address housing insecurity and homelessness (including rental and cash
assistance, with support available regardless of documentation status
xpand free a ordable outside of school enrichment programs and support youth leadership development
(especially for teenagers in an anti racist way, with targeted sites, and with explicit inclusion of
parents families
Create a response team for mental health crises, substance use, and homelessness focused on con ict
management de escalation and linking people to supportive services
Number of Commissioners Identifying Approach in Their Top 10 (1
xpand ethnic studies and culturally res ponsive practices and content in standard school curr icula with
explicit engage ment inclusion of parents families
Construct another licensed preschool facility in the Wes tborough neighborhood and other neighborhoods in
an anti racist way , with targeted sites, and with explicit inclusion of parents families
Analyze and publicly pres ent selected SSF D data, (e.g., on tra c stops and arrests by demographics
and location
nsure training and performance reviews related mitigating and minimizing impact of providers individual
level racism on service provision
xpand support for low income res idents to receive available high value bene ts that increase household
self su ciency, including by integ rating these into existing paperwork and procedures
everage school district assets to provide housing that is a ordable for teachers and school district
employees in SSFUSD
Track and review data on client patient trajectories and outcomes by race ethnicity and take action to
address where disparities disproportionality increases
xpand preventative and health services (e.g., dental available to underserved City residents
rovide essential res ources prioritizing low income families and predominantly communities of color
disproport ionately impacted by COVID
Reduce documentation required to participate in services or receive resources
Identify alternate SSF D response to misdemeanor o enses and infractions
Support res idents of color and low income residents in starting and retaining small busines ses
Strengthen existing policies to increase support for low income renters
Number of Commissioners Identifying Approach in Their Top 10 (
Inves t in m ental health an d wellne ss programs t o prom ote real safety and healing fo r SSF youth
x pa nd im plicit bias tr aining for SSF D
xpand care er pipelines lin kin g res id en ts of co lor in key neig hb orh oo ds and w ith d isabilit ies with car ee rs
w ith sustainable wages
xpand ethnic studies and culturally responsive practices and content in standard school curricula with
explicit engagement inclusion of parents families
Construct another licensed preschool facility in the Westborough neighborhood and other neighborhoods in
an anti racist way, with targeted sites, and with explicit inclusion of parents families
Analyze and publicly present selected SSF D data, (e.g., on tra c stops and arrests by demographics and
location
nsure training and performance reviews related mitigating and minimizing impact of providers individual
level racism on service provision
xpand support for low income residents to receive available high value bene ts that increase household
self su ciency, including by integrating these into existing paperwork and procedures
everage school district assets to provide housing that is a ordable for teachers and school district
employees in SSFUSD
Track and review data on client patient trajectories and outcomes by race ethnicity and take action to
address where disparities disproportionality increases
xpand preventative and health services (e.g., dental available to underserved City residents
rovide essential resources prioritizing low income families and predominantly communities of color
disproportionately impacted by COVID
Reduce documentation required to participate in services or receive resources
Identify alternate SSF D response to misdemeanor o enses and infractions
Support residents of color and low income residents in starting and retaining small businesses
tre gthe e isti g po icies to i crease s pport or o i come re ters
Invest in mental health and wellness programs to promote real safety and healing for SSF youth
xpand implicit bias training for SSF D
xpand career pipelines linking residents of color in key neighborhoods and with disabilities with careers
with sustainable wages
Support low income and students of color in attendance participation during and post distance learning
Continue to leverage available land assets and both public and private resources to increase housing that is
a ordable with preference for people who live and or work in SSF (e.g., workforce housing, developing
housing on church owned property
Develop expand the community navigator, promotores, and or peer to peer model to help caregivers learn
about, connect to, and navigate supportive services
Strengthen community cohesion through community engagement e orts to build cross cultural trust
especially with residents of color and low income residents
xpand community based public safety approaches, including con ict resolution, restorative justice
approaches, skills based education on bystander intervention
Implement universal preschool and pre (high quality early childhood education in an anti racist way, with
targeted sites, and with explicit inclusion of parents families
stablish a community safety advisory board to review data and provide recommendations
Form an O ce of Racial quity Chief quity Officer or another institutionalized method for accountability
within the city government, and hold city leaders accountable for equity outcomes.
xpand support and information to address housing insecurity and homelessness (including rental and cash
assistance, with support available regardless of documentation status
xpand free a ordable outside of school enrichment programs and support youth leadership development
(especially for teenagers in an anti racist way, with targeted sites, and with explicit inclusion of
parents families
Create a response team for mental health crises, substance use, and homelessness focused on con ict
management de escalation and linking people to supportive services
Number of Commissioners Identifying Approach in Their Top 10
Support low income and students of color in att endance participation during and post distance learning
Continue to leverage available land assets and both public and private resources to increase housing that is
a ordable with preference for people who live and or work in SSF (e.g., workforce housing, developing
housing on church owned property
Develop expand the community navigator, promotores, and or peer to peer model to help caregivers learn
about, connect to, and navigate supportive services
Strengthen community cohesion through community engagement e orts to build cross cultural tr ust
especially with residents of color and low income residents
xpand community based public safety approaches, including con ict resolution, restorative justice
approaches, skills based education on bystander intervention
Implement universal preschool and pre (high quality early childhood education in an anti racist way, with
targeted sites, and with explicit inclusion of parents families
stablish a community safety advisory board to review data and provide recommendations
Form an O ce of Racial quity Chief quity Offi cer or another institutionalized method for acc ountability
within the city government, and hold city leaders accountable for equity outcomes.
xpand support and information to address housing insecurity and homelessness (including rental and cash
assistance, with support available regardless of documentation status
xpand free a ordable outside of school enrichment programs and support youth leadership development
(especially for teenagers in an anti racist way, with targeted sites, and with explicit inclusion of
parents families
Create a response team for mental health crises, substance use, and homelessness focused on con ict
management de escalation and linking people to supportive services
Number of Commissioners Identifying Approach in Their Top 10 (1
xpand ethnic studies and culturally res ponsive practices and content in standard school curricula with
explicit engage ment inclusion of parents families
Construct another licensed preschool facility in the Wes tborough neighborhood and other neighborhoods in
an anti racist way , with targeted sites, and with explicit inclusion of parents families
Analyze and publicly pres ent selected SSF D data, (e.g., on tra c stops and arr ests by demographics
and location
nsure training and performance reviews related mitigating and minimizing impact of providers individual
level racism on service provision
xpand support for low income res idents to receive available high value bene ts that increase household
self su ciency, including by integ rating these into existing paperwork and procedures
everage school district assets to provide housing that is a ordable for teachers and school district
employees in SSFUSD
Track and review data on client patient trajectories and outcomes by race ethnicity and take action to
address where disparities disproportionality increases
xpand preventative and health services (e.g., dental available to underserved City residents
rovide essential res ources prioritizing low income families and predominantly communities of color
disproport ionately impacted by COVID
Reduce documentation required to participate in services or receive resources
Identify alternate SSF D response to misdemeanor o enses and infractions
Support res idents of color and low income residents in starting and retaining small busines ses
Strengthen existing policies to increase support for low income renters
Number of Commissioners Identifying Approach in Their Top 10 (
Invest in m ental health and wellness p rogram s to prom ote real safety and healing fo r SSF you th
xpand imp licit bias tr ainin g for SS F D
xpand career pipeli nes lin kin g r es id en ts of color in key neig hborhoods and with disabilit ies w ith caree rs
with sustain ab le w ages
South San Francisco Commission on Racial & Social Equity | Commission Report
40
Expand career pipelines linking residents of color in key neighborhoods
and with disabilities with careers with sustainable wages
Expand implicit bias training for SSFPD
Invest in mental health and wellness programs to
promote real safety and healing for SSF youth
Strengthen existing policies to increase support for low-income renters
Support residents of color and low-income residents
in starting and retaining small businesses
Identify alternate SSFPD response to misdemeanor offenses and infractions
Reduce documentation required to participate in services or receive resources
Provide essential resources prioritizing low-income families and
predominantly communities of color disproportionately impacted by COVID
Expand preventative and health services (e.g., dental)
available to underserved City residents
Track and review data on client/patient trajectories and outcomes by race/ethnicity
and take action to address where disparities/disproportionality increases
Leverage school district assets to provide housing that is
affordable for teachers and school district employees in SSFUSD
Expand support for low-income residents to receive available high-value
benefits that increase household self-sufficiency, including by
integrating these into existing paperwork and procedures
Ensure training and performance reviews related to mitigating and
minimizing impact of providers’ individual-level racism on service provision
Analyze and publicly present selected SSFPD data, (e.g., on
traffic stops and arrests by demographics and location)
Construct another licensed preschool facility in the Westborough
neighborhood and other neighborhoods in an anti-racist way, with
targeted sites, and with explicit inclusion of parents/families
Expand ethnic studies and culturally responsive practices and content in standard
school curricula with explicit engagement/inclusion of parents/families
xpand ethnic studies and culturally responsive practices and content in standard school curricula with
explicit engagement inclusion of parents families
Construct another licensed preschool facility in the Westborough neighborhood and other neighborhoods in
an anti racist way, with targeted sites, and with explicit inclusion of parents families
Analyze and publicly present selected SSF D data, (e.g., on tra c stops and arrests by demographics and
location
nsure training and performance reviews related mitigating and minimizing impact of providers individual
level racism on service provision
xpand support for low income residents to receive available high value bene ts that increase household
self su ciency, including by integrating these into existing paperwork and procedures
everage school district assets to provide housing that is a ordable for teachers and school district
employees in SSFUSD
Track and review data on client patient trajectories and outcomes by race ethnicity and take action to
address where disparities disproportionality increases
xpand preventative and health services (e.g., dental available to underserved City residents
rovide essential resources prioritizing low income families and predominantly communities of color
disproportionately impacted by COVID
Reduce documentation required to participate in services or receive resources
Identify alternate SSF D response to misdemeanor o enses and infractions
Support residents of color and low income residents in starting and retaining small businesses
tre gthe e isti g po icies to i crease s pport or o i come re ters
Invest in mental health and wellness programs to promote real safety and healing for SSF youth
xpand implicit bias training for SSF D
xpand career pipelines linking residents of color in key neighborhoods and with disabilities with careers
with sustainable wages
Support low income and students of color in attendance participation during and post distance learning
Continue to leverage available land assets and both public and private resources to increase housing that is
a ordable with preference for people who live and or work in SSF (e.g., workforce housing, developing
housing on church owned property
Develop expand the community navigator, promotores, and or peer to peer model to help caregivers learn
about, connect to, and navigate supportive services
Strengthen community cohesion through community engagement e orts to build cross cultural trust
especially with residents of color and low income residents
xpand community based public safety approaches, including con ict resolution, restorative justice
approaches, skills based education on bystander intervention
Implement universal preschool and pre (high quality early childhood education in an anti racist way, with
targeted sites, and with explicit inclusion of parents families
stablish a community safety advisory board to review data and provide recommendations
Form an O ce of Racial quity Chief quity Officer or another institutionalized method for accountability
within the city government, and hold city leaders accountable for equity outcomes.
xpand support and information to address housing insecurity and homelessness (including rental and cash
assistance, with support available regardless of documentation status
xpand free a ordable outside of school enrichment programs and support youth leadership development
(especially for teenagers in an anti racist way, with targeted sites, and with explicit inclusion of
parents families
Create a response team for mental health crises, substance use, and homelessness focused on con ict
management de escalation and linking people to supportive services
Number of Commissioners Identifying Approach in Their Top 10
Support low income and students of color in attendance participation during and post distance learning
Continue to leverage available land assets and both public and private resources to increase housing that is
a ordable with preference for people who live and or work in SSF (e.g., workforce housing, developing
housing on church owned property
Develop expand the community navigator, promotores, and or peer to peer model to help caregivers learn
about, connect to, and navigate supportive services
Strengthen community cohesion through community engagement e orts to build cross cultural trust
especially with residents of color and low income residents
xpand community based public safety approaches, including con ict resolution, restorative justice
approaches, skills based education on bystander intervention
Implement universal preschool and pre (high quality early childhood education in an anti racist way, with
targeted sites, and with explicit inclusion of parents families
stablish a community safety advisory board to review data and provide recommendations
Form an O ce of Racial quity Chief quity Officer or another institutionalized method for accountability
within the city government, and hold city leaders accountable for equity outcomes.
xpand support and information to address housing insecurity and homelessness (including rental and cash
assistance, with support available regardless of documentation status
xpand free a ordable outside of school enrichment programs and support youth leadership development
(especially for teenagers in an anti racist way, with targeted sites, and with explicit inclusion of
parents families
Create a response team for mental health crises, substance use, and homelessness focused on con ict
management de escalation and linking people to supportive services
Number of Commissioners Identifying Approach in Their Top 10 (1
xpand ethnic studies and culturally res ponsive practices and content in standard school curr icula with
explicit engage ment inclusion of parents families
Construct another licensed preschool facility in the Wes tborough neighborhood and other neighborhoods in
an anti racist way , with targeted sites, and with explicit inclusion of parents families
Analyze and publicly pres ent selected SSF D data, (e.g., on tra c stops and arr ests by demographics
and location
nsure training and performance reviews related mitigating and minimizing impact of providers individual
level racism on service provision
xpand support for low income res idents to receive available high value bene ts that increase household
self su ciency, including by integ rating these into existing paperwork and procedures
everage school district assets to provide housing that is a ordable for teachers and school district
employees in SSFUSD
Track and review data on client patient trajectories and outcomes by race ethnicity and take action to
address where disparities disproportionality increases
xpand preventative and health services (e.g., dental available to underserved City residents
rovide essential res ources prioritizing low income families and predominantly communities of color
disproportionately impacted by COVID
Reduce documentation required to participate in services or receive resources
Identify alternate SSF D response to misdemeanor o enses and infractions
Support res idents of color and low income residents in starting and retaining small busines ses
Strengthen existing policies to increase support for low income renters
Number of Commissioners Identifying Approach in Their Top 10 (
Inves t in m ent al health and wellness p rogram s to prom ote real safety and healin g fo r SS F you th
xpand im p licit bias tr ainin g for SS F D
xp an d ca reer pipelines linking res id ents of color in key neig hb orh oods an d w ith d isab ilities w ith caree rs
with susta in ab le w a ges
South San Francisco Commission on Racial & Social Equity | Commission Report
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Advancing Equity in South San
Francisco
In the first phase of the planning process, the Commission set out to listen and learn about
community experiences and needs, review data, and prioritize ways to effectively address individual,
institutional, and structural racism through programs, policies, and practices. By the end of Phase 1,
the Commission had successfully identified and prioritized draft approaches for the first year of
implementation.
Making sure that each approach addressed specific racial and social inequities within South San
Francisco, however, required taking a closer look.
The Strategic Process
Phase 2: From January through May of 2021, Commission meetings were structured to present best
and promising practices, review additional data and information, gather Commissioner and
community input, and to finalize goals. This time marked the process of moving from draft approaches
to developing a final set of strategies, with a focus on ensuring that each strategy was designed to
meet the specific needs of South San Francisco.
To do this, the Commission invited local, regional, and national leaders to provide in depth information
about similar successful strategies implemented in other areas. The Commission also gathered
financial and legal information from City staff about how to tailor and implement each strategy in
South San Francisco. During this time, some approaches were combined into one strategy. In other
cases, City staff prepared full staff reports outlining detailed implementation considerations. For all
strategies, City staff began identifying action steps, leads and timelines for year 1 implementation (see
Action Plan for more detail).
South San Francisco Commission on Racial & Social Equity | Commission Report
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Meeting Goals Guest Speakers Number of
participants
Phase 2
Meeting 8:
Jan 25
● Review accomplishments from Phase I
and provide overview of Phase II
● Review draft goals, strategies, and
action steps (developed from Phase I
approaches)
● Identify considerations to ensure the
strategies focus on racial + social equity
No guest speakers
92 participants
76 views of
recording on
YouTube
Meeting 9:
Feb 17
● Review updates and draft actions for
strategies related to the equity and
inclusion officer, engagement to
support community cohesion, and
expanding educational resources
● Identify considerations to ensure the
strategies focus on racial + social equity
Cheska Torres Ibasan,
Ethan Mizzi, Youth Advisory
Council
58 participants
69 views of
recording on
YouTube
Meeting
10:
Mar 17
● Review updates and additional
information related to the Community
Safety and Equity Advisory Board
● Identify recommendations to ensure
the strategy is focused on racial + social
equity
Tony DuVoix, Shaina
Pomerantz, Brody Sargent-
Portland Police Equity Council
Graham Young, Captain,
National City Police
Department
67 participants
26 views of
recording on
YouTube
Meeting
11:
Apr 21
● Review updates and additional
information related to expanding
support to address housing insecurity
for those who experience inequities,
and increasing housing that is
affordable
● Identify recommendations to ensure
the strategies are focused on racial and
social equity
Nell Selander Deputy Director
Economic & Community
Development
Eric Yurkovich, Raimi +
Associates South San
Francisco General Plan
Update
50 participants
37 views of
recording on
YouTube
Meeting
12:
May 19
● Review accomplishments from Phase I +
Phase II and provide overview of
Phase III
● Review + gather Commissioner
feedback on updated vision statement
● Gather feedback on draft rationales and
outcomes for Goals 1 + 2
No guest speakers
56 participants
62 views of
recording on
YouTube
South San Francisco Commission on Racial & Social Equity | Commission Report
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The Process of Developing Goals
During Phase 2, the Commission emphasized the importance of making sure that all strategies and
action steps were designed and implemented to meet the needs of people of color and historically
disenfranchised community members in South San Francisco. Commissioners confirmed aspirational
goals to achieve its mission and vision. ach of the Commission’s goals is presented below along with
a corresponding rationale about the goal’s importance to advancing racial and social equity in South
San Francisco.
GOAL 1: Ensure ongoing oversight and accountability to advance racial
and social equity in South San Francisco
Why is Goal 1 important for South San Francisco?
Eliminating structural and systemic racism and other inequities requires a thoughtful, systematic
approach and sustained, coordinated efforts across communities and sectors. Commissioners and
other South San Franciscans are excited about the strategies developed by the Commission and want
these strategies to be implemented in order to make meaningful change. Accountability -- keeping
the community updated about how strategies are implemented, progress, and challenges -- is critical
to strengthening trust in the City's commitment to promoting racial and social equity. One way to
ensure that racial and social equity initiatives are coordinated and address structural and institutional
root causes of racial and social inequities is to establish a position that coordinates and oversees this
work.
GOAL 2: Ensure the safety of community members of color by
eliminating racist practices and policies in the criminal justice system
Why is Goal 2 important for South San Francisco?
The killing of George Floyd catalyzed people in South San Francisco and throughout the nation to
advocate for addressing structural racism and re-imagining public safety. Re-imagining public safety
must include ways to support people in crisis instead of criminalizing them. Transparency and
accountability related to police department policies, procedures, and data can increase community
members' trust in the City's government and provide an important opportunity to identify and
address inequities. Positive relationships between community members are critical to feeling and
being safe--and strong relationships between local government and historically disenfranchised
communities promotes community safety for all.
South San Francisco Commission on Racial & Social Equity | Commission Report
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GOAL 3: Target resources and support to residents of color to reduce
gaps created by structural inequities
Why is Goal 3 important for South San Francisco?
In San Mateo County, structural racism and other inequities have been woven throughout its systems
for centuries. These systemic harms and barriers to success have created wide opportunity gaps in
employment, economic, and educational opportunities. Systemic inequity denies access to supportive
resources for those targeted by racial and social discrimination. In addition to addressing root causes,
eliminating inequities requires recognizing and rectifying cumulative harms. Within the context of the
COVID-19 pandemic, it has been crucial for providers to be mindful of communities with limited
resources to meet their needs and to build trust.
GOAL 4: Ensure local land use planning increases access to resources
and opportunities for people of color and other historically
disenfranchised community members
Why is Goal 4 important for South San Francisco?
The mismatch between housing costs and income throughout the Bay Area and the insufficient
number of housing units available for very low income, lower income, and middle-income households
is the result of decades of national, regional, and local policy decisions. Communities of color are
disproportionately burdened by extremely high housing costs and are also more likely to experience
housing instability as a result. The federal government has provided support primarily to white
families to purchase their homes, and these families have often then been able to use the asset of the
home’s value to access more opportunities (e.g., higher education, opening a business). In contrast,
people of color have had numerous barriers to buying and maintaining the value of their homes,
ranging from being denied loans because of redlining to being more likely to receive subprime loans.
The City’s process to update its eneral lan (the City’s long-range guidance for land use, growth, and
development: for more information see https://shapessf.com/) started before the Commission was
convened and will be completed after the Commission sunsets, providing an important opportunity
to promote racial and social equity in South San Francisco over the next few decades.
South San Francisco Commission on Racial & Social Equity | Commission Report
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Identifying Specific Strategies for South San Francisco
CRSE Planning Terms & Definitions
● Approaches: Recommended ways to address racial and social equity in South San Francisco
(e.g., supported by Commission and community input as well as evidence and/or best or
promising practices) considered in Phase I
● Goals: Aspirational areas of change identified by the Commission
● Strategies: Developed from approaches, tailored to address racial and social inequities in
South San Francisco
Commissioners recommended grouping similar approaches into a single strategy. Commissioners
also gave feedback on draft goals and strategies presented at the January 2021 Commission meeting,
and the goals and strategies were revised based on that feedback along with conversations during
subsequent Phase 2 Commission meetings.
Moving from draft approaches to a final strategy for Goal 1
Draft Approaches with Commission Support→
Bold = one of 11 approaches Commissioners voted to focus on in first year of
implementation
Strategy
Form an Office of Racial Equity or other institutionalized method
for accountability within the city government and hold city
leaders accountable for equity outcomes.
Approaches related to using data and/or trainings that should be
coordinated by the office or staff person focused on accountability
and racial equity:
● Ensure training and performance reviews related to
mitigating and minimizing impact of providers’ individual-
level racism on service provision
● Expand implicit bias training for SSFPD
● Track and review data on client/patient trajectories and
outcomes by race/ethnicity and take action to address where
disparities/disproportionality increases
Strategy 1.1: Establish 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.
South San Francisco Commission on Racial & Social Equity | Commission Report
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Moving from draft approaches to final strategies for Goal 2
Draft Approaches →
Bold = one of 11 approaches Commissioners voted to focus on in first year
of implementation
Strategies
Create a response team for mental health crises, substance
use, and homelessness focused on conflict management/de-
escalation and linking people to supportive services
Strategy 2.1: Create a
community wellness and
crisis response team for
mental health crises,
substance use, and
homelessness focused on
conflict management, de-
escalation and linking people
to supportive services
Establish a community safety advisory board to review data and
provide recommendations
Approaches identified as being within the scope of the Community
Safety and quity Advisory Board’s work:
● Expand community-based public safety approaches,
including conflict resolution, restorative justice
approaches, and skills-based education on bystander
intervention
● Analyze and publicly present selected SSFPD data, (e.g., on
traffic stops and arrests by demographics and location)
● Identify alternate SSFPD response to misdemeanor
offenses and infractions
Strategy 2.2: Establish a
community safety and equity
advisory board to review
data, provide
recommendations, and build
trust
Strengthen community cohesion through community
engagement efforts to build cross-cultural trust especially with
residents of color and low-income residents
Strategy 2.3: Strengthen
community cohesion through
community engagement
efforts to build cross-cultural
trust with a focus on
residents of color and low-
income residents
South San Francisco Commission on Racial & Social Equity | Commission Report
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Moving from draft approaches to final strategies for Goal 3
Draft Approaches →
Bold = one of 11 approaches Commissioners voted to focus on in first year
of implementation
Strategies
Develop/expand the community navigator, promotores, and/or
peer-to-peer model to help community members learn about,
connect to, and navigate supportive services
Reduce documentation required to participate in services or receive
resources
Provide essential resources prioritizing low-income families and
predominantly communities of color disproportionately impacted
by COVID
Strategy 3.1: Expand linkage
and navigation support for
people of color and other
historically disenfranchised
communities and build trust
between community
members and the City
Expand career pipelines linking residents of color in key
neighborhoods and with disabilities with careers with sustainable
wages
Support residents of color and low-income residents in starting and
retaining small businesses
Expand support for low-income residents to receive available high-
value benefits that increase household self-sufficiency, including by
integrating these into existing paperwork and procedures
Strategy 3.2: Expand
economic opportunities for
people of color and other
historically disenfranchised
communities
Expand support and information to address housing insecurity
and homelessness (including rental and cash assistance, with
support available regardless of documentation status)
Strengthen existing policies to increase support for low-income
renters
Strategy 3.3: Expand
information and support to
address housing insecurity
for people of color and other
historically disenfranchised
communities
Expand free/affordable outside-of-school enrichment programs
and support youth leadership development (especially for
teenagers) in an anti-racist way, with targeted sites, and with
explicit inclusion of parents/families
Strategy 3.4 Expand
educational resources for
people of color and other
historically disenfranchised
communities
South San Francisco Commission on Racial & Social Equity | Commission Report
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Implement universal preschool and pre-K (high quality early
childhood education) in an anti-racist way, with targeted sites,
and with explicit inclusion of parents/families
Support low-income and students of color in attendance/
participation during and post-distance learning
Construct another licensed preschool facility in the Westborough
neighborhood and other neighborhoods in an anti-racist way, with
targeted sites, and with explicit inclusion of parents/families
Expand ethnic studies and culturally responsive practices and
content in standard school curricula with explicit
engagement/inclusion of parents/families
Expand preventative and health services (e.g., dental) available to
underserved City residents
Invest in mental health and wellness programs to promote real
safety and healing for South San Francisco youth
Strategy 3.5: Expand physical
health and mental health
services for people of color
and other historically
disenfranchised communities
Moving from draft approaches to a final strategy for Goal 4
Draft Approaches →
Bold = one of 11 approaches Commissioners voted to focus on in first year of
implementation
Strategy
Continue to leverage available land assets and both public and
private resources to increase housing that is affordable with
preference for people who live and/or work in South San
Francisco (e.g., workforce housing, developing housing on
church owned property)
Leverage school district assets to provide housing that is affordable
for teachers and school district employees in SSFUSD
Strategy 4.1: Leverage
available land assets to
expand housing affordable to
people of color and other
historically disenfranchised
communities
During each of the Commission meetings in Phase 2, Commissioners were asked to identify
considerations to ensure that each strategy is tailored to address racial and social equity in South San
Francisco during implementation. These considerations are included in the Action Plan (see pg. X).
Commissioners provided feedback on draft outcomes and measures for selected strategies.
South San Francisco Commission on Racial & Social Equity | Commission Report
49
Customized Strategies for South San Francisco
Creating opportunities for communication across sectors and with community members proved to
be one of the strongest sources of insight for Commission members. During the process of moving
from draft approaches to final strategies, Commissioners considered how to expand work to address
racial and social inequities already taking place in South San Francisco.
In many cases, the City has already made remarkable progress on selected strategies because work
was underway before the Commission was seated. This section includes updates on the progress
already being made by the City.
Information and input that shaped the strategy for Goal 1
Strategy 1.1
Establish a dedicated staff position (e.g., Equity and Inclusion Officer) to
institutionalize accountability, advance equity initiatives and monitor
equity-related outcomes throughout South San Francisco.
What do we know from best or promising practices?
● Diversity, Equity, and Inclusion (DEI) initiatives within local governments ensure
accountability, support decision making informed by the needs and priorities of
communities of color and enhance the quality of service delivery. These initiatives also aim
to increase representation and reallocate resources to promote equitable outcomes to
improve the lives of those who have been systematically disenfranchised and to prevent
unintentional “blind spots” in legislation that ultimately harm communities of color .
● Over the last several years, jurisdictions in Oakland (2015), Minneapolis (2017), San
Francisco (2019), and most recently Redwood City (2021) have established DEI offices along
with Diversity, Equity, and Inclusion positions. These offices and positions have varied
agendas but have primarily focused on adopting racial equity frameworks and serving as
agents of accountability and oversight of the implementation of racial equity action plans
to help advance local racial equity goals and outcomes.
● The creation of an Equity and Inclusion Officer as a city staff position in South San Francisco
would ensure that a City staff member is dedicated to addressing issues related to bias,
systemic racism, diversity, equity, and inclusion, and ensure all City activiti es are viewed
through this lens.
● An Equity and Inclusion Officer can bring an understanding of successful policies and best
practices around racial equity, analytical and organizational skills, and be able to work
effectively and collaboratively with a variety of City staff as well as members of the public.
The Officer can inspire teams and work inter-departmentally and strengthen
communication and collaboration between the City of South San Francisco and South San
Francisco’s diverse communities.
South San Francisco Commission on Racial & Social Equity | Commission Report
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In Their Own Words
• “What [we are] talking about is a Diversity [and Inclusion position]. Someone who would
be tasked with the ongoing engagement and assessment of these efforts and with a
community engagement piece. Sort of a point person office so once this commission’s
work is done, someone will be checking in with all of the various agencies of the City to
make sure... we are staying on track. Housing... these initiatives in one central office
would make a lot of sense.”
• “I was thinking about some of these cross-cutting ideas that pop up in each category like
data, community voice, and thinking about structures within the City that can enable that
long-term like a racial equity office or director where all of these initiatives live and there’s
someone accountable for them and who can hold other people accountable as well. [It is
important to consider] these issues that don’t really fit in a specific vertical but are super
important and critical to make sure that all the initiatives actually happen.”
- South San Francisco Commissioners
Strategy 1.1: Where are we now?
● City of South San Francisco created a job description for the
Officer position at the City
● Recruited and hired a management fellow to serve as an
Equity and Inclusion Officer for the City
● The Officer will begin working July 2021 for the City
South San Francisco Commission on Racial & Social Equity | Commission Report
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Information and input that shaped the strategies for Goal 2
Strategy 2.1
Create a community wellness and crisis response team for mental health
crises, substance use, and homelessness focused on conflict management,
de-escalation and linking people to supportive services
What do we know from best or promising practices?
● Inadequate mental health services across the country have meant that police are usually
the first to respond to someone in a mental health and/or substance use crisis. Nationally,
it is estimated that 20% of police calls are related to mental health and/or substance use
crises. Annually, South San Francisco responds to approximately 360 calls that involve
someone with a connection to mental illness.
● Data show that linking people with mental health issues to the justice system is ineffective
and inefficient, and that people experiencing mental health crises are more appropriately
served through the mental health care system. Unfortunately, due to lack of behavioral
health services, law enforcement has been identified as the first responders to individuals
in crisis. This lack of resources reduces the level and quality of care that a person in crisis
receives and further strains the relationship between law enforcement and community.
● The work of the Commission is a driving force for the creation of the Community Wellness
and Crisis Response Team (CWCRT) pilot program in South San Francisco. CWCRT is a
streamlined community health response to those experiencing a mental health crisis.
Individuals experiencing mental health crisis are often suffering from a range of traumatic
experiences, including but not limited to racism, discrimination, poverty, homelessness,
abuse, and/or substance use, identified mental health diagnosis and/or co-occurring
disorders.
● People of color and marginalized populations are less likely to be diagn osed or identified
to have a mental illness and less likely to access mental health treatment, which leads to
increased contact with law enforcement.
● The CWCRT collaboration would interrupt this pattern and provide needed mental health
services for a person in crisis instead of involving them in the criminal justice system.
South San Francisco Commission on Racial & Social Equity | Commission Report
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In their Own Words:
• “We would like to... improve mental health and emotional and social resilience.”
- Community member
• “[We] need more preventative measures [to deal with mental health crises].”
• “As a police department we’re always trying to get better… we know that there’s room for
improvement.”
- South San Francisco Commissioners
Strategy 2.1: Where are we now?
● San Mateo County established the community wellness
response team as a 2-year pilot program with various cities
across the county. As part of this program, there will be a
full-time mental health clinician on-site in South San
Francisco to respond with law enforcement to assist
individuals in mental health crises.
● In addition to responding to mental health crises, the
clinician will also be able to conduct follow-ups with
individuals, collaborate with the outreach services and
provide mental health related training to first responders.
● The Gardner Center/Stanford University will be evaluating
the program and will identify metrics and collect relevant
data to report program outcomes and effectiveness.
South San Francisco Commission on Racial & Social Equity | Commission Report
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Strategy 2.2
Establish a Community Safety Advisory Board
What do we know from best or promising practices?
○ Community Safety Advisory Boards (CSA) are multi-stakeholder collaboratives
designed to facilitate communication between community members, police, and other
city public safety employees. The aim is to improve public confidence, promote and
ensure transparency, foster accountability, and encourage community input into
improving public safety. CSAs are effective in identifying and highlighting systemic
racism within public safety practices and procedures.
○ Examples of various types of community safety advisory boards include the advisory
council in Portland, Oregon and the Community and Police Relations Commission in
National City.
○ Portland, Oregon Police Equity Advisory Council. The City has an Equity and Inclusion
Office within the olice Chief’s office. They are responsible for forwarding equity work
throughout the bureau. The goals of the Police Equity Advisory Council (PEAC) are to
have open and honest feedback and contribute to current and future work. PEAC
meetings are open to the public, have presentations and hear from the community on
how efforts are addressing equity. The meetings are informal in order to receive
community feedback and are structured to be open and inclusive spaces for the
community. They are also results driven. Portland also has a five-year Racial Equity Plan.
○ National City Police Department. The National City Community and Police Relations
Commission provides a forum for citizens to voice concerns about police conduct,
practices, and policies. The forum examines police practices and policies as they pertain
to conduct issues and identifies opportunities to mediate adversity between the Police
Department and citizen complaints. A Final Internal Affairs report is submitted to the
Commission for review and the Board may request further review of a case. Decisions
of the Board are advisory and non-binding.
Possible Responsibilities for an Advisory Board in South San Francisco
○ Review and recommend changes to policies and procedures
○ Gather community input on policies and procedures to inform their recommendations
○ Identify policies and procedures to consider in the bargaining process
○ Educate community about complaint process, receive complaints, refer complaints to
investigation process, and track trends around complaints
In their own words:
● “The Community Advisory Board should forge relationships with other boards to share
best practices and learn together, and the Equity Officer should have a role in forming
and working with the Advisory Board.”
South San Francisco Commission on Racial & Social Equity | Commission Report
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● “There needs to be a review to ensure goals are being met in a timely manner.”
● “[We need to] ensure the youth voice is at the table and continue to work with YAC.”
● “Our underrepresented communities do have voices and it’s our job if we have a seat at
the table to elevate those voices for the sake of the greater good.”
- South San Francisco Commissioners
Strategy 2.2: Where are we now?
After reviewing models of Community Safety Advisory Boards from
across the United States and the legal limitations placed on South San
Francisco as a General Law city, a hybrid community safety advisory
board is recommended for South San Francisco, to be named the
Community Safety and Equity Advisory Board (Advisory Board).
Focusing on a holistic approach to community safety which includes
housing, education, social services, and policing.
The Advisory Board aims to:
● Achieve transparency, accountability and a reduction in fear
and misconduct associated with law enforcement, while
offering enhanced safety nets that support communities
previously harmed by isolation and systemic injustice.
● Build trust to restore dignity and equity in community
participation and decision making.
● Apply an equity lens to provide a sense of safety through
strengthening partnerships that aid in crime reduction, and
fair treatment through investment in arenas that promote and
create safe, healthy, and thriving communities.
● Provide a safe space for residents to raise issues of racial
and/or social equity which impact all areas of our city,
including public safety, and will provide an environment for
making recommendations for change.
● Review and recommend changes to policies and procedures
and gather community input on policies and procedures to
inform their recommendations.
● Educate the community about the complaint process, receive
complaints, refer complaints to the investigation process and
track trends around complaints.
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Strategy 2.3
Strengthen community cohesion through community engagement efforts
to build cross-cultural trust with a focus on residents of color and low -
income residents
What is South San Francisco currently doing?
● CERT (Community Emergency Response Team) training participant manual is available
in Spanish and Chinese.
● South San Francisco CERT currently working with Spanish-language faith community to
engage community members
In their own words:
● “We need to ensure that community members who do not speak nglish as their first
language are engaged, feel welcome, and programs activities meet their needs.”
● “There is a need for improved outreach to strengthen community cohesion.”
● “There is a need to coordinate with the expanded promotores program [to increase
engagement and build trust].”
● “We need to identify additional programs and efforts (beyond CERT) to ensure that
community cohesion and trust increases among SSF residents.”
- South San Francisco Commissioners
Strategy 2.3: Where are we now?
The program is expanding to include targeting CERT offerings
in specific neighborhoods (Old Town), creating a teen CERT
program and expanding workplace CERT training.
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Information and input that shaped the strategies for Goal 3
Strategy 3.1
Expand linkage and navigation support for people of color and other
historically disenfranchised communities and build trust between
community members and the City
What do we know from best and promising practices?
Promotores and Community Navigators:
● Provide essential resources to low-income families and predominantly communities of
color disproportionately impacted by COVID
● Support residents to navigate, access, and utilize complex and often confusing service
systems
● Reduce language and literacy barriers that keep residents from learning about available
resources (and therefore from utilizing them)
● Support low-income residents to receive available high-value benefits that increase
household self-sufficiency
What has worked in South San Francisco?
● Utilizing bilingual, bicultural City staff helping to connect residents with supportive
resources
○ Lifeline Transportation project
○ Job Connect and Community Learning Center (CLC) Computer Lab Services
● Promoting culturally responsive, linguistically appropriate community engagement
○ Census 2020 Outreach
○ Equity Lanes Project
In their own words:
● “[We need to serve] residents with language barriers and provide better access to
services.”
● “Residents may have difficulty accessing services and [may feel] fear if undocumented.”
- South San Francisco Commissioners & Community Members
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Strategy 3.1: Where are we now?
● South San Francisco is currently identifying and engaging
bilingual South San Francisco City staff for participation
as promotores
● To reduce language barriers, the City can provide
interpreters who translate community and City Council
meetings conducted in English for both participants and
attendees.
Strategy 3.2
Expand economic opportunities for people of color and other historically
disenfranchised communities
What do we know about South San Francisco community needs?
● The following issues emerged from the extensive community input process for the
Community Collaboration for Children’s success project in South San Francisco:
○ Lack of high-paying jobs for youth
○ Lack of housing for families
○ Unaffordable rent
○ Too much poverty
○ Too much gentrification
How is South San Francisco responding to these needs?
● Small business & entrepreneurship resource center
○ Provided by Renaissance Entrepreneurship Center
○ $467,000 contract approved by Council on April 14, 2021 to serve 200+ businesses
● Workforce development services
○ Provided by JobTrain
○ $404,000 contract approved by Council on April 14, 2021 to serve 100+ individuals
● South San Francisco City Council is currently considering a Basic Income program
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Strategy 3.3
Expand information and support to address housing insecurity for people of
color and other historically disenfranchised communities
How is South San Francisco currently addressing housing insecurity?
● Federal, State, and County COVID-related renter assistance now delivered through one
portal: HousingisKey.com
● Technical assistance + City renter assistance available through YMCA:
ymcasf.org/community-resource-center-ymca
● Legal help through Legal Aid & Project Sentinel: RenterHelp.net
● City Red-tag Ordinance (assistance to those displaced when housing is deemed
uninhabitable)
● Reaching out to people of color and other historically disenfranchised communities about
resources during the pandemic by:
○ Sending postcards in 4 languages to renter-occupied households
○ Sending fliers to local organizations and businesses in 4 languages
○ Providing updates via eblasts and social media
○ Providing updates on simple URL: ssf.net/RenterHelp (with Translate button for
site)
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Strategy 3.4:
Expand educational resources for people of color and other historically
disenfranchised communities
How is South San Francisco currently supporting and expanding educational resources for
people of color and other historically disenfranchised communities?
Examples of Current South San Francisco Programs that promote equity
● Minimizing documentation required to participate in programs to reduce barriers for
immigrant and migrant worker families
● Keeping fees low and leveraging outside subsidies to reduce costs further for low -income
families
● Enrollment in summer camps is in-person to enter a lottery and payment can be made in
installments
● Ensuring program employees speak languages of participants
● Targeting programming and other resources (e.g., free books, food, robust park
improvements) to specific neighborhoods
Current South San Francisco Programs that Address Opportunity Gaps
● Full-day preschools (7:30am-6:00pm year-round)
● After School Education and Safety (ASES) afterschool at Title I elementary schools at no
cost to families
● roject Read’s earning Wheels Van
● Expanded (and free!) access to STEAM equipment (e.g., robots, 3D printers) and
programming
● Targeted in-person programming to address academic and social-emotional learning
(loss or slow-down) during COVID
● Free laptop use and internet access
Current Ways South San Francisco is Reducing Barriers to Participation
● No library late/overdue fees for children or teens – to be expanded soon to all ages
● Multilingual preschool and family story times
● Partnership with SSFUSD and SMCOE to issue library cards to all students
Continued on next page
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60
Continued from previous page
● Targeted support for families in need for technology and tech literacy to address distance
learning
● Distributed 300 free laptops to low-income residents, along with one-year free internet
service, as part of the Technology Access Program funded by the City
● Coming soon: inclusive and interpretive playground on campus for new Main Library and
Community Center
South San Francisco established indoor and outdoor public wi-fi locations including:
Indoors at:
● City Hall
● Community Learning Center
● Municipal Services Building
● Main Library
● Magnolia Senior Center
Outdoors at:
● Orange Memorial Park
● Westborough Park
As of September 2020, SSFUSD
● Distributed 2,637 hotspots to schools
● Distributed 4,640 Dell Chromebooks to
schools
● Loaned 135 Dell Chromebooks to staff
● Loaned 35 MacBooks to staff
● Loaned 35 hotspots to staff
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Information and input that shaped the strategy for Goal 4
Strategy 4.1
Leverage available land assets to expand housing affordable to people of
color and other historically disenfranchised communities
What is currently happening in South San Francisco?
South San Francisco is in the process of updating the housing element. This process is:
● An opportunity every 8 years to plan for how much housing South San Francisco needs
and where it should go
● A key part of the General Plan with specific requirements, including review and
certification by the state
● A response to projected growth as determined by the state and region
What do we know about housing needs in South San Francisco?
The following themes emerged from community engagement for the South San Francisco General
Plan Update:
● Need for more housing, particularly affordable housing
● Need for ownership housing to enable wealth building
● Housing unaffordability has led to overcrowding
● Desire to equitably distribute growth
● Need more renter protections to address housing displacement and gentrification
● Concern about single family zoning as an exclusionary practice
● Need to address homelessness crisis
● Need for creative solutions (e.g., community land trust)
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Sustaining & Accelerating Change
This section outlines recommendations for moving forward with this important work.
The South San Francisco Racial Equity Action Plan
This Racial Equity Action Plan presents the goals, strategies, outcomes, and metrics for year one
Implementation. It is intentionally ambitious, and balances building on existing work while also
identifying new areas of work that the Commission believes will result in critical change. The first year
of implementing this Action Plan focuses on areas of work that will be led by the City of South San
Francisco (along with recent funding dedicated to local organizations that are leading work in key
areas).
This Action Plan is designed to be updated over time to reflect additional strategies and action steps
that include more local organizations and institutions also working to increase racial and social equity
in South San Francisco. In future years, the aim is to expand collaborative efforts (e.g., with local
organizations and institutions) that align with the priorities identified by the Commission in order to
have a coordinated and therefore deeper impact. By working together, these efforts will be more
effective and make a bigger impact than if carried out by one person or a single organization.
“ ’ be an empty
gesture. I want what we decide as a committee
v .” - South San Francisco Commissioner at the August 8, 2020 Commission Meeting
“T important, ’
.”
-Community Member at the May 19, 2021 Commission Meeting
This first year will set the stage for continuing the work into the future. Th is has been a community
effort—take a look at what the Commission has done. We invite you to join us in the critical journey
to broaden and deepen racial and social equity in South San Francisco.
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How the South San Francisco Racial Equity Action Plan is Organized
The strategies identified in the South San Francisco Racial Equity Action Plan evolved from best and
promising practices that were presented as example approaches at Phase I Commission meetings
held August-November 0 0 (for more information, please see “The Opportunity to Listen and Learn,”
page 14). The strategies included here reflect Commissioner priorities for the first 12 months of
implementation (for an explanation of how the approaches presented in Phase I evolved into the
strategies presented in the Action Plan, please see “Advancing Equity in South San Francisco,” page
41). The Commissioner-identified considerations presented in this Action Plan emerged from focused
conversations on each of the strategies. These conversations were facilitated during Phase 2
Commission meetings held January-April 2021 (for more information, see “Advancing Equity in South
San Francisco,” page 41).
Actions were identified in collaboration with City departments taking the lead on each strategy and
based on the status of the strategy (e.g., existing program with practices to be modified).
South San Francisco Commission on Racial & Social Equity | Action Plan
First Year Action Plan Strategies
This Action Plan focuses on those strategies that Commissioners prioritized
for the first year of implementation (August 2021-July 2022). The prioritized
strategies are shown below.
GOAL 1: Ensure ongoing oversight and
accountability to advance racial and social equity
in South San Francisco
Strategy 1.1: Establish 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.
GOAL 2: Ensure the safety of community members
of color by eliminating racist practices and policies
in the criminal justice system
Strategy 2.1: Create a community wellness and crisis response
team for mental health crises, substance use, and homelessness
focused on conflict management, de-escalation and linking
people to supportive services
Strategy 2.2: Establish a Community Safety and Equity Advisory
Board to review data, provide recommendations, ensure
accountability, and build trust
Strategy 2.3: Strengthen community cohesion through
community engagement efforts to build cross-cultural trust with
a focus on residents of color and low-income residents
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South San Francisco Commission on Racial & Social Equity | Action Plan
GOAL 3: Target resources and support to
residents of color to reduce gaps created by
structural inequities
Strategy 3.1: Expand linkage and navigation support for low-
income, people of color and other historically disenfranchised
community members and build trust between community
members and the City
Strategy 3.2: Expand economic opportunities for people of
color and other historically disenfranchised community members
Strategy 3.3: Expand information and support to address
housing insecurity for people of color and other historically
disenfranchised community members
Strategy 3.4: Expand educational resources for people of color
and other historically disenfranchised community members
GOAL 4: Ensure local land use planning increases
access to resources and opportunities for people
of color and other historically disenfranchised
community members
Strategy 4.1: Leverage available land assets to expand
housing affordability to people of color and other historically
disenfranchised community members
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accountability equity in SSF
South San Francisco Commission on Racial & Social Equity | Action Plan
GOAL 1
Ensure ongoing oversight and accountability to advance racial and social equity in South San Francisco
To lead a systematic effort to advance racial and social equity throughout the City of South San
Francisco, the Commission on Racial and Social Equity prioritized one key strategy:
Strategy 1.1: Establish a dedicated staff position
(e.g., Equity and Inclusion Officer) to institutionalize
accountability, advance equity initiatives and monitor
equity-related outcomes.
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South San Francisco Commission on Racial & Social Equity | Action Plan
Strategy 1.1
Establish 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.
The South San Francisco Commission on Racial & Social Equity
identified the following considerations to ensure that Strategy 1.1 is
implemented in a way that effectively promotes racial and
social equity.
CONSIDERATION 1• Prioritize the skills and experience that the Equity and
Inclusion Officer should have:
The Commission stressed the importance of hiring an empathetic person
with a track record of effectively and proactively forming trusting relationships
with residents of color and with members of other historically disenfranchised
communities; someone who has a clear understanding of historic and current
racial and social inequities and has successfully implemented strategies to
promote racial and social equity at the local government level. Commissioners
also recommend that the qualifications include being bilingual and
culturally responsive.
CONSIDERATION 2
• Develop and implement the South San Francisco Racial and
Social Equity Action Plan:
The primary responsibility of the Equity and Inclusion Officer will be to
coordinate implementation of this South San Francisco Racial and Social Equity
Action Plan. This Action Plan reflects the priorities identified by the Commission
and South San Francisco community members, and lays out a plan of action
that includes new programs, activities, and initiatives that amplify racial and
social equity in South San Francisco.
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South San Francisco Commission on Racial & Social Equity | Action Plan
CONSIDERATION 3
• Infuse diversity, equity, inclusion, and anti-racism
throughout South San Francisco:
To ensure that diversity, equity and inclusion are systematically implemented
throughout South San Francisco, the Equity and Inclusion Officer will begin by
working closely and collaboratively with South San Francisco City department
leads. The Equity and Inclusion Officer will support the leads to identify
opportunities to increase racial and social equity in internal and external
practices, programs, and policies. A central component of this work requires
a focused effort to build trust and strong relationships with leaders and
employees across South San Francisco departments. This work will involve
identifying how racial inequities impact people differently (e.g., economic
status, age) and therefore will require specific approaches to address
these differences.
CONSIDERATION 4
• Engage community members most impacted by racial
and social inequities:
Effective implementation of this Action Plan requires that those who are
most impacted by and bear the burden of inequities are involved in how
these strategies are implemented. It also requires that those most impacted
by inequities are invited to review progress and provide feedback along the
way. Gathering feedback will require expanding and deepening community
engagement efforts (e.g., with promotores, see Strategy 3.1) and ensuring that
diverse community voices are centered.
CONSIDERATION 5
• Engage young community members of color:
Young people in South San Francisco must be included in this work. In order for
this to happen, the Equity and Inclusion Officer should work closely with youth
and provide meaningful opportunities for them to lead. An example might
include working closely with the Youth Advisory Committee (YAC).
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South San Francisco Commission on Racial & Social Equity | Action Plan
CONSIDERATION 6
• Track progress towards racial and social equity goals:
The Commission recognizes the importance of identifying meaningful and
realistic metrics to track progress. While a number of outcomes and measures
have been identified, the Commission recommends reviewing, confirming,
and adding to the metrics below once the Equity and Inclusion Officer has
been selected (e.g., develop and implement a City survey on racial and social
equity every 2-3 years). Once metrics are confirmed, it will be critical to set up
mechanisms to track those data systematically. These data will help the City
and broader community understand more about the progress being made and
where or how adjustments should be made to the strategies and action steps.
CONSIDERATION 7
• Provide regular progress status updates to the
South San Francisco community:
The Commission recommends that the Equity and Inclusion Officer provides
regular updates to the community and City Council on the progress, challenges,
and adjustments related to the strategies and action steps. The Commission
also recommends providing these updates at the Community Safety and Equity
Advisory Board should provide regular updates to the City Council (see Strategy
2.2).
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South San Francisco Commission on Racial & Social Equity | Action Plan
Strategy 1.1 Implementation Actions
LEADCity Manager’s Office
TIMELINEJuly 2021
1 Hire a City management fellow to be South San Francisco Equity and Inclusion Officer to lead this work.
LEADSouth San Francisco Equity and Inclusion Officer
TIMELINETBD
2 Conduct a racial equity audit (i.e., review South San Francisco City practices and policies to identify barriers, opportunities, and recommendations).
LEADSouth San Francisco Equity and Inclusion Officer
TIMELINETBD
3 Connect with/network with similar positions in other jurisdictions to stay informed about emerging best/promising practices and new resources.
LEADSouth San Francisco Equity and Inclusion Officer
TIMELINETBD
5 Launch and coordinate the Community Safety and Equity Advisory Board (see Strategy 2.2).
LEADSouth San Francisco Equity and Inclusion Officer
TIMELINEAnnually
6 Collect and analyze key data for all South San Francisco City Departments to track progress (e.g., race/ethnicity, zip code) and to establish baseline data and comparisons for the future.
LEADSouth San Francisco Equity and Inclusion Officer
TIMELINETBD
4
Coordinate and facilitate conversations/listening sessions with South San Francisco City Departments representatives, leaders of community organizations, and community members; and present findings to the Community Safety and Equity Advisory Board to review and discuss further.
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South San Francisco Commission on Racial & Social Equity | Action Plan
LEADSouth San Francisco Equity and Inclusion Officer
TIMELINEAnnually
7 Make recommendations based on findings from South San Francisco City Department data (see task 6 above) to increase racial and social equity.
LEADSouth San Francisco Equity and Inclusion Officer
TIMELINEEvery 2 Years
8 Develop and conduct racial and social equity training/s for all City staff (e.g., implicit bias, include related competencies in performance reviews).
LEADSouth San Francisco Equity and Inclusion Officer
TIMELINEOnce Officer is Hired
9 Make recommendation for including metrics related to racial and social equity in performance review.
LEADSouth San Francisco Equity and Inclusion Officer
TIMELINETBD
10 Oversee community engagement efforts (targeted to those most impacted by racial and social inequities in South San Francisco) to ensure participation in the Community Safety and Equity Advisory Board.
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South San Francisco Commission on Racial & Social Equity | Action Plan
Outcomes
The change we want to see in South San Francisco
Increase coordination and collaborations between City departments, community organizations, and community members to address racial and social inequities in South San Francisco
Increase community engagement (especially with community members most impacted by racial and social inequities) to advance racial and social equity in South San Francisco
Increase systematic data collection and analyses related to racial and social equity in South San Francisco
Measures
Possible data to track intended changes
Implement and update the South San Francisco Racial and Social Equity Action Plan annually
Develop a standardized approach to tracking data to address racial and social disparities
Increase the number and types of South San Francisco policies and procedures that explicitly address racial and social equity
Prepare and present annual community information reports (e.g., report on data collected, progress on implementing strategies) related to achieving racial and social equity in South San Francisco
Outcomes & Measures for Strategy 1.1
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safety community
South San Francisco Commission on Racial & Social Equity | Action Plan
GOAL 2
Ensure the safety of community members of color by eliminating racist practices and policies in the criminal justice system
The Commission on Racial and Social Equity was created to gather community input, in particular,
related to policing and community safety and to identify ways to increase safety for community
members of color in South San Francisco. The following strategies were prioritized by the South San
Francisco Commission for the first year of implementation to promote racial and social equity in South
San Francisco related to this overarching goal.
Strategy 2.1: Create a community wellness
and crisis response team for mental health crises,
substance use, and homelessness focused on conflict
management, de-escalation and linking people to
supportive services
Strategy 2.2: Establish a community safety and
equity advisory board to review data, provide
recommendations, and build trust
Strategy 2.3: Strengthen community cohesion
through community engagement efforts to
build cross-cultural trust with a focus on
residents of color and low-income residents
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South San Francisco Commission on Racial & Social Equity | Action Plan
Strategy 2.1
Create a community wellness and crisis response team for
mental health crises, substance use, and homelessness focused
on conflict management, de-escalation and linking people to
supportive services
The Commission on Racial & Social Equity identified the following
considerations to ensure that Strategy 2.1 is implemented in a way
that effectively promotes racial and social equity.
CONSIDERATION 1• Hire a South San Francisco mental health clinician for the
community wellness and crisis response team:
The Commission recommends a bilingual, Spanish speaking person of color
and/or culturally responsive person and ideally someone who has lived in South
San Francisco/knows South San Francisco well is selected for this position. This
position will focus on de-escalating crises and creating the conditions for people
of color in South San Francisco to feel more supported/safer, especially during
an emergency response. The mental health clinician will partner with members
of the Police Department to build commitment and understanding of this new
program; and ultimately to provide timely mental health support for community
members in crisis.
CONSIDERATION 2
• Support training for the community wellness and crisis
response team:
In order for the crisis response team to be successful and to develop a
common understanding across roles and professional training, the Commission
recommends developing and conducting trainings for all members of the
response team. Topics should include a focus on racial and social equity, the
range of symptoms related to mental health crises, de-escalation techniques,
culturally sensitive response tactics, anti-bias awareness and skills, among
others; trainings should take place on an annual basis.
CONSIDERATION 3
• Ensure that response procedures center community needs:
The Commission recommends that the primary language spoken by the person
in crisis be identified at the time of the dispatch call in order to best meet the
person’s needs by communicating with them in their native language.
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South San Francisco Commission on Racial & Social Equity | Action Plan
CONSIDERATION 4
• Ensure that the evaluation assesses racial and
social equity outcomes (both positive impacts and
unintended consequences):
The Commission recommends that the Gardner Center work closely with the
Equity and Inclusion Officer (and the Community Safety and Equity Advisory
Board) to ensure that racial and social equity are central in the design,
implementation and analysis of the evaluation and evaluation data. An example
includes tracking key demographics of people who are diverted from arrest as
well as those who are arrested (e.g., race/ethnicity, age).
CONSIDERATION 5
• Establish clear parameters for accountability:
The Commission believes that this program will only be successful if clear
parameters are established related to accountability and the parameters are
shared and discussed with community members. For example, identifying a
clear response process, documenting the steps taken in a crisis response, and
sharing the approach with the community will help increase an understanding
of how the program will work. The Commission also recommends identifying
procedures for any unexpected or unsuccessful outcomes, including what
happens in the case that there is a difference between the mental health
clinician and police officer in the recommended approach to take in a
crisis situation.
CONSIDERATION 6
• Regularly update community members and City Council on
progress:
The Commission recommends establishing regular updates to community
members and City Council (e.g., 2 times per year, annually) to explain how
the program will work, describe the roles of each team member, and review
evaluation measures and findings.
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South San Francisco Commission on Racial & Social Equity | Action Plan
Strategy 2.1 Implementation Actions LEADCity Manager’s Office, City Attorney, and City Council working with County
TIMELINEJan 2021
1 Develop Memorandum of Understanding between City and County to share costs and clarify roles and responsibilities for pilot program.
LEADCounty of San Mateo (BHRS) for clinician, SSFPD for law enforcement
TIMELINESept-Dec 2021
2 Identify staffing for Community Wellness & Crisis Response Team 2-year pilot program.
LEADTBD
TIMELINESept-Dec 2021
3 Develop Procedure Manual.
LEADTBD
TIMELINEJuly-Sept 2021 (repeated annually)
4 Train Police and Dispatchers.
5
LEADTBD who from South San Francisco will coordinate with Gardner Center
TIMELINEDevelop metrics Sept-Dec 2021Ongoing evaluation 2021-2023
Work with Stanford University’s Gardner Center to identify evaluation metrics and to collect data for Gardner Center to analyze to evaluate effects and identify appropriate adjustments.
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South San Francisco Commission on Racial & Social Equity | Action Plan
TIMELINESept 20216Launch Community Wellness and Crisis Response Team program.
LEADMental Health Clinician
TIMELINEOngoing once program is launched
7 Mental health clinician responds with law enforcement to assist individuals in mental health crisis.
LEADMental Health Clinician
TIMELINEOngoing once program is launched
8 Follow up with clients and provide counseling, referral services.
LEADMental Health Clinician
TIMELINEOngoing once program is launched
9 Develop Memorandum of Understanding between City and County to share costs and clarify roles and responsibilities for pilot program.
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South San Francisco Commission on Racial & Social Equity | Action Plan
Outcomes
The change we want to see in South San Francisco
Increase timely and proactive access to appropriate behavioral health resources for those in crisis, especially for people of color in South San Francisco
Increase knowledge of mental health conditions
Increase effective intervention strategies among law enforcement personnel
Decrease certain types of police calls and police interactions/response with community members when not required (e.g., decrease calls requiring police response)
Measures
Possible data to track intended changes
Percent of 911 calls related to mental health, substance use, and/or homelessness responded to by team
Key demographics (e.g., race/ethnicity, age, zip code of residence) of people who are diverted from arrest as well as those arrested
Outcomes & Measures for Strategy 2.1
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South San Francisco Commission on Racial & Social Equity | Action Plan
Strategy 2.2
Establish a Community Safety and Equity Advisory Board
to review data, provide recommendations, and build trust
The Commission on Racial & Social Equity identified the following
considerations to ensure that Strategy 2.2 is implemented in a way that
effectively promotes racial and social equity.
CONSIDERATION 1• Ensure diverse membership on Advisory Board:
The membership of the Advisory Board should include significant representation
from those communities within South San Francisco that are most burdened
by structural inequities, with a focus on people of color and other historically
disenfranchised community members.
CONSIDERATION 2
• Conduct targeted and strategic outreach to key community
members to ensure that the Community Safety & Equity
Advisory Board (CSEAB) hears the perspectives of residents
most burdened by structural racism and other inequities:
• The Commission recommends that community outreach be done proactively and
strategically to ensure that diverse community members attend and participate
in Advisory Board meetings, especially community members who are from
historically marginalized and disenfranchised communities within South San
Francisco (e.g., people of color and other historically disenfranchised
community members).
• Commissioners recommend outreach efforts be coordinated with promotores
(see Strategy 3.1) to successfully engage Spanish-speaking Latinx community
members in South San Francisco (both in written form and verbally) and others to
ensure that outreach materials will be easily understood and accessible.
• The South San Francisco Commission recommends that the CSEAB use a range
of methods to invite community member engagement and conversations about
issues, needs, and solutions related to public safety. Since the formality of public
government meetings (e.g., to ensure that the Brown Act and other regulations
are followed) can be intimidating and unintentionally discourage the participation
of many residents, the Advisory Board might host community forums,
organize listening sessions at existing community meetings (e.g., school English
Learner Advisory Committees (ELAC), faith communities) to reduce barriers to
participation and so that Advisory Board members stay apprised of community
concerns and recommended solutions to community-identified issues.
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South San Francisco Commission on Racial & Social Equity | Action Plan
CONSIDERATION 3
• Create a community-friendly and safe place for community
members to build trust:
• As part of establishing a welcoming meeting culture and modeling
transparency, the Commission recommends that the Advisory Board
develop clear guidelines (e.g., bylaws) with a racial and social equity lens to
guide how the Advisory Board works together, including identifying roles
and responsibilities as well as the board’s approach to decision making.
Commissioners recommend that the Advisory Board operate with a trauma-
informed approach and that meetings support meaningful bi-directional
conversation (e.g., involving both Advisory Board members and members of
the public).
• The Commission also recommends the Advisory Board help create
opportunities for community members and members of the police, fire, and
other community safety departments to have conversations related to the
diverse lived experiences of community members related to public safety
and policing. Commissioners believe that this Advisory Board should focus
on promoting positive police-community relations with the ultimate aim of
providing improved services.
• The Commission supports having the Advisory Board provide a confidential
way for community members to submit complaints about alleged police
misconduct, in addition to existing complaint processes related to alleged
misconduct by City employees.
• Commissioners also recommend that the Advisory Board be leveraged to
support effective and timely communication between emergency responders
and community members. In particular, the Advisory Board could keep
the police department, fire department, and other emergency response
departments up-to-date on community needs and recommendations.
Emergency response service representatives (e.g., police, fire fighters, etc.)
could also proactively educate community members about the function and
role of emergency services.
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CONSIDERATION 4
• Identify possible changes to specific policies and practices
that will reduce structural inequities and increase safety
for residents of color and members of other historically
disenfranchised communities:
• The Commission supports establishing an Advisory Board charged with
making recommendations to improve equity, diversity, and inclusion related
to the emergency services offered in South San Francisco, including making
recommended changes related to public safety policies and procedures.
• The Equity and Inclusion Officer (see Strategy 1.1) will lead a review of
policies and practices in South San Francisco that prioritize early intervention
strategies that minimize involvement of youth in the criminal justice system.
The Equity and Inclusion Officer will present a summary of this review to the
Advisory Board in order for the Board to make recommendations.
• Both the Equity and Inclusion Officer (see Strategy 1.1) and the Advisory
Board will identify recommendations that expand community-based public
safety approaches (e.g., expanding conflict resolution and restorative justice
approaches, offering skills-based education on bystander de-escalation and
intervention tactics).
CONSIDERATION 5
• Emphasize accountability and transparency:
• Working closely with the Equity and Inclusion Officer, the Advisory Board
should regularly review local and national best and promising practices
related to reimagining public safety and the roles and focus of the
Advisory Board.
• The Advisory Board should review and make recommendations for how to
track progress/evaluate the Advisory Board’s work.
• The Advisory Board should also reflect on data and track trends related
to the effectiveness of the Advisory Board, and use those data to inform
recommendations for the future.
CONSIDERATION 6
• Recommend additional considerations regarding
membership composition:
• Commissioners recommend that a member of the City Council (or bridge
to City Council) participate on the Advisory Board to establish a clear line of
communication and help ensure that results and recommendations from the
Advisory Board move forward.
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Commission Recommendations for Community Safety and Equity Advisory Board
• Volunteer Advisory Board
• 9 members and 1 alternate member
• Members appointed by City Council
• Four-year terms
• Board should reflect South San Francisco’s
demographics
• Limited-English speakers
• People who are unhoused
• People living with mental illness and/or
substance use disorders
One or more member(s) from the following
communities
• Indigenous and First Nation
• African American
• Latinx
• Asian
• Immigrant and/or refugee
• LGBTQ
• Youth
• Faith
• Small business owners with connections
to low-income, people of color, and other
historically disenfranchised communities
• Justice impacted (e.g., people who have
been arrested, youth whose parents were
incarcerated)
• Expertise in the law and/or labor relations
Members should be residents
of South San Francisco and
demonstrate knowledge of
experiences of:
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Strategy 2.2 Implementation Actions
LEADEquity and Inclusion Officer
TIMELINETBD
1 The Equity and Inclusion Officer will begin by drafting rules of conduct, bylaws, etc. with a racial and social equity lens to guide the work of the Advisory Board.
LEADEquity and Inclusion Officer
TIMELINETBD2Led by the Equity and Inclusion Officer, the Advisory Board will design and oversee targeted and effective community outreach to stay apprised of community concerns.
LEADEquity and Inclusion Officer
TIMELINETBD
4
In coordination with the Equity and Inclusion Officer, the Advisory Board will review policies and practices, and advocate for early intervention strategies that minimize involvement of youth in the criminal justice system.
LEADEquity and Inclusion Officer
TIMELINETBD
5 In coordination with the Equity and Inclusion Officer, the Advisory Board will act as a conduit between the community, law enforcement, City Council, and other Boards and Commissions.
LEADEquity and Inclusion Officer
TIMELINETBD
3
Led by the Equity and Inclusion Officer, the Advisory Board will begin by initiating and leading courageous and honest conversations that increase South San Francisco employee and community awareness and accountability to issues of race, privilege, and inequity.
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LEADEquity and Inclusion Officer
TIMELINETBD
7
In coordination with Equity and Inclusion Officer, the Advisory Board will work to promote positive police-community relations in an effort to provide better services and expectations from the community and police.
LEADEquity and Inclusion Officer
TIMELINETBD
8 In coordination with Equity and Inclusion Officer, the Advisory Board will make recommendations to assist in identifying areas to improve equity, diversity, and inclusion in all areas, including public safety.
LEADEquity and Inclusion Officer
TIMELINETBD
6
In coordination with Equity and Inclusion Officer, the Advisory Board will keep the Police Chief apprised of the community’s need for police services, and assist in informing the community of public safety services, disaster preparedness, and function and role of the SSFPD.
LEADEquity and Inclusion Officer
TIMELINETBD
9
In coordination with Equity and Inclusion Officer, the Advisory Board will recommend appropriate changes of public safety policies and procedures toward the goals of safeguarding the rights of persons and promoting higher standards of competency, efficiency, and justice in the provision of community public safety services.
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Outcomes
The change we want to see in South San Francisco
Increase civic engagement and sense of belonging among community members
Increase community dialogue about public safety, with a focus on transparency and accountability
Measures
Possible data to track intended changes
Track demographics of Community Safety Advisory Board members and participating community members to ensure that the Advisory Board is engaging with persons of color and historically disenfranchised community members
Outcomes & Measures for Strategy 2.2
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Strategy 2.3
Strengthen community cohesion through community
engagement efforts to build cross-cultural trust with a focus on
residents of color and low-income residents
There are a number of current efforts in place in South San Francisco focused on
strengthening community cohesion through community engagement efforts,
including the expanded promotores program (see Strategy 3.1) and the Community
Emergency Response Team (CERT) program.
Currently, the CERT program:
• Offers the training participant manual in English, Spanish, and Chinese
• Works with Spanish-language faith community to engage community members
The Commission on Racial & Social Equity identified the following
considerations to ensure that Strategy 2.3 is implemented in a way
that effectively promotes racial and social equity. The Commission
on Racial and Social Equity recommend ensuring that the CERT
program prioritizes:
CONSIDERATION 1• Work closely with the promotores program:
The Commission recommends that the CERT program collaborate closely with
the promotores program (see Strategy 3.1) in order 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.
CONSIDERATION 2
• Continue to have explicit conversations about how to expand
and deepen trust between community members and the City:
Commissioners recognize the CERT program as an example of one of many
programs and opportunities that can help expand and deepen trust between
community members and the City. To ensure that community members
have ongoing opportunities to feel heard and engage in ways to address
racial and social equity, the Commission recommends discussing the CERT
program implementation and outreach further at the Community Safety
and Equity Advisory Board (see Strategy 2.2) to gather input and make
corresponding recommendations.
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Strategy 2.3 Implementation Actions
Target outreach for South San Francisco CERT offerings in specific South San Francisco neighborhoods (e.g., Old Town).
Coordinate with expanded promotores program (see Strategy 3.1).
Work with promotores program (See Strategy 3.1) to expand engagement to Latinx and faith-based communities.
Partner with library to ensure that key populations have access to information about CERT and other South San Francisco programs and resources.
Coordinate with the Community Safety and Equity Advisory Board (Strategy 2.2) to ensure that conversations continue to take place related to community cohesion, how to continue to find opportunities to build trust, etc.
LEADSouth San Francisco Fire Department
TIMELINETBD
LEADSouth San Francisco Fire Department
TIMELINETBD
LEADSouth San Francisco Fire Department
TIMELINETBD
LEADSSF Fire Department and promotores
TIMELINETBD
LEADEquity and Inclusion Officer
TIMELINETBD
1
2
3
4
5
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Outcomes
The change we want to see in South San Francisco
Increase participation of people of color and residents fluent in languages other than English in the South San Francisco Community Emergency Response Team (CERT) program
Measures
Possible data to track intended changes
Key demographic data of CERT participants (e.g., race/ethnicity, zip code, age)
Outcomes & Measures for Strategy 2.3
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resources support
South San Francisco Commission on Racial & Social Equity | Action Plan
GOAL 3
Target resources and support to residents of color to reduce gaps created by structural inequities
People of color and members of other historically marginalized and disenfranchised communities have
experienced the most harm from the COVID-19 pandemic’s health and economic impacts due to centuries of
cumulative, multi-generational structural racism and other inequities. Especially in the short term, supportive
resources and services are critical to prevent disparities from growing--but such resources are only effective if
they reach the communities most burdened by structural inequities. The following strategies were prioritized by
the South San Francisco Commission for the first year of implementation to promote racial and social equity in
South San Francisco related to this overarching goal.
Strategy 3.1: Expand linkage and navigation support for
people of color and other historically disenfranchised
community members and build trust between community
members and the City
Strategy 3.2: Expand economic opportunities for
people of color and other historically disenfranchised
community members
Strategy 3.3: Expand information and support to address
housing insecurity for people of color and other historically
disenfranchised community members
Strategy 3.4: Expand educational resources
for people of color and other historically
disenfranchised community members
South San Francisco Commission on Racial & Social Equity | Action Plan
Strategy 3.1
Expand linkage and navigation support for people of color and
other historically disenfranchised community members and
build trust between community members and the City
The Commission on Racial & Social Equity identified the following
considerations to ensure that Strategy 3.1 is implemented in a way
that effectively promotes racial and social equity.
Expanding linkages and navigation support through promotores and community
navigators is a cross cutting strategy that is connected to many other strategies
identified in this Action Plan. Promotores and community navigators will help
ensure that many other strategies in this action plan are implemented in a culturally
responsive way (see Strategies 2.2, 2.3, 3.2, 3.3, 3.4).
CONSIDERATION 1• Recruit and hire diverse and responsive promotores and community navigators:
To ensure that linkage and navigation support are culturally responsive and
effective, the Commission recommends that South San Francisco residents who
bring strong community relationships, trust and connections be recruited and
hired as promotores and community navigators.
CONSIDERATION 2
• Provide ongoing training for promotores and
community navigators:
Once the navigators and promotores are hired, ongoing trainings must be
provided to ensure that they are knowledgeable about requirements to access
and how to navigate services and service systems.
CONSIDERATION 3
• Reduce documentation to increase access to services:
The Commission recommends minimizing the documentation required to
access supportive resources (e.g., driver’s license, lease, pay stubs) to reduce
barriers to seeking and utilizing services, including eliminating requirements
whenever possible.
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CONSIDERATION 4
• Increase trust between community members and
South San Francisco City services:
The expanded promotores and community navigator programs should focus on
identifying trusted, multi-lingual, culturally responsive community promotores
and navigators to help residents of color learn about, connect to, and navigate
supportive services.
CONSIDERATION 5
• Address fear and stigma related to accessing services:
The Commission believes is it critical to address commonly felt stigma related to
accessing services (e.g., mental health services) among those most impacted by
racial and social inequities, as well as community concerns (e.g., that accessing
supportive services will trigger deportation proceedings).
CONSIDERATION 6
• Expand and target outreach to hard-to-
reach populations:
The program should encourage open dialogue and provide opportunities
to inform people of color and other historically disenfranchised community
members in South San Francisco about the range of supportive services and
resources that exist, as well as helping people connect with specific services.
Expanding outreach might include continuing to provide outreach materials
in multiple languages and using both paper and digital approaches (e.g., fliers
and posters in key locations including Grand Ave). Expanding outreach could
also include deepening partnerships with SSFUSD, faith communities, and other
institutions and organizations that work with hard- to- reach communities.
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CONSIDERATION 7
• Build on work done during the COVID-19 pandemic:
The City of South San Francisco has focused on providing essential resources
to low-income families and communities of color that are disproportionately
impacted by COVID-19 (i.e., ensure that these residents access/utilize available
support). The expansion program should build on lessons learned to continue
to best meet emerging needs of low-income families of color in
South San Francisco.
CONSIDERATION 8
• Focus on tracking progress and impact:
The South San Francisco Commission recommends tracking the demographics
of program participants before the launch of these expanded promotores and
health navigator programs in order to track change and impact over time. The
Commission also recommends that the program evaluate which resources and
referrals are utilized and the outcomes that result from accessing these services.
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Strategy 3.1 Implementation Actions
Identify and confirm program funding.
Meet and engage with community agencies for resource training.
Identify and engage bilingual South San Francisco city staff for participation.
Implement outreach strategy for informing community about navigators.
Develop customer service surveys to use to evaluate program.
Soft launch of services with review of evaluation findings from initial 3 months and adjustments to program as needed.
LEADCLC/SSF Library staff
TIMELINEApril-June 2021
LEADLibrary, Economic & Community Development Department
TIMELINEJuly-Sept 2021
LEADLibrary, Economic & Community Development Department
TIMELINEJuly-Sept 2021
LEADLibrary, Economic & Community Development Department
TIMELINEJuly-Sept 2021
LEADLibrary, Economic & Community Development Department
TIMELINEJuly-Sept 2021
1
2
3
4
5
6
LEADCLC/SSF Library staff
TIMELINEApril-June 2021
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Outcomes
The change we want to see in South San Francisco
Inform, educate, and empower the community through targeted outreach and education efforts
Ensure culturally and linguistically appropriate approaches are used in civic engagement opportunities
Increase use of supportive services by residents of color
Measures
Possible data to track intended changes
Demographic data for all people utilizing resources and services
Track utilization of key services by South San Francisco residents who are eligible
Track levels of fear in accessing health and social services
Outcomes & Measures for Strategy 3.1
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South San Francisco Commission on Racial & Social Equity | Action Plan
Strategy 3.2
Expand economic opportunities for people of color and
other historically disenfranchised community members
Since the launch of the Commission in August of 2020, the Commission has inspired
the City of South San Francisco to make important commitments to increase racial
and social equity in South San Francisco by focusing on those populations in South
San Francisco which are most impacted by racial and social inequities (i.e., low-
income, people of color and other historically disenfranchised community members).
One example is the City Council’s initiative to break the cycle of poverty in South
San Francisco by providing increased funding for wraparound services. This is an
overarching and multi-pronged approach and the City Council has dedicated
$2,210,000 to align with priorities and approaches discussed at the Commission on
Racial and Social Equity.
The Commission on Racial & Social Equity identified the following
considerations to ensure that Strategy 3.2 is implemented in a way
that effectively promotes racial and social equity.
CONSIDERATION 1• Support residents of color and low-income residents in starting and retaining small businesses:
The Commission understands that supporting residents to start and retain small
business assists in securing ongoing income and the diversity of small,
local businesses.
CONSIDERATION 2
• Expand career pipelines for residents of color and
low-income residents:
The Commission recommends creating and expanding career pipelines for
residents of color, low-income residents, and residents with disabilities in
key neighborhoods to support the development of careers (with a focus on
sustainable wages).
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Strategy 3.2 Implementation Actions LEADSouth San Francisco Economic & Community Development
TIMELINEDecember 2021
1 Establish and open a Community Resource Center in Downtown where multiple services will be offered.
LEADRenaissance Entrepreneurship Center (City Council approved contract of $467,000 contract to serve 200+ businesses
TIMELINEJuly 2021
2 Provide funds for small business and entrepreneurship resource center.
LEADJobTrain(City Council approved $404,000 4/14 to serve 100+ individuals)
TIMELINEJuly 2021
3 Provide workforce development services, including job training.
LEADLibrary, Economic & Community Development Department
TIMELINETBD
4 Establish 2 full-time Community Navigators (see Strategy 3.1 for more information).
LEADLibrary, Economic & Community Development Department
TIMELINETBD
5 Establish 3 part-time Promotores (see Strategy 3.1 for more information).
LEADTBD
TIMELINETBD
6 Continue to provide support for rental/food assistance.
LEADTBD
TIMELINETBD
7 Consider a Basic Income program (to increase income for key populations).
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Outcomes
The change we want to see in South San Francisco
Increase income for people of color and other historically disenfranchised community members
Increase in small, local businesses owned by residents of color (especially Latinx residents)
Measures
Possible data to track intended changes
Key demographics of program participants to ensure programs are reaching/engaging people of color and other historically disenfranchised community members
Outcomes & Measures for Strategy 3.2
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South San Francisco Commission on Racial & Social Equity | Action Plan
Strategy 3.3
Expand information and support to address housing insecurity
for low-income, people of color and other historically
disenfranchised community members
The City’s work to address housing insecurity is another example of how the
Commission has inspired the City of South San Francisco to expand efforts to
address racial and social equity and housing costs. The City’s approach to reducing
housing insecurity involves three overlapping and related areas: 1) increasing income
for key populations (see Strategy 3.2); 2) keeping people housed who are at risk
of homelessness; and 3) ensuring that residents can still afford to live in South San
Francisco. While the action steps are also interrelated, they are organized into two
areas as outlined in the table of actions below.
In addition to the action steps outlined below, the Commission
identified the following considerations to ensure that Strategy 3.3
advances racial and social equity in South San Francisco:
CONSIDERATION 1• Coordinate closely with promotores and community navigators:
Commissioners believe that leveraging the promotores and health navigators
(identified in Strategy 3.1) will ensure that key community members have
up to date information and are able to access and navigate available services.
Promotores and community navigators can also identify ways to reduce stigma
related to seeking out supportive resources.
CONSIDERATION 2
• Target outreach to neighborhoods where low-income, people
of color and other historically disenfranchised community
members live including:
The Commission recommends that resources to keep residents housed should:
• Continue to build on the effective outreach that is working for the COVID-19
vaccine education
• Focus on key community locations (e.g., Old Town residents, the Community
Resource Center, at public transit stops/stations and on transit)
• Ensure that meetings and community events are offered in multiple languages
and/or provide translation services and childcare
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• Continue to be distributed in a wide range of modes (e.g., printed materials,
radio, and virtual outreach materials, as well as through conversations with
the promotores and community navigators)
CONSIDERATION 3
• Partner with local organizations and institutions to increase
outreach opportunities:
Commissioners recommend partnerships include:
• Local universities (e.g., Skyline)
• SSFUSD/schools (especially since sites are being used for COVID testing and
vaccinations, food distribution, etc.)
• Local organizations that work in and with people of color and other
disenfranchised communities in South San Francisco
• Landlords (to educate them about their legal obligations and tenant right)
• Faith communities
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South San Francisco Commission on Racial & Social Equity | Action Plan
Strategy 3.3 Implementation Actions
To keep people housed who are at risk for becoming unhoused/homeless
Provide technical assistance + City renter assistance available through YMCA: ymcasf.org/community-resource-center-ymca
Provide legal help through Legal Aid & Project Sentinel: RenterHelp.net
To ensure that residents can still afford to live in South San Francisco
Continue to grow and expand South San Francisco City housing funds (from inclusionary fees).
Ensure people of color and other historically disenfranchised community members have access to minor home repair programs for low-income owners.
Coordinate with promotores and community navigators (Strategy 3.1) to ensure that key populations know about existing support and information (e.g., South San Francisco City Housing line that offers referrals/assistance in Spanish, rental and cash assistance programs).
Continue to provide Federal, State, and County COVID-related renter assistance now delivered through one portal: HousingisKey.com
LEADSouth San Francisco Economic & Community Development
TIMELINETBD
LEADSouth San Francisco Economic & Community Development
TIMELINETBD
LEADSouth San Francisco Economic & Community Development
TIMELINETBD
LEADSouth San Francisco Economic & Community Development
TIMELINETBD
LEADSouth San Francisco Economic & Community Development
TIMELINETBD
LEADCommunications Dept.
TIMELINETBD
1
2
3
4
5
6
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Outcomes
The change we want to see in South San Francisco
Increase upward economic mobility for residents of color
Keep people housed who are at risk of homelessness
Ensure that residents can still afford to live in South San Francisco
Measures
Possible data to track intended changes
Key demographics of small businesses receiving funds (e.g., race/ethnicity, location of business)
Key demographics of individuals receiving workforce development/job training (e.g., race/ethnicity, disability)
Outcomes & Measures for Strategy 3.3
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Strategy 3.4
Expand educational resources for people of color
and other historically disenfranchised community
members
Educational opportunities and resources include not only the K-12 school system
(primarily addressed by the South San Francisco Unified School District), but also
early childhood education, adult education and lifelong learning opportunities, and
out-of-school “enrichment” programming (e.g., sports teams, activities involving the
arts, leadership development programming) that supports holistic development.
Socioeconomic inequities interact to create an opportunity gap, with children and
youth from higher income families able to participate in holistic enrichment programs
(which are rarely available in California’s public schools--especially ones serving
predominantly low-income students) and children and youth from lower income
families missing out. In addition to this inequity, structural racism and other structural
inequities create additional barriers to academic success (e.g., curricula that centers
whiteness and does not reflect students’ identities or culture, disparate access to
reliable technology to participate in distance learning).
The Commission prioritized three approaches for the City to focus on in order to
reduce educational inequities:
• Implement universal preschool and pre-K (high quality early childhood education) in
an anti-racist way, with targeted sites, and with explicit inclusion of families,
• Support low-income and students of color at SSFUSD in attendance/participation
during and post-distance learning, and
• Expand free/affordable outside-of-school enrichment programs and support youth
leadership development (especially for teens) in an anti-racist way, with targeted
sites, and with explicit inclusion of families.
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The Commission on Racial & Social Equity identified the following
considerations to ensure that Strategy 3.4 is implemented in a way
that effectively promotes racial and social equity.
CONSIDERATION 1• Expand early childhood education for families of color and low-income families in South San Francisco and/or establishing universal preschool:
• Continue exploring possible funding to establish and maintain universal
preschool or to establish universal preschool for lower-income families.
• Explore facilities to expand or establish new early childhood education,
preschool, and pre-K programs in key neighborhoods (e.g., Old Town) and
along high frequency transit lines (especially those that connect with key
neighborhoods) -- this may include opportunities to develop/build new
facilities or to renovate/re-purpose existing buildings.
• Advocate in support of state and federal funding and programs that subsidize
or expand early childhood education.
CONSIDERATION 2• Support students around attendance and participation at SSFUSD:
• Identify specific resource gaps (e.g., wifi access, digital literacy) that make
it more challenging for low-income students, students of color, and
other historically disenfranchised community members (e.g., students
with disabilities, English language learners) to participate in classes and
meaningfully engage; and pilot approaches to addressing specific resources
gaps or barriers.
• Identify and pilot new ways to engage students and their families in school
engagement and learning.
CONSIDERATION 3• Ensure that City-run enrichment programs promote racial and social equity:
• Ensure 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.
• 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.
• 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 community members.
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Strategy 3.4 Implementation Actions
LEADTBD
TIMELINETBD
3 Ensure that staff, mentors, and presenters reflect community members’ demographics.
LEADTBD
TIMELINETBD
1 Review outreach/engagement process for existing resources, identify who is not being reached and how to address barriers to promote racial and social equity.
LEADTBD
TIMELINETBD
2
Leverage community navigator program (Strategy 3.1) to conduct effective outreach in non-English languages both via in-person and printed/paper materials.
Actions related to all 3 CRSE priorities for expanding educational resources
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LEADTBD
TIMELINETBD
4 City support for expanding eligibility birthdays for transitional kindergarten (TK) in low-income neighborhoods.
LEADParks and Rec
TIMELINETBD
6 Explore possible new facilities in key neighborhoods to provide preschool/pre-K.
LEADTBD
TIMELINETBD
7 Develop and implement Childcare Master Plan.
LEADParks and Rec
TIMELINETBD
8 Build new childcare facility in Westborough; continue to explore childcare at Orange Avenue Library.
LEADTBD
TIMELINETBD
5 Develop criteria to select people from waitlist for City preschools (e.g., Siebecker) that further equity (e.g., prioritizing children of low-wage workers).
To expand access to high quality early childhood education for families of color and low-income families in South San Francisco and/or implement universal preschool or pre-K:
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9
LEADTBD
TIMELINETBD
Add recurring agenda item and/or key questions focused on equity to existing regular collaborative meetings.
LEADTBD
TIMELINETBD
11 Identify specific resource gaps (e.g., wifi access, digital literacy) and how to address them.
LEADTBD
TIMELINETBD
10
Create a regular structured/systematic meeting between SSFUSD and City managers/leadership focused on proactively coordinating services to identify opportunity gaps and to identify other ways to reduce inequities.
LEADTBD
TIMELINETBD
12 Identify and pilot new ways to engage students and their families who are not currently participating/connected; evaluate what is working, how, and with whom.
To support students of color and low-income students in attendance and participation at SSFUSD (both during and after distance learning)
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LEADLibrary
TIMELINETBD
13 Identify how to get diverse books to people not visiting libraries (initially via summer reading program).
LEADCity Manager’s Office
TIMELINETBD
15 Convert South San Francisco Youth Advisory Council (YAC) to a Commission to increase influence on policy.
LEADTBD
TIMELINETBD
17 Develop mentorship/job pipeline to address structural inequities/opportunity gaps.
LEADHR
TIMELINETBD
14 Pilot summer youth/teen internship program within South San Francisco City departments with targeted recruitment to address opportunity gap via exposure to government.
LEADCity Manager’s Office
TIMELINETBD
16 Support YAC in developing speaker series on business language, job and resume skills, etc. that features speakers who reflect demographics of South San Francisco youth.
To ensure that City-offered enrichment programming promotes racial and social equity:
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Outcomes
The change we want to see in South San Francisco
Increase enrichment opportunities for children of color in South San Francisco
Increase youth development opportunities for youth of color in South San Francisco
Increase participation among low-income young people and their families in enrichment programs/leadership development programs
Reduce barriers to academic success
Measures
Possible data to track intended changes
Key demographics (e.g., race/ethnicity, socio-economic status) of participants in educational resource programming
Types of programs available
Outcomes & Measures for Strategy 3.4
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land opportunities
GOAL 4
Ensure local land use planning increases access to resources and opportunities for people of color and other historically disenfranchised community members
Although land use planning has reinforced and exacerbated structural racism and economic inequities, it is
also an important tool to encourage (or mandate) equitable development and to reduce displacement of low-
income residents and people of color. The current housing affordability crisis is largely the result of decades of
regional land use planning decisions -- and current changes to land use designations and the City’s long-term
General Plan provide an opportunity to proactively reduce structural inequities.
Recognizing both the current process to update the City’s General Plan and the disproportionate burden that
housing costs have on residents of color and lower-income residents, the Commission on Racial and Social
Equity prioritized one key strategy to focus on in this goal:
Strategy 4.1: Leverage available land
assets to expand housing affordable to
people of color and other historically
disenfranchised community members.
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Strategy 4.1
Leverage available land assets to expand housing affordable
to people of color and other historically disenfranchised
community members
The Commission on Racial & Social Equity identified the following
considerations to ensure that Strategy 4.1 is implemented in a way
that effectively promotes racial and social equity.
CONSIDERATION 1• Engage the community using clear language:
The Commission recognizes that the legal and regulatory constraints and
requirements related to building new housing (especially housing at varied
levels of affordability) is complex. To ensure that community members
(especially those whose primary language is not English and those with less
formal/academic education) are able to help shape these conversations, the
Commission has emphasized the importance of using clear language to explain
what “affordable housing” means, including defining area median income
(i.e., half of families in a region earn more than the median and half earn less
than the median) and explaining what this means for lowest income units.
CONSIDERATION 2
• Support lowest- and low-income families:
The Commission recommends targeting support for down payments to low-
and lowest-income families to ensure that these community members can
remain in South San Francisco.
CONSIDERATION 3
• Collect key data to track progress:
Collect and track demographics of people who buy and rent
deed-restricted affordable housing units.
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Strategy 4.1 Implementation Actions LEADSouth San Francisco Economic & Community Development Dept
TIMELINETBD
1 Support work to establish City and former Redevelopment Agency land to be declared surplus and offered first to affordable housing developers.
2
LEADSouth San Francisco Economic & Community Development Dept
TIMELINETBD
Align priorities identified by Commissioners with Housing Element and General Plan update.
3
LEADSouth San Francisco Economic & Community Development Dept
TIMELINETBD
Continue to work with SSFUSD to leverage school district assets to provide housing that is affordable for teachers and school district employees in SSFUSD.
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Outcomes
The change we want to see in South San Francisco
Decrease in costs for developing housing units that are affordable
Increase in housing units prioritized for people who already live and/or work in South San Francisco
Measures
Possible data to track intended changes
Track demographics of South San Francisco community members who participate in programs
Outcomes & Measures for Strategy 4.1
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SOUTH SAN FRANCISCO