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HomeMy WebLinkAbout03.16.22@600 SP CCWednesday, March 16, 2022 6:00 PM City of South San Francisco P.O. Box 711 (City Hall, 400 Grand Avenue) South San Francisco, CA Municipal Services Building, Council Chambers 33 Arroyo Drive, South San Francisco, CA Special City Council Special Meeting Agenda HYBRID IN-PERSON/VIRTUAL MEETING March 16, 2022Special City Council Special Meeting Agenda TELECONFERENCE MEETING NOTICE The purpose of conducting the meeting as described in this notice is to provide the safest environment for staff and the public while allowing for public participation. Councilmembers Coleman, Flores and Addiego, Vice Mayor Nicolas and Mayor Nagales and essential City staff may participate via Teleconference. Pursuant to Ralph M. Brown Act, Government Code Section 54953, all votes shall be by roll call due to council members participating by teleconference. The City Council may meet by teleconference, consistent with the Brown Act as amended by AB 361 (2021). Under the amended rules, the City will not provide a physical location for members of the public to participate in the teleconference meeting. American Disability Act: The City Clerk will provide materials in appropriate alternative formats to comply with the Americans with Disabilities Act. Please send a written request to City Clerk Rosa Govea Acosta at 400 Grand Avenue, South San Francisco, CA 94080, or email at [email protected]. Include your name, address, phone number, a brief description of the requested materials, and preferred alternative format service at least 24-hours before the meeting. Accommodations: Individuals who require special assistance of a disability -related modification or accommodation to participate in the meeting, including Interpretation Services, should contact the Office of the City Clerk by email at [email protected], 24-hours before the meeting. Notification in advance of the meeting will enable the City of South San Francisco to make reasonable arrangements to ensure accessibility to the meeting. Page 2 City of South San Francisco Printed on 3/16/2022 March 16, 2022Special City Council Special Meeting Agenda ZOOM LINK BELOW -NO REGISTRATION REQUIRED Join Zoom meeting https://ssf-net.zoom.us/j/85729987504 (Enter your email and name) Join by One Tap Mobile : US: +16699006833,,85729987504# or +12532158782,,85729987504# Join by Telephone: Dial (for higher quality, dial a number based on your current location): US: +1 346 248 7799 or +1 669 900 6833 or 833 548 0276 (Toll Free) Webinar ID: 857 2998 7504 How to observe the Meeting (no public comment): https://www.ssf.net/government/city-council/video-streaming-city-and-council-meetings/city-council How to submit written Public Comment before the City Council Meeting: Members of the public are encouraged to submit public comments in writing in advance of the meeting via the eComment tab by 4:00 p.m. on the meeting date. Use the eComment portal by clicking on the following link : https://ci-ssf-ca.granicusideas.com/meetings or by visiting the City Council meeting's agenda page. eComments are also directly sent to the iLegislate application used by City Council and staff. How to provide Public Comment during the City Council Meeting: 1) By Phone: (669) 900-6833. Webinar ID is 857 2998 7504. Click *9 to raise a hand to speak. Click *6 to unmute when called. By One tap mobile: US: +16699006833,,85729987504# or +12532158782,,85729987504# 2) Online at: https://ssf-net.zoom.us/j/85729987504 a. Enter an email address and name. The name will be visible online and will be used to notify you that it is your turn to speak. b. When the Clerk calls for the item on which you wish to speak, click on "raise hand." Speakers will be notified shortly before they are called to speak. c. When called, please limit your remarks to the time limit allotted. Page 3 City of South San Francisco Printed on 3/16/2022 March 16, 2022Special City Council Special Meeting Agenda Call to Order. Roll Call. Agenda Review. PUBLIC COMMENTS - Comments are limited to items on the Special Meeting Agenda. ADMINISTRATIVE BUSINESS Report regarding a study session on a potential planning and design study to replace the City Hall Annex. (Jacob Gilchrist, Director of Capital Projects) 1. Report regarding the status of the Child Care Master Plan and draft recommendations. (Kathleen White, Child Care Master Plan Consultant; Greg Mediati, Director of Parks and Recreation) 2. Adjournment. Page 4 City of South San Francisco Printed on 3/16/2022 City of South San Francisco Legislation Text P.O. Box 711 (City Hall, 400 Grand Avenue) South San Francisco, CA File #:22-77 Agenda Date:3/16/2022 Version:1 Item #:1. Report regarding a study session on a potential planning and design study to replace the City Hall Annex. (Jacob Gilchrist, Director of Capital Projects) RECOMMENDATION It is recommended that the City Council review a report regarding a study session on a potential planning and design study to replace the City Hall Annex and provide feedback to staff. BACKGROUND/DISCUSSION The City Hall Annex, located at 315 Maple Avenue is an 8,800 square foot City facility located on the City Hall block. Originally dedicated as the South San Francisco Police Station in 1949, it was used for that function until 1985 when the Police Department moved to the Municipal Services Building at 33 Arroyo Avenue. Currently the Annex houses the offices of the Building, Engineering, and Planning divisions. It also serves as the Permit Desk for these departments. This report to Council intends to explain the reasons to consider replacing the building and the initial steps to study a City Hall Annex replacement. The City Hall Annex is challenging to maintain, operate, and use. The building has significant safety and code compliance deficiencies. When considering the opportunity to reimagine the space currently taken by the Annex, Annex Storage building, and driveway, it is clear to staff that the Annex has outlived its useful life. In 2015, staff created a facility condition assessment of the Annex with assistance of an engineering consultant. The assessment notes several life/safety challenges with the building. The HVAC controls, windows, and electrical services were all rated as “poor” with a remaining useful life of 0-10 years. Since then, additional issues have arisen. The retaining wall adjacent to the Annex storage room is of particular concern as there is evidence of failing structural reinforcement of a wall that holds up a portion of the City Hall Parking Lot. While the assessment does not make a recommendation for a building replacement over renovation, the original construction method of the building makes it nearly impossible to renovate. The thick, poured concrete walls create a stout, bunker-like structure, but this construction method is notoriously difficult to modernize with contemporary air handling, electrical, and plumbing systems. Doing so would require puncturing walls that are likely to crack and crumble, causing structural concerns. The Annex and its surrounding functional area, including the adjacent landscape and storage room, present major issues regarding compliance with the Americans with Disabilities Act. Code requirements for accessibility mandate that buildings within a shared space and function, i.e. the City Hall Block, shall be accessible to each other without the need to use perimeter sidewalks. Currently, that is not the condition of the City Hall block. It is not possible to walk from City Hall to the Library or the Annex via an accessible path of travel without using the sidewalk. As such, disabled community members are required to navigate significantly longer distances to travel one building to another, creating an inequitable condition. As a staff space, the building is cramped and uncomfortable. Currently, Building is planning to convert two storage closets into office spaces. Already, one small conference area was turned into work spaces. The City of South San Francisco Printed on 3/11/2022Page 1 of 3 powered by Legistar™ File #:22-77 Agenda Date:3/16/2022 Version:1 Item #:1. conference room, which is used for permit reviews, Design Review Board meeting, and discussions with developers is small and difficult to use as a collaboration space. Part of this study will include reviewing current and future needs of the divisions housed in the Annex. Process for Study If directed to proceed, staff will use this initial budget to complete the following tasks: •Hire Design Team Staff is looking to hire experts in building and designing public spaces that are compatible with historic resources and also at the forefront of sustainable design. •Collect Historic Documents Replacing a facility of this age requires initial investigation work of the building history. Staff is currently reviewing the historic resource documents for City Hall and the Grand Avenue Library to determine what level of additional analysis is needed for the Annex. •Analyze and Assess Site While some site assessment work was completed during the Downtown Parking Garage study, further geologic and utility location analysis need to be completed in order to determine the optimal location for a replacement facility. •Establish Building and Landscape Program As the site constraints and opportunities become clear, staff will draft the overall program of elements for the plan. This program will include everything from interior staff spaces to outdoor park areas. •Develop Design Vision Using the established program, the design team will apply the program spaces to the site, creating a design vision that is at once forward thinking yet compatible with the adjacent historic buildings. •Present Draft Plan To City Council Following internal review of design options, staff will return to Council to present the Draft City Hall Annex Replacement design and an estimate of costs for planning, design, and construction. An initial budget of $3-400,000 would allow staff to proceed with the initial steps and review with Council to determine the ultimate project direction. Potential Vision Tentatively, pending review of existing conditions and historic preservation requirements, the vision is to replace the 8,800 sf building with roughly 15,000 sf of space to accommodate the following departments: ·Building ·Engineering ·Finance ·Information Technology (potentially) ·Planning Additionally, staff will consider including approximately 7,000 sf for a licensed preschool. A major resource for the downtown community, a preschool at this location could potentially accommodate 80-120 children. Staff is targeting an overall project budget in the range of $30-40 million. The costs and areas included in this staff report are very rough and will become more specific through the aforementioned process of site City of South San Francisco Printed on 3/11/2022Page 2 of 3 powered by Legistar™ File #:22-77 Agenda Date:3/16/2022 Version:1 Item #:1. assessment and programming. The initial study will include a professional engineer’s estimate for all project costs. The opportunities for the area are myriad and transformative for the City Hall block. By including space for several City departments - Building, Engineering, Finance, Planning, and potentially IT - staff remains co- located with City Hall and the City Manager’s Office. The divisions housed in the Annex have a critical customer service component to their work. The new Annex would be a safe, accessible, and comfortable place for building project plan reviews, purchasing parking permits, and any other service provided by these divisions. In addition to the aforementioned benefits, replacing the Annex creates the opportunity to rethink some adjacent spaces that need improvement. This study will seek to clarify the pedestrian circulation of the City Hall block, creating a beautiful and functional experience. The study can also reconsider the park areas such as the as the plaza immediately adjacent to the City Hall Annex as well as the road that physically separates the Annex from City Hall. An overall vision that looks to create more successful navigability of the block could allow for a safer and more equitable experience for residents and staff alike. CONCLUSION It is recommended that the City Council review a report regarding a study session on a potential planning and design study to replace the City Hall Annex and provide feedback to staff. Attachments 1.Slide Show - City Hall Annex Replacement Initial Study City of South San Francisco Printed on 3/11/2022Page 3 of 3 powered by Legistar™ City Hall Annex Replacement Initial Study March 16 2022 About The Annex •1949 –Opened as Police Station •1985 –Repurposed when PD moved to MSB •Current home of Building, Planning, and Engineering •Major Life Safety and Functional Issues Life / Safety Concerns •Electrical, HVAC, Plumbing, Windows are in poor condition •Significant water infiltration •Surrounding retaining walls are failing •Building nearly impossible to modernize •ADA compliance of the entire City Hall Block Life / Safety Concerns Surrounding retaining walls are failing Life / Safety Concerns Significant water infiltration in staff areas Life / Safety Concerns Pedestrian routes do not meet accessibility codes Staff Space Concerns Staff plan to soon use closets as offices City Hall Block Aerial Photograph CITY HALL ANNEX CITY HALL PLAYGROUND LIBRARY CITY HALL FOUNTAIN Surrounding Functional Challenges Existing Conditions Plan Surrounding Functional Challenges Grand Avenue Driveway Surrounding Functional Challenges Grand Avenue Driveway Surrounding Functional Challenges Underused Park Space Conceptual Sketch View from Maple and Grand Aves Initial Study Process Present Draft Plan To City Council Develop Design Vision Establish Building and Landscape Program Analyze and Assess Site Collect Historic Documents Hire Design Team Major Capital Projects Schedule 2022 2023 2024 2025 2026 2027 Civic Campus Phase 2 LPR Orange Memorial Park Ballfield Orange Memorial Park Aquatic Center Civic Campus Phase 3 Fire Station 63 City Hall Annex City of South San Francisco Legislation Text P.O. Box 711 (City Hall, 400 Grand Avenue) South San Francisco, CA File #:22-186 Agenda Date:3/16/2022 Version:1 Item #:2. Report regarding the status of the Child Care Master Plan and draft recommendations.(Kathleen White,Child Care Master Plan Consultant; Greg Mediati, Director of Parks and Recreation) RECOMMENDATION It is recommended that the City Council be apprised of the status of the Parks and Recreation Department’s Child Care Master Plan, review draft recommendations, and provide feedback to staff. BACKGROUND/DISCUSSION Understanding the need to plan for the near,mid and long term child care needs of residents and employers,in the fiscal year 2020/21 operating budget,the City Council authorized $100,000 in funding to be allocated to the creation of a Child Care Master Plan. The purpose of the Master Plan is to focus on improving and expanding the reach,quality and impact of early childhood education programs,child care,and youth services for South San Francisco residents.The Master Plan will be used as a resource for guiding future operations and developments of child care centers and programs over the next 10 years. In May 2021,Parks and Recreation staff selected a consultant,Kathleen White,to assist staff in crafting a comprehensive Child Care Master Plan.Kathleen has spent decades studying and working in the education and child care field,most recently serving as a faculty member and department chair for the Child Development and Family Studies Department at City College of San Francisco. Research strongly shows the importance of a quality early education and out-of-school time learning and socialization experiences for children.Children who receive high-quality early care and education experiences are more likely to have advanced language,academic,and social skills.School-age children participating in high-quality out-of-school time programs also tend to have positive outcomes,including improved academic performance,work habits,and study skills.The availability of high-quality early care and education programs supports the economic success of families and of our City.Early care and education are an important economic driver.In light of these important social and economic benefits,ensuring availability,equity,affordability,and quality is critical for a vibrant and diverse city. Staff will review the presentation materials and draft executive summary attached to this report,including key findings,survey results,and draft recommendations for City Council feedback.This input will be incorporated in the Child Care Master Plan, which will be presented before the City Council this spring. FISCAL IMPACT The plan and its recommendations will no doubt have significant fiscal and operational impacts if executed, which vary in amount and scope.Additional information on these impacts,and potential funding sources,will be provided as the plan further develops. RELATIONSHIP TO STRATEGIC PLAN The Master Plan will contribute to the City’s Strategic Plan under Priority #2 by helping to build a robustCity of South San Francisco Printed on 3/11/2022Page 1 of 2 powered by Legistar™ File #:22-186 Agenda Date:3/16/2022 Version:1 Item #:2. The Master Plan will contribute to the City’s Strategic Plan under Priority #2 by helping to build a robust recreation program and strengthening early learning programs. CONCLUSION It is recommended that the City Council be apprised of the status of the Parks and Recreation Department’s Child Care Master Plan, review draft recommendations, and provide feedback to staff. Attachments: 1-Parks and Recreation Department’s Child Care Master Plan 2-Presentation City of South San Francisco Printed on 3/11/2022Page 2 of 2 powered by Legistar™ Developed in partnership with Child CareMaster PlanOF SOUTH SAN FRANCISCO THE 2021 SHAPE SSF 2040 GENERAL PLAN A PLAN FOR 2020–2030 EXECUTIVE SUMMARY The 2021 Child Care Master Plan for South San Francisco (CCMP SSF) tells a story. It contains a comprehensive overview of local child care, including a view of the landscape, a nod to the recent history, the evolution of the formal child care system in the city, and then offers a summary of key findings. By establishing the narrative of the present, the path forward is then informed by current conditions and projected needs. Data elements related to the assessment of child care supply for current residents and employees, as well as an informed projection of future needs are derived from a range of sources listed in the “Resources” section of this report. Spanning over 140 pages, the CCMP SSF includes an introductory chapter that defines purpose, priorities and elements of the plan as well as a definition of the components of quality child care and a look back in time, establishing the role child care has played. The key goals were to explore the varying child care needs and gaps for children between birth and 12 years old, spanning the time period of 2020–2030. Alignment with the 2022 SHAPE SSF GENERAL PLAN recommendations and ensuring fidelity between the planning documents was a priority, as was highlighting the range of care settings and offerings currently available in the city. Commitment to the value of a mixed delivery system centered around family choice was prioritized. A centerpiece of plan is the “SSF Parent/Family Survey”, conducted in 2021. To date, 1,111 respondents described their child care needs and challenges (survey in English and Spanish) in securing care in South San Francisco. Parents and guardians of infants, toddler preschoolers and school-age children weighed in on their experiences searching for, utilizing and prioritizing child care needs. Families in South San Francisco demonstrated that they have similar needs to those in other communities. Child care needs spanned a range of models including full-time and part- time care, care for specific age groups, for children in diapers, for those with non-traditional schedules and in need of occasional care. Affordability and high quality were ranked as priority elements, which is expected. Identified gaps correlated with San Mateo County data studies, including a significant gap in school- age child care (of almost 1000 spaces) for children attending elementary school. Parent and guardian representation in the survey from area public and private schools was noted. Reaching the modest goal of providing after-school and summer care for 50% of the school-age population should be achievable, yet no one elementary school provided child care resources for half of their attending students. This is especially critical, as pandemic conditions begin to ease, parents and guardians of school-age children represent the population that is best able to resume employment and pre-pandemic commitments, including 5 SHAPE SSF: CHILD CARE MASTER PLAN EXECUTIVE SUMMARY higher education, training and pre-employment preparation. This is due in part to vaccine availability for children over 5 years, the resumption of in-person instruction, the compulsory nature of elementary school and the relative developmental independence of older children. Other identified gaps include addressing the need for subsidized child care for infants and toddlers, full time subsidized care for preschoolers as well as the geographic gaps of services west of El Camino Real to the Westborough neighborhood. While survey respondent representation from all neighborhoods was evident, responses from the Buri Buri/Winston Manor and Westborough areas were the highest. An overview of what families look for in care as well as an explanation of the why child care is so expensive and yet, so under-resourced is also included. Unfortunately, as child care costs are heavily dependent on suppressing the wages of the workforce, the contradictions within the current system are also described. San Mateo County data was utilized from a wide range of sources, including the San Mateo County Child Care Partnership Council (CCPC) report on the, Child Care and Preschool Needs Assessment, 2017 Report which is a mandated activity of child care partnership councils throughout California as a part of the local structure of assessing and responding to county specific child care conditions. Additional sources were utilized to describe population details as well the additional economic challenges for low-moderate income families based on the high cost of living locally. As the CCMP SSF was developed during the COVID Pandemic, the conditions of the child care community reflected a sector in crisis. Child care utilization, business vitality and school operations were in flux, therefore, gaining an accurate assessment of child care required looking back to the 2019-2020 year and projecting forward, beyond the pandemic, and then assuming an eminent return to stability. Additionally, the formulation of the CCMP SSF occurred during the final year of the development of the 2022 SHAPE SSF GENERAL PLAN, which was in the process of being of being revised for the first time since 1999. Frequent communications with the 2022 SHAPE SSF GENERAL PLAN development team as well as the principal planning department staff resulted in an integrated product that reflects a commitment to child care and thoughtful, well-integrated recommendations within the 2022 SHAPE SSF GENERAL PLAN. Detailed recommendations on increasing child care availability, access and meeting the needs of the community are found within the CCMP SSF, including the priority gaps mentioned above, as well as numerous other stated needs. As requested by city departments, key definitions of child care regulations, (including those that recently changed) and 6 SHAPE SSF: CHILD CARE MASTER PLAN EXECUTIVE SUMMARY Key Terms in This Report The city of South San Francisco – located within San Mateo County, CA, and the area this report covers. Abbreviated to SSF The two surveys that factored into this report: “SSF Parent/Family Survey” – A survey given to families and parents in the SSF area in 2021 with 1,111 respondents “SSF Child Care Provider Survey” – A survey given to child care centers and licensed homes in 2021 with 53 respondents 2022 SHAPE SSF GENERAL PLAN – The new general plan for South San Francisco launching in 2022. This report contains general child care recommendations that are have been integrated, co-developed or expanded and listed in Section 8 of this report. Abbreviated to SHAPE SSF. San Mateo County Child Care Partnership Council, Child Care and Preschool Needs Assessment, 2017 Report – The mandated report of the Child Care Partnership Council designed to assess and summarize child care need for San Mateo County ( produced every 5 years). Abbreviated to CCPC CCPNA The 2021 Child Care Master Plan for South San Francisco – this report and its associated mapping resources available at ssf. net/departments/parks-recreation/recreation-division/childcareplan Abbreviated to CCMP SSF definitions of types of care including local regulatory agency contacts are included. An interactive GIS map of all of the licensed and exempt child care centers and licensed family child care homes located in South San Francisco was developed with accompanying heat maps that further define and elaborate on current enrollment and existing waiting lists in city-sponsored child care programs. The detailed mapping resources are already available on the 2021 Child Care Master Plan for South San Francisco website at https://www.ssf.net/departments/ parks-recreation/recreation-division/childcareplan and can form the basis for the formulation of a comprehensive city website that consolidates child care information for families, as well as resources and support for business development. This recommendation will help to inform both consumers and providers of services and link this community. As part of plan development, the “SSF Child Care Provider Survey” was administered (English and Spanish) in 2021 to current center administrators and licensed family child care homes to assist in formulating recommendations. The need for operational support for all child care programs as well assistance with COVID business stabilization, renovation and repair assistance, help securing facilities and identifying expansion resources, finding financial resources to help families pay for child care and solutions to staffing shortages were key survey findings. The most important priority recommendations center around the immediate need to address critical workforce pipeline shortages that are actually preventing program growth and expansion. There is an urgent need to begin building opportunities for local residents to enter the early childhood, recreation, youth worker, Transitional Kindergarten and K-12 education workforce pathways with a realistic and achievable goal of at least 10% of high school graduates in South San Francisco, pursuing local pathways in education. Ensuring that “Grow Your Own” is a city priority and providing workforce support (such as apprenticeships, Middle College, dual-enrollment, partnerships with college pathway support) to those that already reside in South San Francisco is a first step. Providing internships and graduated pathways to local jobs with private providers, Parks and Recreation and SSFUSD will result in a workforce that knows the community, reflects the community and is committed to the community. Taking a holistic approach to addressing the need for increased salaries and benefits and improving the viability of the profession will help to address this workforce gap. These recommendations as well as labor market detail and the relationship between child care and economic growth and stability are also highlighted. Key recommendations for improving the child care landscape include facilitating the updating of the current Joint-Use Agreement and Memorandum of Understanding between the city of South San Francisco and the South San Francisco Unified School District to ensure shared facilities and joint program planning between the two providers of public agency child care services is especially critical due to the 2021–2022 State Budget which contained significant child care expansion funds including Universal Transitional Kindergarten for all 4-year-olds and unprecedented after-school program expansion funds. Accessing 7 SHAPE SSF: CHILD CARE MASTER PLAN EXECUTIVE SUMMARY available resources will take a collaborative approach. Joint planning and engaging in shared solutions are time sensitive recommendations, as the proposed 2022–2023 State Budget contains additional allocations to fund the Governor’s Master Plan for Early Learning and Care: California for All Kids, released in December 2020. Federal American Families Plan proposals also still include significant child care expansion funds, although the final outcomes of this component of the Build Back Better Plan are still in discussions. Recommendations are included for specific city departments including Human Resources, Planning and Zoning, Economic Development, Parks and Recreation specifically with a range of recommendations attributed to the city in general. And finally, the CCMP SSF contains a summary of key legislation and funding opportunities contained in both the federal and state budgets as well as local financing, policy and grant opportunities. Strategies for maximizing and braiding funding, addressing both the current needs and gaps as well as future projected needs concurrently and investigating financing and incentives for encouraging employers and housing developers to meet growing gaps in services (especially east of the Downtown areas) are provided. A vision of what success will look like in 2030 and strategies for ensuring that the CCMP SSF reflects a living document that moves the city towards a sustainable roadmap concludes the plan. A summary of all report recommendations as well as a list of resources utilized are also available to assist with informing planning efforts. As South San Francisco transitions from a residential, industrial and business center to the regional beacon for innovation and development, the need to elevate child care and education to the level of infrastructure (as critical as transportation, open space, environmental and climate factors, housing, workforce and economic development), is critical to creating an even more healthy and vibrant community in 2030. It will be here quickly! 8 SHAPE SSF: CHILD CARE MASTER PLAN EXECUTIVE SUMMARY Child CareMaster Plan A PLAN FOR 2020–2030 OF SOUTH SAN FRANCISCO PLAN OVERVIEW •Cross fidelity with the General Plan •Spans 140 pages •Offers over 100 recommendations •Provides 150 resources •Child Care for Infants to 12 Years Old 3/10/2022 2021 Child Care Master Plan for South San Francisco 2 This slide contains an image box, drag and drop image to place into box, use “crop” to adjust. This text box is not part of the template. Of the respondents: 982 resided in SSF 917 had children that attended or will attend elementary school in 22–23 638 worked in SSF 135 had special needs 176 were employees of the City of SSF 85%worked full or part time at 24% were attending school 3/10/2022 2021 Child Care Master Plan for South San Francisco 3 Elements of the 2021 SSF Parent/Family Survey 3/10/2022 2021 Child Care Master Plan for South San Francisco 4 How can the City Support Families? 3/10/2022 2021 Child Care Master Plan for South San Francisco 5 Greatest Challenges? 53 respondents 78% of the 56 childcare centers 37% of the 53 licensed family childcare homes English and Spanish 3/10/2022 2021 Child Care Master Plan for South San Francisco 6 Elements of the SSF Child Care Provider Survey 3/10/2022 2021 Child Care Master Plan for South San Francisco 7 Challenges operating a childcare business? 3/10/2022 2021 Child Care Master Plan for South San Francisco 8 How can the City support childcare businesses? Highlight childcare providers in City publications, media, website and press releases Develop and support a Child Care Information website, sharing resources for providers Work with Economic and Community Development, 4Cs, Renaissance Center and other economic development initiatives to launch childcare business support for licensed family childcare providers 3/10/2022 2021 Child Care Master Plan for South San Francisco 9 Sample Recommendations in Response to Findings Link to entrepreneurship and small business incubator efforts Develop opportunities for unlicensed caregivers to become licensed and obtain supports for quality improvement Encourage and incentivize developer build out of childcare facilities for employees and residents Track and prepare for the current Parcel Tax effort (Early Care and Education for All) •Investigate the New Market Tax Credit Program for community development and investments in distressed communities. 3/10/2022 2021 Child Care Master Plan for South San Francisco 10 Sample Recommendations in Response to Findings 3/10/2022 2021 Child Care Master Plan for South San Francisco 11 Child Care Spaces in SSF 2017 and 2021 3/10/2022 2021 Child Care Master Plan for South San Francisco 12 3/10/2022 2021 Child Care Master Plan for South San Francisco 13 Map of Child Care Facilities 3/10/2022 2021 Child Care Master Plan for South San Francisco 14 City Waiting List Support the expansion of school-age childcare ›Ensure that at least 50% of all students in elementary school have access to childcare Address the current gap for infant care for subsidized or reduced fee care Address the current gap for preschool care for subsidized or reduced fee care ›Ensure that TK is structured to address this gap Support the development of cooperative childcare 3/10/2022 2021 Child Care Master Plan for South San Francisco 15 Sample Recommendations in Response to Findings Address Child Care Shortfall The Promise of Transitional Kindergarten Ensure that as TK is expanded for 4-year-olds After school care is available, appropriate, and meets the needs of working parents A mixed delivery system offered in partnership with existing providers is prioritized Track State budget provisions for Universal Preschool and TK expansion for 3-year-olds Support the renewal of the Child Care MOU and Joint Use Agreement with SSFUSD Monitor and seek other State and governmental funding for TK 3/10/2022 2021 Child Care Master Plan for South San Francisco 16 Sample Recommendations in Response to Findings Current needs in Downtown area: Childcare for infants and toddlers Subsidized infant, toddler and preschool offerings for income eligible families Future needs in the Downtown, East of 101 and Lindenville areas: Full and reduced fee services employees and for new residents of Lindenville and East of 101. Current needs West of El Camino: Pursue city-owned locations for childcare expansion west of El Camino Real in Westborough, Buri Buri, West Orange Library site, Winston Manor, etc. 2021 Child Care Master Plan for South San Francisco 17 Sample Recommendations in Response to Findings Workforce Priority •665 individuals work in the Child Care sector in SSF •80% of TK-12 districts report teacher shortages •Over the next 5 years, there are projected to be over 124,000 teacher openings annually in California •28,000 in the San Francisco Bay region •TK will need 11,000 new teachers by 2025 in CA 3/10/2022 2021 Child Care Master Plan for South San Francisco 18 This slide contains an image box, drag and drop image to place into box, use “crop” to adjust. This text box is not part of the template. Seek workforce development programs and partner with colleges to: ›Offer Dual Enrollment programs and promote Middle College opportunities in the Human Development and Education sector for high school students ›Implement apprenticeship programs for high school students and adults in partnership with employers, SSFUSD and City ›Develop City childcare sites as intern training sites and offer college cooperative work experience credit 3/10/2022 2021 Child Care Master Plan for South San Francisco 19 Sample Recommendations in Response to Findings Support parents who are seeking employment to obtain college courses and prerequisites needed to fill current teacher vacancies. Planning for facilities, expansion, utilization of incoming federal, state and local funds for childcare is solely dependent on the availability of teachers and caregivers. 3/10/2022 2021 Child Care Master Plan for South San Francisco 20 Sample Recommendations in Response to Findings Create a Joint Advisory Committee consisting of representation from City Council, P&R Commission, SSFUSD, City staff, private providers, community resource groups, and parents to: ›Advise on Plan implementation and review, revise and update recommendations ›Administers parent/guardian survey every 2–3 years ›Administers childcare provider survey annually ›Advise on actions related to childcare and workforce 3/10/2022 2021 Child Care Master Plan for South San Francisco 21 Sample Recommendations for Ensuring a Living Plan