Half Moon Bay City Council
September 2, 2025

CITY COUNCIL AGENDA

CITY COUNCIL REGULAR MEETING

CITY OF HALF MOON BAY
TUESDAY, SEPTEMBER 2, 2025

HYBRID MEETING (SEE NEXT PAGE)

ADCOCK COMMUNITY CENTER
535 KELLY AVENUE
HALF MOON BAY, CA 94019
Robert Brownstone, Mayor
Debbie Ruddock, Vice Mayor
Patric Jonsson, Councilmember
Paul Nagengast, Councilmember
Deborah Penrose, Councilmember
7:00 PM
This agenda contains a brief description of each item to be considered. Those wishing to address the City Council on any matter not listed on the Agenda, but within the jurisdiction of the City Council to resolve, may come forward to the podium during the Public Forum portion of the Agenda and will have a maximum of three minutes to discuss their item. Those wishing to speak on a Public Hearing matter will be called forward at the appropriate time during the Public Hearing consideration.

Please Note: Anyone wishing to present materials to the City Council, please submit seven copies to the City Clerk.

Copies of written documentation relating to each item of business on the Agenda are on file in the Office of the City Clerk at City Hall and the Half Moon Bay Library where they are available for public inspection. If requested, the agenda shall be available in appropriate alternative formats to persons with a disability, as required by Section 202 of the Americans with Disabilities Act of 1990 (42 U.S.C. Sec. 12132.) Information may be obtained by calling 650-726-8271.

In compliance with the Americans with Disabilities Act, special assistance for participation in this meeting can be obtained by contacting the City Clerk’s Office at 650-726-8271. A 48-hour notification will enable the City to make reasonable accommodations to ensure accessibility to this meeting (28 CFR 35.102-35.104 ADA Title II).
https://www.halfmoonbay.gov/
1 HYBRID MEETING PARTICIPATION PROTOCOLS
This meeting will be held in-person and via Zoom for public participation. Remote participation is provided as a supplemental way to provide public comment, but this method does not always work. The public is encouraged to attend in person to ensure full participation. Public comments may be made in-person or remotely via Zoom, and interpretation will be available. All Councilmembers and staff will participate in person. During any public comment portions, attendees may use the “raise your hand” feature and will be called upon and unmuted when it is their turn to speak. The meeting will also be streamed on Channel 27, on pacificcoast.tv, and on the City website at https://www.halfmoonbay.gov/315/City-Council-Agendas. Please click to join the webinar: https://us06web.zoom.us/j/87674804231 or join by phone at 669-900-9128, using Webinar ID 876-7480-4231. If joining by phone, use *9 to raise your hand, *6 to mute and unmute.

1. ROLL CALL / PLEDGE OF ALLEGIANCE

2. APPROVAL OF AGENDA

3. PROCLAMATIONS AND PRESENTATIONS

3.A HMB DOWNTOWN VITALITY COMMITTEE PRESENTATION

4. MAYOR'S ANNOUNCEMENTS OF COMMUNITY ACTIVITIES AND COMMUNITY SERVICE

5. REPORT OUT FROM RECENT CLOSED SESSION MEETINGS

6. CITY MANAGER UPDATES TO COUNCIL

7. PUBLIC FORUM

8. CONSENT CALENDAR

8.A WAIVE READING OF RESOLUTIONS AND ORDINANCES

8.B APPROVE MINUTES OF AUGUST 19, 2025 SPECIAL MEETING

ATTACHMENT

8.C APPROVE MINUTES OF AUGUST 19, 2025 REGULAR MEETING

ATTACHMENT

9. ORDINANCES AND PUBLIC HEARINGS
None.

10. RESOLUTIONS AND STAFF REPORTS
2 10.A PLANNING COMMISSION APPOINTMENT
Staff Recommendation: Consideration of appointing an applicant to the Planning Commission to fill one vacant seat term ending December 2026.

STAFF REPORT

ATTACHMENT

10.B OPPORTUNITY CENTER OF THE COASTSIDE
Staff Recommendation: Receive an update on the Opportunity Center of the Coastside.

STAFF REPORT

ATTACHMENT

10.C 2025 MEASURE D TRANSFERS
Staff Recommendation: Adopt a resolution approving a transfer of the 20 remaining Downtown base Measure D allocations, to be used for new dwelling units proposed outside of the Downtown area, prioritized according to the scoring within the Measure D application checklist and as shown within Exhibit A to the Resolution (Attachment 1).

STAFF REPORT
ATTACHMENT 1
ATTACHMENT 2
ATTACHMENT 3

10.D AMENDMENT TO THE TOLEMI CONTRACT FOR SOFTWARE TO SUPPORT THE

RENTAL REGISTRATION AND RENT STABILIZATION PROGRAMS
Staff Recommendation: Adopt a resolution authorizing the City Manager to approve an amendment to the Tolemi contract through February 2026 for $16,666.67, with an option to extend through June 2026 for a total of $25,000.

STAFF REPORT
ATTACHMENT 1
ATTACHMENT 2
3 10.E FISCAL YEAR 2025-26 PAVEMENT MAINTENANCE PROJECT Staff Recommendation: Adopt a resolution authorizing the City Manager, or his designee, to advertise the Fiscal Year 2025-26 Pavement Maintenance Project for construction.

STAFF REPORT
ATTACHMENT 1
ATTACHMENT 2
ATTACHMENT 3
ATTACHMENT 4
ATTACHMENT 5

10.F ASSET DISPOSITION POLICY
Staff Recommendation: Adopt a resolution authorizing the adoption of a new Asset Disposition Policy.

STAFF REPORT

ATTACHMENT

11. COMMISSION / COMMITTEE UPDATES

12. FOR FUTURE DISCUSSION / POSSIBLE AGENDA ITEMS

13. CITY COUNCIL REPORTS

14. ADJOURNMENT
4 MINUTES

CITY OF HALF MOON BAY CITY COUNCIL
THURSDAY, AUGUST 19, 2025
ADCOCK COMMUNITY/SENIOR CENTER, 535 KELLY AVENUE

CONVENE SPECIAL MEETING
Mayor Brownstone called the special meeting to order at approximately 6:03 p.m.

ROLL CALL
PRESENT: Councilmembers Jonsson, Nagengast, and Penrose, Vice Mayor Ruddock and Mayor Brownstone

OPEN SESSION IDENTIFICATION OF CLOSED SESSION ITEMS

PUBLIC COMMENT ON CLOSED SESSION ITEMS

CLOSED SESSION
CONFERENCE WITH LEGAL COUNSEL—EXISTING LITIGATION (Govt. Code section 54956.9(d)(1)) Name of case: City of Half Moon Bay v. Granada CSD and Montara WSD, et al.

Santa Clara Superior Court Civil No. 17CIV316927; Court of Appeal Case No. H049896 City Attorney Engberg reported that the Council met in closed session to discuss City of Half Moon Bay v. Granada CSD and Montara WSD, et al. Santa Clara Superior Court Civil No. 17CIV316927; Court of Appeal Case No. H049896 and no reportable action was taken.

ADJOURNMENT
Mayor Brownstone adjourned the meeting at approximately 7:03 p.m.

Respectfully Submitted: Approved:

Maggie Rodriguez, Assistant City Clerk Robert Brownstone, Mayor 5 MINUTES

CITY OF HALF MOON BAY CITY COUNCIL
TUESDAY, AUGUST 19, 2025
TED ADCOCK COMMUNITY CENTER, 535 KELLY AVENUE

1. CALL TO ORDER / ROLL CALL
Mayor Brownstone called the regular meeting to order at 7:10 p.m. and led the Pledge of Allegiance.

ROLL CALL
PRESENT: Councilmembers Jonsson, Nagengast, and Penrose, Vice Mayor Ruddock and Mayor Brownstone

2. APPROVAL OF AGENDA
MOTION
Mayor Brownstone moved and Councilmember Penrose seconded a motion to approve the Agenda. The question was called and the motion carried unanimously.

3. PROCLAMATIONS AND PRESENTATIONS
None.

4. MAYOR’S ANNOUNCEMENTS OF COMMUNITY ACTIVITIES AND COMMUNITY SERVICE None.

5. REPORT OUT FROM RECENT CLOSED SESSION MEETINGS
City Attorney Engberg reported that the Council met in Closed Session on August 7, 2025 to discuss multiple cases. The Council gave authorization to defend litigation in Ellingson v. City of Half Moon Bay (Vote: 3-0-2. With Councilmembers Nagengast recused and Penrose absent). Additionally, at the August 19, 2025 Closed Session, the Council discussed the recent ruling of City of Half Moon Bay v. Granada CSD and Montara WSD, et al. Santa Clara Superior Court Civil No. 17CIV316927; Court of Appeal Case No. H049896. No reportable action was taken.

6. CITY MANAGER UPDATES TO COUNCIL
A. SEWER AUTHORITY MID COASTSIDE LAWSUIT UPDATE
6 August 19, 2025
City Council Minutes

City Manager Chidester discussed the recent court ruling involving Sewer Authority Mid Coastside.

B. AGENDA FORMAT CHANGES
Assistant City Clerk Rodriguez updated the Council on the recent agenda format changes to better serve the public.

C. ICONIC SPORTS EVENTS
Economic and Community Vitality Manager Decker discussed the upcoming iconic sports events coming to the Bay Area and the potential for economic gains for the city.

D. BUSINESS VIEW MAGAZINE
Economic and Community Vitality Manager Decker reported that Business View Magazine would be again featuring Half Moon Bay in its November 2025 edition.

7. PUBLIC FORUM
The following individuals addressed the Council:
• Deborah Penrose
• Carlysle Young
• Anita Rees
• Joe Farrell
• Mark Ramcke
• Harvey Rarback
• Evelyn de Souza
• Joaquin Jimenez
• Margaret Gossett
• Alice Linsmeier
• Nancy Henares
• Eric Debode
• Nancy Fontana
• Willa Chapman

8. CONSENT CALENDAR
Councilmember Nagengast pulled Consent Calendar items 8D and 8E for separate discussion and requested a separate vote on 8B – items 1-3.
7 August 19, 2025
City Council Minutes

MOTION
Mayor Brownstone moved and Councilmember Penrose seconded a motion to approve the Consent Calendar item 8B items 1-3. The question was called and the motion carried 3-0-2 with Councilmembers Jonsson and Nagengast abstaining.

MOTION
Councilmember Penrose moved and Councilmember Nagengast seconded a motion to approve the remainder of the Consent Calendar items, with the exception of Items 8D and 8E. The question was called and the motion carried unanimously.

The Consent Calendar consisted of the following items:
8A. WAIVE READING OF RESOLUTIONS AND ORDINANCES
8B. APPROVAL OF MINUTES

1. February 6, 2024 Special Meeting

2. June 20, 2024 Special Meeting

3. September 3, 2024 Special Meeting

4. February 4, 2025 Special Meeting

5. February 18, 2025 Special Meeting

6. May 20, 2025 Special Meeting

7. July 15, 2025 Regular Meeting

8. August 7, 2025 Special Meeting
8C. TREASURER’S REPORT FOR THE QUARTER ENDING JUNE 30, 2025 8F. WARRANTS FOR THE MONTH OF JULY 2025
The following items were pulled from the Consent Calendar for individual consideration:
8D. RESOLUTIONS OF SUPPORT FOR TWO (2) GRANT APPLICATIONS TO THE SAN MATEO COUNTY TRANSPORTATION AUTHORITY FOR THE CYCLE 3
Council discussed the item asked questions of Associate Engineer Leda and made suggestion to move forward with one application only:

MOTION
Councilmember Nagengast moved and Mayor Brownstone seconded the motion to adopt a resolution: 1) Directing staff to submit one (1) grant application to the San Mateo County Transportation Authority (TA) for Measures A and W Transportation Demand Management Program funds for the following project: $465,000 in grant funding from 8 August 19, 2025
City Council Minutes

the TA with a $35,000 local match for the Cunha Intermediate School Safety and Connectivity Project; 2) Authorizing the City Manager, or their designee, to execute a funding agreement or memorandum of understanding and any amendments with the TA to encumber Measures A and W Transportation Demand Management funds should the applications be successful; 3) Committing to the completion of the Project, including the required local funding contributions of $35,000 for the Cunha Intermediate School Safety, should the application be successful; 4) Certifying that any funds awarded by the TA will be used to supplement existing funds for program activities, and will not replace existing funds or resources; and 5) Authorizing the City Manager, or their designee, to take any other actions necessary to give effect to this resolution and execute applicable amendments. The question was called and the item carried unanimously. 8E. AUTHORIZE THE ACCEPTANCE OF THE METROPOLITAN TRANSPORTATION

COMMISSION (CAPITAL PROGRAM IMPLEMENTATION GRANT FOR CHARGING

INFRASTRUCTURE)
MOTION
Councilmember Nagengast moved and Mayor Brownstone seconded a motion to adopt a resolution authorizing the filing of an application for funding from the Metropolitan Transportation Commission’s (MTC) Capital Program Implementation Grant for Charging Infrastructure. The question was called and the motion carried unanimously.

9. ORDINANCES AND PUBLIC HEARINGS
None.

RECESS
Mayor Brownstone called a recess at 8:48 p.m. The meeting reconvened at 9:00 p.m. with all Councilmembers present.

10. RESOLUTIONS AND STAFF REPORTS
10A. APPOINTMENT TO PLANNING COMMISSION
Mayor Brownstone requested staff to continue the item to a future meeting. The application deadline was extended to Friday August 22, 2025.
10B. DOWNTOWN GATEWAY PROJECT
Economic and Community Vitality Manager Decker and Associate Engineer Leda presented the staff report.
9 August 19, 2025
City Council Minutes

The Council asked clarifying questions of staff.

The following individuals addressed the Council:
• Amber Stow
• Colleen Henney
• Betsey del Fierro
• Nancy Fontana
• Krystlyn Geidt
The Council discussed the item and provided direction on which option they would like to move forward with.

MOTION
Councilmember Ruddock moved and Mayor Brownstone seconded a motion to move forward with option 1. The question was called and the motion carried unanimously. 10C. HIGHWAY 1 - NORTH (CIP PROJECT NO. 538) DESIGN AGREEMENT AMENDMENT Public Works Director Bozorginia and Associate Engineer Leda presented the staff report.

The Council asked questions of staff and discussed the item.

MOTION
Vice Mayor Ruddock moved and Councilmember Nagengast seconded a motion to adopt a resolution authorizing the City Manager to execute Amendment No. 7 to the professional services agreement with Mark Thomas and Company, Inc. (MTCO) for additional design services and permitting support for the Highway 1 Safety and Operational Improvements Project – North (CIP Project No. 0538) for the not-to-exceed amount $188,181.00.The question was called and the motion carried unanimously. 10D. PURCHASE OF A NEW ALL ELECTRIC FORD TRANSIT VAN
Public Works Superintendent Seeley presented the staff report.

The Council asked questions of staff and discussed the item.

MOTION
Mayor Brownstone moved and Vice Mayor Ruddock seconded a motion to adopt a resolution authorizing the City Manager to execute a purchase agreement in the amount of $56,451.00 10 August 19, 2025
City Council Minutes

with Towne Ford for the purchase of a 2026 all-electric Ford Transit Van. The question was called and the motion carried unanimously.
10E. UPDATE AND INFORMATION REGARDING POTENTIAL ORGANIZATIONAL STUDY City Manager Chidester and Administrative Services Director Rossi presented the staff report.

The Council asked questions of staff, discussed the item and provided direction to the City Manager on the preferred firm to move forward with.

11. COMMISSION / COMMITTEE UPDATES
None.

12. FOR FUTURE DISCUSSION / POSSIBLE AGENDA ITEMS
Mayor Brownstone moved and Vice Mayor Ruddock seconded that a parking garage discussion be held at a future City Council Meeting.

Vice Mayor Ruddock moved and Mayor Brownstone seconded the recommendation to add a discussion on E-bike safety to the next Bicycle Pedestrian Advisory Committee’s next agenda.

13. CITY COUNCIL REPORTS
None.

14. ADJOURNMENT
Mayor Brownstone adjourned the meeting at 10:58 p.m.

Respectfully Submitted: Approved:

Maggie Rodriguez, Assistant City Clerk Robert Brownstone, Mayor 11

BUSINESS OF THE COUNCIL OF THE CITY OF HALF MOON BAY

AGENDA REPORT
For meeting of: September 2, 2025
TO: Honorable Mayor and City Council
VIA: Matthew Chidester, City Manager
FROM: Leslie Lacko, Community Development Director
Maggie Rodriguez, Assistant City Clerk
TITLE: PLANNING COMMISSION APPOINTMENT
______________________________________________________________________________ RECOMMENDATION:

Consideration of appointing an applicant to the Planning Commission to fill one vacant seat term ending December 2026.

FISCAL IMPACT:

None associated with this report.

STRATEGIC ELEMENT:

This recommendation supports the Inclusive Governance Element of the Strategic Plan.

BACKGROUND:

Members of the Planning Commission are appointed by and serve for a term coinciding with members of the City Council. Pursuant to Half Moon Bay Municipal Code Section 2.24.030, a person nominated for a Planning Commission appointment “shall be appointed to the commission upon receiving a majority of votes from the entire city council.” If a Councilmember’s nomination is not approved, the nominating Councilmember is entitled to two more nominations. If, after this process, no nomination is approved, the floor will be open to additional nominations from all members of the Council.

Current appointments:

Mayor Brownstone – Vacant
Vice Mayor Ruddock – Rick Hernandez
Councilmember Jonsson – Jacob (Jim) Rems
Councilmember Nagengast – David Gorn
Councilmember Penrose – Steve Ruddock
DISCUSSION:

The City of Half Moon Bay held a Municipal Election on November 8, 2022, which resulted in the re-election of three councilmembers, including Robert Brownstone, who is currently serving 12

as the Mayor. Following that election, each new or reappointed councilmember recommended appointments to several commissions and committees. There is currently a vacancy on the Planning Commission for Mayor Brownstone’s nomination due to a recent resignation.

Therefore, an appointment to the Planning Commission must be made.

Printed vacancy ads were noticed in the San Mateo Daily Journal on July 14th and August 4, 2025th. Digital vacancy ads were noticed on multiple dates on the City’s various social media accounts, NextDoor platform, and on the City website. Willing to serve forms were due August 13, 2025.

At the August 19, 2025 Regular Meeting, Mayor Brownstone requested staff extend the Willing to serve form deadline to August 26, 2025 to allow more time for interviews and applicants.

Mayor Brownstone will recommend an applicant for the Planning Commission, and all Councilmembers are being asked to confirm his nomination.

ATTACHMENT:

Willing to Serve forms received
13 14
15 16
17 18
19 20
21 22
23 24
25 26
27

BUSINESS OF THE COUNCIL OF THE CITY OF HALF MOON BAY

AGENDA REPORT
For meeting of: September 2, 2025
TO: Honorable Mayor and City Council
VIA: Matthew Chidester, City Manager
FROM: Karen Decker, Economic and Community Vitality Manager Julissa Acosta, Management Analyst
TITLE: OPPORTUNITY CENTER OF THE COASTSIDE
______________________________________________________________________________ RECOMMENDATION:

Receive an update on the Opportunity Center of the Coastside.

FISCAL IMPACT:

There is no net fiscal impact on the City resulting from this update. All programs and services referenced in this staff report are currently funded by a $2,500,000 grant from the County of San Mateo.

STRATEGIC ELEMENT:

This recommendation supports the Fiscal Sustainability, Healthy Communities and Public Safety, and Inclusive Governance Elements of the Strategic Plan.

BACKGROUND:

As part of its commitment to provide relief to individuals and businesses impacted by COVID and to position the Coastside economy for long-term resiliency, the City Council sponsored the Coastside Recovery Initiative. That effort resulted in a public report, Building a More Equitable, Vibrant and Resilient Coastside Economy. Substantiated by findings and recommendations from that report, the San Mateo County Board of Supervisors approved a $2,500,000 funding allocation to support the development of the Opportunity Center of the Coastside (OCC) – a first-of-its-kind service center for job seekers, small businesses, and entrepreneurs. The funding allocation was paid for through State and Local Fiscal Recovery Funds from the federal American Rescue Plan Act (ARPA). On February 7, 2023, City Council authorized staff to accept the grant, create a new economic advancement center, and retain qualified service providers through a request for proposals process (Resolution No. C-2023-04). On April 20, 2023, the City entered into an agreement with the County for a grant term ending September 30, 2024.

Staff identified an ideal location for the OCC in the heart of downtown Half Moon Bay. On September 5, 2023, City Council authorized a 2-year lease agreement for approximately 3,900 square feet of commercial space located at 637 Main Street. Council also authorized a sublease 28

agreement with the Half Moon Bay Chamber of Commerce and Visitors Bureau for a portion of the premises (Resolution No. C-2023-87). The Chamber was also contracted by the City to provide oversight of daily operations and facility management at the OCC (Resolution No. 2023- 68).

While tenant improvements were underway, staff onboarded qualified service providers in each of the following areas: rapid employment services and career training (provided by JobTrain), small business development and support services (provided by Renaissance Entrepreneurship Center), and a new business incubator to support startups focused on resiliency tech (provided by American Energy Society). With workforce development, small business support, the business incubator, and the Chamber all under one roof, the community was introduced to the OCC at a ribbon cutting ceremony that took place on April 4, 2024.

With $75,000 in funding from the Chan Zuckerberg Initiative Donor Advised Fund (administered through the Silicon Valley Community Foundation), the City contracted with Head and Heart Advisory (HHA) to design, conduct, and report on an evaluation and learning project focused on the implementation of economic advancement centers in three San Mateo County communities: South San Francisco, Half Moon Bay, and North Fair Oaks. Each of these centers launched at different times, with the South San Francisco location being the oldest having opened in 2021. The formative evaluation is a cross-site examination of process, progress, outcomes, challenges, and lessons learned that can contribute to the ongoing effectiveness of the centers and inform future funding. The evaluation has been completed and is enclosed as Attachment 1.

The City-County contract term expires on September 30, 2025. All City-service provider contracts responsible for OCC program delivery are also slated to expire on the same day.

DISCUSSION:

The economic conditions that inspired the $2.5 million investment in the OCC have not improved in part due to the Coastside’s limited industry base and job growth, making the area particularly vulnerable to economic disruptions. Transient Occupancy Tax (TOT) revenue has dropped since 2022, and hotel occupancy rates have fallen 24 percent from 188,347 total occupied room nights in 2019 to 147,479 total occupied room nights in 2024. Similarly, jobs in key employment sectors for the Coastside (retail, food, and accommodation services) are also below pre-pandemic (2019) levels. Agriculture, another key industry on the Coastside, has seen a 24 percent drop in gross production value from $130.3 million in 2019 to $99.0 million in 2023 – the most recent year for which data is available. The recently signed federal budget bill, H.R. 1, includes historic cuts to Medicaid and food assistance, which impacts the population largely served by the OCC.

The recently completed formative evaluation of the three centers highlights the importance of investing in economic advancement strategies to address persistent income and wealth inequity, promote economic growth, resilience and innovation, and avoid poor health, education and social outcomes associated with economic inequity. Below are examples of the 29

early impacts of the OCC for jobseekers, small businesses and the community. It is important to note that the OCC began offering services out of the Main Street location in January 2024. The examples below reflect what has been accomplished within a 15-month service period (through April 30, 2025).

CLIENT IMPACT
JobTrain has helped participants build skills and connections necessary for employment. A total of 281 clients received job readiness services during the reporting period, including support with job searches, career coaching, skill building, resume and cover letter development and mock interviews at the OCC. 60 job placements were made for 52 clients with an average hourly wage of $21.92 and 35 hours per week of employment—approaching a livable wage for a single adult. For context, the 2025 MIT Living Wage Calculator estimates a living wage of $46.95 per hour for a household with two adults and two children in San Mateo County.

Renaissance Entrepreneurship Center has provided a cornerstone for entrepreneurial activity, delivering essential resources to help business owners start, stabilize, and scale their enterprises. A total of 142 clients received services at the OCC during the reporting period.

Most of these clients (95 percent) participated in group training sessions or workshops for an average of 16 hours. Training and workshops covered topics such as Start Smart and Business Prep, marketing, finance, food business compliance, business plan development, tax preparation, QuickBooks, and early-stage childcare enterprise development.

Another 40 clients received customized 1:1 consulting on business models, registering for permits, branding, digital marketing, time management, setting growth strategies, finance and access to capital. Clients leveraged these individualized sessions to deepen their learning and apply knowledge from group settings to their specific business goals.

American Energy Society has established Coastside Venture Studio (CSVS), an incubatorthrough-accelerator program designed to spur regional innovation, build entrepreneurship capacity, and support business and job growth. Nine startups were admitted into the inaugural cohort and six graduated for a 67 percent completion rate – a higher success rate when compared to other venture studios. Notable highlights from the first cohort include GridWrap, a utility grid enhancing technology company, which won a prestigious California Energy Commission Acceleration Award. Another example is Secured Carbon, a virtual marketplace to trade tax credits, which established its headquarters in HMB. Flox Robotics, a startup out of Sweden and pioneering leader in autonomous wildlife management solutions, opened its first U.S. office in Half Moon Bay, just raised a $5M Series A round, and is in the process of hiring locally.

COMMUNITY IMPACT
The OCC has addressed a long-standing gap in services by providing co-located, communitydriven, and culturally responsive economic advancement programs. Strategically located in the heart of downtown Half Moon Bay — with access to public transit and proximity to City Hall, local nonprofits like Coastside Hope, ALAS, and the College of San Mateo’s new campus — 30

the OCC enables clients to access a wide range of services in one place for the first time. These include job placement, skills training, entrepreneurship support, housing and food assistance, and legal aid. With the exception of the Chamber, the three other service providers operating out of the OCC are new to Half Moon Bay and have brought needed expertise and capacity in economic advancement strategies.

The OCC has become a vibrant hub for community engagement and economic activity.

Housed in a repurposed former fire station—later converted into a law office owned by both local and out-of-state attorneys—the current facility is now the home of OCC services and the Chamber. Since the lease agreement was established for OCC services, the space has transformed into a valuable community asset. It now features rentable amenities including a classroom, meeting rooms, and a state-of-the art tech studio including podcast production.

These resources are offered free of charge to OCC clients, and are available to local businesses, nonprofits, and the broader community for a modest fee administered by the Chamber. This revitalized site, combined with the support and energy of surrounding small businesses, has reactivated the 600 block of Main Street. Adding to this momentum, the Chamber’s new designation as a Visit California Welcome Center further enhances the area's visibility and economic potential. Notably, while the Chamber used to greet about 150 walk-ins per year at its former location, it now sees the same amount of foot traffic in one month.

The OCC has strengthened the Coastside region’s resilience and positioned it for sustainable economic growth. By expanding access to employment and entrepreneurship, the OCC has increased residents’ participation in the local economy — boosting household income, spending power, and tax revenue. Moreover, efforts through Coastside Venture Studio (CSVS) tap into innovation and growth in opportunity industries aligned with the region’s natural assets leading to new businesses, jobs and future investment in the Coastside.

FUTURE OF THE OCC
The City has a lease with HMBay Partners II, LLC that expires January 14, 2026, and the Chamber has a sublease agreement with the City to rent a portion of the facility for its operations. At this time, there is no identified funding stream to continue OCC services, though a considerable philanthropic opportunity stewarded by JobTrain and Renaissance is pending. If this funding request is fully realized, current services at the OCC would largely remain intact through the calendar year with potential to extend into 2026. Staff have found the most difficult expenses to cover are those related to the building (lease and facilities) as well as dayto-day operation of the OCC. Potential philanthropic partners have expressed greater interest in supporting direct program services. Staff shared these observations at a recent briefing with San Mateo County District 3 Supervisor, Ray Mueller, along with highlights from the recently completed cross-site evaluation, after which a proposal for County support was requested. The proposal has been submitted and is currently under review.

If program funding is realized in the short-term, staff would return to Council for consideration of contract amendments with the OCC providers that would extend the term of their contracts beyond September 30, 2025. Since philanthropic grantors or the County may seek a City match 31

(this has not been indicated but staff are anticipating scenarios), staff may return to Council with an option to extend services inclusive of a local funding match.

If efforts to make these services available to the community are unsuccessful, the OCC facility will need to be vacated by January 14, 2026. In this scenario, current services will end, and the Chamber will assess leasing options at this or another property.

ATTACHMENT:

Evaluation
32 Final Report on the Formative Evaluation of
Three Economic Advancement Centers in
San Mateo County
August 15, 2025
Prepared by:

Steven LaFrance and Sarah Illing, Head+Heart Advisory
33 TABLE OF CONTENTS
I. EXECUTIVE SUMMARY
II. INTRODUCTION AND CONTEXT
III. EVALUATION METHODS
IV. THE COMMUNITY CONTEXTS FOR EACH OF THE THREE EACs
Why Community Context Matters
South San Francisco
North Fair Oaks
Half Moon Bay / Coastside
Importance of these Economic Advancement Centers in the Context of these Three Communities
V. PROCESS AND IMPLEMENTATION EVALUATION FINDINGS
Overall Clients Served
Client Demographics
Community Engagement and Outreach
What is Working and Facilitators of Success
VI. CLIENT-LEVEL OUTCOMES EVALUATION FINDINGS
Outcomes for Job Seekers
Outcomes for Small Business Owners and Entrepreneurs
VII. COMMUNITY-LEVEL OUTCOMES AND POTENTIAL IMPACTS OF THE EACs Community-Level Outcomes
Implications of Service Population for the Delivery Model and Cost Associated with Effectively Serving the Population
Potential Cost Savings to Public Agencies Per Client Experiencing Outcome VIII. RECOMMENDATIONS
Ongoing Data Collection
Services and Programming
Ongoing Funding and Sustainability
IX. CONCLUSION
X. APPENDICES
San Mateo County Economic Advancement Centers: Final Evaluation Report 1 34 I. EXECUTIVE SUMMARY
About this Report
This formative evaluation report summarizes learnings from three San Mateo County Economic Advancement Centers (EACs or “the Centers”) which opened at different timepoints starting in 2021 in three communities: South San Francisco (2021), North Fair Oaks (2023), and Half Moon Bay (2024).

The Centers were opened to respond to community needs, namely: high unemployment rates during the COVID-19 public health crisis and the growing divide between the County’s booming industries and small businesses (often owned by immigrants and families).

Head and Heart Advisory, a professional consulting firm, conducted this formative study using a multi-method evaluation design drawing on a range of quantitative and qualitative data sources.

The study was conducted in the early stages of the Centers' developmental life cycle to inform learning across, and improvement within, the three EACs regarding effectiveness of implementation, what could be strengthened, and what outcomes they are achieving for their clients and communities.

Community Contexts
The three EACs are situated in racially and ethnically diverse communities which include some of the most economically stressed residents of San Mateo County whose earnings are far outpaced by the high cost of living. Prior to the opening of the EACs, these three communities had relatively limited social services readily available and shared the common need for more economic opportunity for local residents.

Interviewees consistently shared that the EACs fill deep and persistent gaps in local workforce and economic development systems. The EACs introduced walk-in, multilingual, culturally competent service hubs that address a range of needs — job placement, skills training, entrepreneurship and small business support, housing and food access, and legal aid — under one roof. Moreover, community leaders and subject matter experts consistently expressed that EACs contribute to broader economic and community development goals.

Client-Level Outcomes
JobTrain helps participants gain skills and connections needed to gain employment. Focus group participants said that JobTrain helped them learn to be proactive and communicate during job searches, prepare for interviews, develop their resumes, cover letters and references.

Additionally, JobTrain helped clients to access unemployment benefits, seek practical support (like gift cards), and prepare for opportunities to acquire certifications.

San Mateo County Economic Advancement Centers: Final Evaluation Report 2 35 Across all three EACs, JobTrain clients received a total of 778 job placements. Clients’ job placement hourly
wage was generally around $22/hour, with typical
hours around 35/hours week. (For comparison, a living
wage for two adults and two children in San Mateo
County is $46.95/hour, according to MIT’s 2025 living
wage calculator, and thus the average wage for a
single worker placed in a job through the EACs is not
far from the living-wage bar.) Multiple clients
expressed gratitude for the differences that JobTrain
made in their lives.

Renaissance Entrepreneurship Center provides a
cornerstone for entrepreneurial activity, delivering
essential resources to help business owners start,
stabilize, and scale their enterprises. According to
quarterly client surveys, Renaissance clients grew
existing businesses, launched new businesses, improved their pre-existing websites, launched new websites, and invested into their businesses (see table below). Note that, because survey completion rates are low, the numbers reported only reflect a sample of Renaissance clients. In the table below, the number of unique (non-blank and non-zero) survey responses and the number of unique quarterly survey respondents are noted.

Renaissance Quarterly Survey Respondents’ Revenue, Profits, Employees, and Investments Renaissance Entrepreneurship Center:

Revenue, Profits, Employees, and Investments

EAC-SSF
(n=34 unique
respondents in 47 total
quarterly surveys
submitted between 2021
Q2 and 2025 Q1)

EEC-NFO
(n=29 unique
respondents in 38 total
quarterly surveys
between 2024 Q1 and
2025 Q1)
OCC
(n=11 unique
respondents in 16 total
quarterly surveys
submitted between 2024
Q1 and 2025 Q1)
Gross Revenue/Sales
(Quarterly)
Total gross revenue
reported: $539,181
(26 unique respondents
in 33 total quarterly
surveys)
Total gross revenue
reported: $437,521
(19 unique respondents
in 25 total quarterly
surveys)
Total gross revenue
reported: $15,935
(5 unique respondents in
6 total quarterly surveys)
Profit / Losses
Net profit: $97,720
(19 unique respondents
in 26 total quarterly
surveys)
Net profit: $93,656
(18 unique respondents
in 20 total quarterly
surveys)
Net profit: $3,371
(3 unique respondents in
4 total quarterly surveys)
Number of Part-Time
Employees
10 part-time employees
(7 unique respondents in 7
total quarterly surveys)
13 part-time employees
(8 unique respondents in
9 total quarterly surveys)
3 part-time employees
(2 unique respondents in
2 total quarterly surveys)
San Mateo County Economic Advancement Centers: Final Evaluation Report 3 What difference has JobTrain made
in clients’ lives by helping them find
work?
“JobTrain helped me find this job…
and I’m making double. Hell yeah,
it’s greatly increased my salary, and
I’m extremely thankful for that.”
– JobTrain Client
“Now, I’m working with the County.

I have health insurance…. I have a
steady job, a good salary, and I can
provide to my family.”
– JobTrain Client
36 Renaissance Quarterly Survey Respondents’ Revenue, Profits, Employees, and Investments Renaissance Entrepreneurship Center:

Revenue, Profits, Employees, and Investments

EAC-SSF
(n=34 unique
respondents in 47 total
quarterly surveys
submitted between 2021
Q2 and 2025 Q1)

EEC-NFO
(n=29 unique
respondents in 38 total
quarterly surveys
between 2024 Q1 and
2025 Q1)
OCC
(n=11 unique
respondents in 16 total
quarterly surveys
submitted between 2024
Q1 and 2025 Q1)
Number of Full-Time
Employees
10 full-time employees
(9 unique respondents in 9
total quarterly surveys)
9 full-time employees
(8 unique respondents in
8 total quarterly surveys)
2 full-time employees
(2 unique respondents in
2 total quarterly surveys)
Amount You Invested
in Your Business
Total invested: $340,311
(25 unique respondents in
32 total quarterly surveys)
Total invested: $258,200
(22 unique respondents
in 28 total quarterly
surveys)
Total invested: $24,679
(9 unique respondents in
13 total quarterly
surveys)
Through interviews, Renaissance clients shared overwhelmingly positive feedback, and they reported that they made impactful changes to their business practices as a result of what they learned. Key examples of changes made include: obtaining business licenses, expanding their businesses through improved marketing, formalizing their businesses (e.g., using contracts and paying payroll taxes), and adjusting prices to increase profitability.

Community-Level Outcomes and Impacts of the EACs
The EACs contribute uniquely to local economies by offering co-located, community-centered, and culturally competent services. Their physical presence in neighborhoods, emphasis on collaboration, and client-centered models are distinct advantages. Providers described ways in which the EACs have helped families access multiple forms of support and to develop a plan to reach their economic and career goals. The EACs contribute to building a diverse business ecosystem by promoting equitable access to resources such as capital, mentorship, and technology.

The EACs also reach and engage the segments of San Mateo County with the highest barriers to employment and economic advancement opportunities. ARPA (American Rescue Plan Act) dollars that became available in the early years of the COVID-19 pandemic provided the initial seed and launch funding for the EACs. ARPA funding was intended to support economic stability, opportunity, and advancement among the most vulnerable and at-risk community residents. The findings of this study certainly uphold that the funding has gone to serve and support the intended target population. High percentages of job-seeking clients have limited English proficiency (between 58% of OCC clients and 65% of both EAC-SSF and EEC-NFO clients), are unemployed at intake (59% of OCC clients, 66% of EAC-SFF clients, and 68% of EEC-NFO clients), and have only completed high school, high school equivalent, or less than a San Mateo County Economic Advancement Centers: Final Evaluation Report 4 37 high school education (62% of EAC-SFF clients, 70% of EEC-NFO clients, and 72% of OCC clients). Similarly, the vast majority (92% of EAC-SSF clients, 95% of EEC-NFO clients, and 95% of OCC clients) of entrepreneurs seeking assistance starting, sustaining, or building their small businesses report their household income as extremely low to moderate under the HUD income bands, meaning their income is 120% of Area Median Income (AMI) or less. The EACs also serve clients who are primarily people of color with only 4-12% of JobTrain clients identifying as non-Hispanic white.

Furthermore, while the EACs strengthen resilience and economic mobility among the most marginalized community members they are more cost effective compared to similar programs.

For example, this study finds the per-participant cost of serving clients at the EACs is lower than the typical range for federal WIOA (Workforce Innovation and Opportunity Act) workforce development programs as well as the typical range for philanthropy-funded programs.

Lastly, and importantly, communities benefit greatly, in many ways, from residents’ participation in the labor market and economy through employment and entrepreneurship.

These benefits include greater purchasing, local spending power, and local economic multiplier effects; community members employed; increased tax revenue; increased retail vibrancy and service availability; reduced stress among community members and other community protective factors including enhanced social cohesion, civic participation, and potential community stabilization; and reduced public expenditures. Head and Heart conducted exploratory research in the categories of potential governmental cost savings that these EACs could be contributing to their communities and to federal funding sources. Specifically, this study explored potential savings in public benefits costs (CalFresh, Medi-Cal, General Assistance, housing assistance, and Unemployment Insurance) resulting from a client who was unemployed at the time of intake at the EAC-SSF and then got a job earning $22/hour. This study found a total estimated cost savings of $20,000 to $60,000 per year per person, depending on previous use of public assistance and experience of risk factors.

Conclusion
This formative evaluation study points to clear early successes with the EACs in terms of clientand community-level outcomes. It also highlights opportunities to prepare for and build data capacity to enable a future summative impact study.

The study also explores the importance of economic advancement strategies as a lever toward dismantling structural barriers to opportunities and well-being (e.g., poor health, education, and civic outcomes are associated with economic inequity) and how investments in these strategies can unlock economic growth, resilience, and innovation in marginalized communities.

San Mateo County Economic Advancement Centers: Final Evaluation Report 5 38 II. INTRODUCTION AND BACKGROUND
This report summarizes findings from a formative evaluation of the three economic advancement centers (EACs) which opened at different timepoints starting in 2021 in three communities: South San Francisco (2021), North Fair Oaks (2023), and Half Moon Bay (2024).

These economic advancement centers (collectively referred to as “the Centers”) were opened in response to identified needs for services and supports among job seekers, and emerging and established small business owners, during the COVID-19 pandemic lockdown and public health crisis. While the three Centers are in different stages of development and operation, each was interested in harnessing learning from their respective and collective experiences to inform their programmatic strategy and optimize their long-term financial sustainability by understanding and communicating the value they deliver to their communities and how they can be most effective and relevant moving forward. The architects and implementers of the Centers engaged a professional third-party evaluation consultancy, Head and Heart Advisory, to design and conduct this study.

Background: Origins of the Economic Advancement Centers (EACs)
The Economic Advancement Center in South San Francisco (EAC-SSF) was the first to open its doors (virtually in July 2021 and then officially in February 2022) in response to high unemployment rates at the peak of COVID and the growing divide between the city’s booming biotech sector and small family, immigrant-owned businesses. 1 Located in one of the city’s
lowest income census tracts, the EAC-SSF offers rapid job placement services and career pathway programs along with the city’s workforce development program, as well as small business and entrepreneurship support services to residents and existing small business owners of South San Francisco and throughout North San Mateo County. The City of South San Francisco is partnering with Renaissance Entrepreneurship Center and JobTrain to deliver these services. The services have since been expanded to some social services system navigation staff provided under the City of South San Francisco's Promotores Program. Clients are referred to housing, food security, and health care services. The YMCA and County Health also have a presence in the space on a weekly basis. The EAC-SSF has grown to a more holistic collage of economic mobility services than initially envisioned. Moreover, early results exceeded initial goals in terms of clients served, and there is ongoing high demand for services as reflected in wait lists for services and program offerings. Historically, South San Francisco and North San Mateo County have been described as resource deserts where people had to travel outside of the area for needed services and support, contributing to low engagement with services among residents in the past.
1 Proposal to Evaluate Implementation of Economic Advancement Centers in Three San Mateo County communities submitted to Chan Zuckerberg Initiative on August 30, 2022.

San Mateo County Economic Advancement Centers: Final Evaluation Report 6 39 In March 2021, the County entered into an MOU with SSF for $200,000 – half for operations and half for small business support services – framed at the time as a “pilot program.” Given the early successes of the EAC-SSF, the San Mateo County Board of Supervisors then allocated $5 million to develop two additional centers, one in Half Moon Bay and one in the unincorporated area of North Fair Oaks.

In July 2023, the Economic and Employment Center (EEC) opened in the unincorporated area of North Fair Oaks (NFO). One of the EEC’s core partners (also working with the EAC in South San Francisco and the OCC in Half Moon Bay), Renaissance Entrepreneurship Center, conducted a feasibility study in planning for the EEC that found strong interest among businesses, local leaders, and residents for an array of supports. Based on the study findings, the EEC provides employment support services to job seekers as well as entrepreneurship training and supports to small businesses including consulting, networking, workshops, training, and access to capital. Through its programming, the EEC aims to empower individuals in the NFO community and to transform lives through employment and entrepreneurship.

In January 2024, the City of Half Moon Bay opened the Opportunity Center of the Coastside (OCC) as part of a larger comprehensive economic effort to address COVID-19 recovery needs and pave the way for a more sustainable and resilient future, as laid out in the 2022 Coastside Recovery Report entitled, “Building a More Equitable, Vibrant, and Resilient Coastside Economy.” The Coastside region is uniquely vulnerable due its geographic isolation, lack of economic diversity and job growth, income inequality, high cost of housing, and lack of services and infrastructure. Co-located with the Coastside Chamber of Commerce, the OCC houses workforce development programming, small business support, and a business incubator to harness the Coastside’s unique industries and assets, build entrepreneurship capacity, and support business and job growth. The OCC brings together multiple nonprofits dedicated to helping the Coastside work, providing classes, programs, and mentoring services for entrepreneurs, business owners, and those looking for work or new skills.

About Head and Heart Advisory
Head and Heart Advisory is a professional consulting firm that works with public agencies, philanthropic foundations, and nonprofit organizations in developing strategy, understanding outcomes, and building the culture and practice of reflection and learning to achieve more equitable outcomes for communities and a sustainable future for the planet. Head and Heart’s specific service offerings include:
● Evaluation and Learning: Articulate the role of data and learning in programmatic and organizational strategies, develop strategic learning frameworks, and understand the centrality of embedding equity in culture and practice of learning to unlock potential for achieving better, more equitable outcomes.
● Strategy: Move beyond conventional strategic planning processes by defining the imperatives for planning at any given time, understanding the organization’s San Mateo County Economic Advancement Centers: Final Evaluation Report 7 40 developmental stage and the ecosystem within which an organization operates, to right-size the planning process and approach accordingly. ● Building Skills and Organizational Strength: Take organizational and programmatic skillsets and ability to the next level to achieve better, more equitable outcomes by learning and integrating new approaches and frameworks that center principles of equity into culture and practice.

Purposes of the Evaluation
Given how early in the Centers’ developmental lifecycle stage this formative study was conducted, the study’s primary purpose is to inform learning about and improvement at the EACs – i.e., how well they are functioning, what could be improved, and what they are achieving for clients who use their services. The study also sought to surface recommendations for programmatic strategy moving forward, including what data are needed at the local level to continue to track processes, outcomes, and learning on an ongoing basis.

Once the EACs have more time and experience under their belts, including implementing the recommendations from this study (particularly around client-level data collection), it will be appropriate to conduct a summative evaluation (i.e., one that is primarily focused on outcomes and can draw more definitive conclusions regarding client impacts through a quasi-experimental research design). As part of a summative evaluation, with the required data in hand (as per the recommendations in this report), a formal cost-benefit analysis can be conducted (whereas at this time only estimates can be calculated given limitations in data availability).

The following questions – organized by type – guided the current study.

Process and Implementation Evaluation and Learning Questions ● What are the characteristics of program participants in each community? ● How well do the array of programs and services at each Center function in concert with each other? Are there programs and services that are not working well in the mix? Are there programs and services that are missing?
● What are the key learnings to date regarding what it takes to design and operate effective economic advancement centers in these communities? What was common to each community and what was different?
● How well have the various partnerships in place for operating the Centers and delivering programs and services been functioning? What has been working well and what could be improved?
● How have the centers been funded to date, what are the current funding constraints / realities today (as COVID relief funds dry up), and what efforts are underway and needed to ensure financial sustainability? What is a sustainable funding model moving forward? San Mateo County Economic Advancement Centers: Final Evaluation Report 8 41 ● What are considered best practices and top priorities among funders and in the research for workforce development and community economic development centers and to what extent do the EAC-SFF, EEC-NFO, and OCC implement these best practices? Outcome Evaluation and Learning Questions
● What are the early outcomes and results of the services provided at the EAC-SFF, EEC-NFO, and OCC among program participants?
● What stories and testimonials speak to the value of the Centers for residents and the community as a whole?
● What factors facilitate or inhibit achievement of progress and outcomes for program participants?
● What was available for job seekers, small businesses, and entrepreneurs in the three communities before the Centers were opened? How did – and do – the landscape in these communities, in San Mateo County more broadly, and in other California Counties compare? What gaps did the Centers fill in each of the three communities? ● What unique contributions do the EAC-SFF, EEC-NFO, and OCC make to the local workforce development systems in their respective communities?
● What is an estimate of programmatic costs per program participant and what do those costs return to those participants – and the community? How do these costs compare with known standards?
The next chapter of the report describes the evaluation methods used to address these questions.

San Mateo County Economic Advancement Centers: Final Evaluation Report 9 42 III. EVALUATION METHODS
To explore the process-, implementation-, and outcome-related questions in the previous chapter, Head and Heart used a multi-method evaluation design, drawing upon a range of quantitative and qualitative data sources.

Quantitative Data Sources and Analysis
All three Centers provided data files which aggregate the information they have collected since their opening. The timeframes for these data files are as follows:
● EAC-SSF: 7/1/21 - 4/30/25
● EEC-NFO: 7/10/23 - 4/30/25
● OCC: 1/1/24 - 4/30/25
Head and Heart analyzed these data files and worked with Center staff to understand which data points are most reliable and relevant for evaluation purposes. In particular, the evaluation team focused on synthesizing data related to: client demographics, program participation, service delivery (e.g., number and types of services), and individual-level outcome measures.

Head and Heart also reviewed and mined the Centers’ quarterly reports, which contain both quantitative and qualitative data, and analyzed operating and program delivery costs for the Centers to estimate per-client expenses.

Qualitative Data Sources and Analysis
Through interviews and focus groups with clients, Head and Heart learned about clients’ satisfaction and experiences with the Centers’ programs and services, what served them well, and what could be improved. A total of nine (9) Renaissance Entrepreneurship clients participated in one-on-one interviews. A total of 24 JobTrain clients participated in three focus groups in May 2025. Two focus groups were conducted in English (with some simultaneous Spanish-English interpretation), and one focus group was conducted in Spanish.

As mentioned above, Head and Heart reviewed Centers’ quarterly reports which contain qualitative data (e.g., client testimonies), in addition to quantitative data. To learn about systems- and community-level outcomes, Head and Heart conducted 10 interviews with funders and community leaders and subject matter experts who hold the broader perspective of how the economic advancement centers fit within the local workforce and economic development systems. Head and Heart also conducted 12 provider interviews with representatives of Renaissance, JobTrain, and other partners (e.g., YMCA, Coastside Venture Studio, Chamber of Commerce). Lastly, Head and Heart reviewed available literature in order to ground and contextualize the inquiry around: local community contexts (including services available before EACs opened); workforce development program costs; and cost savings to public agencies from job placement programs.

San Mateo County Economic Advancement Centers: Final Evaluation Report 10 43 Strengths and Limitations
The primary strength of the multi-modal methods employed for this evaluation is the broad array and diversity of data, from both quantitative (e.g., client data records, quarterly reports) and qualitative (e.g., provider and client interviews, client focus groups) sources. This mix of methods provides the opportunity to triangulate findings by examining a research question from multiple angles to enhance the validity and credibility of conclusions.

Head and Heart provided each participant in Renaissance interviews and JobTrain focus groups with a $50 gift card to recognize the importance of clients’ perspectives and to value their time concretely and equitably. The Head and Heart team is grateful to JobTrain and Renaissance staff who made the interviews and focus groups possible by reaching out to clients and (in the case of JobTrain focus groups), creating a welcoming physical space and following up with participants to deliver their gift cards after the focus groups.

The evaluation also draws strength from multi-stakeholder collaboration and partnerships.

Throughout the process, Head and Heart met with Center stakeholders to shape the evaluation approach, interpret preliminary findings, and inform the interview questions. Head and Heart also engaged in a collaborative meaning-making process before finalizing the report.

The primary limitation of this evaluation are the gaps in available client data. The EACs opened during (or close to) the time of the COVID-19 pandemic lockdown which was both chaotic and disorienting for people and organizations. Fortunately, this study surfaced the opportunities for strengthening client-level data collection; recommendations are included in this report.

Through focus groups and interviews, Head and Heart spoke to a sample of JobTrain and Renaissance clients. It is possible that self-selection bias was at play with clients who chose to participate in focus groups and interviews. Head and Heart did not speak to a subset of clients who dropped out or who likely did not find the services provided by the Centers useful. That said, the purpose of this study was to explore outcomes and surface learning for program improvement, rather than to make definitive conclusions about program impacts.

Another important caveat is that data collection happened early in clients’ engagement with Renaissance Entrepreneurship Center. According to experts in small business entrepreneurship, it can often take up to three years for small businesses to hit their stride, meaning that some of Renaissance’s potential impacts may not yet be realized, particularly for clients served in the more recently opened EACs in North Fair Oaks (EEC-NFO) and Half Moon Bay (OCC).

Lastly, beyond JobTrain and Renaissance, Head and Heart did not have quantitative client-level information to work with for this report for other partner providers at the EACs (e.g., YMCA, Promotores) other than what was included in quarterly reports. That said, Head and Heart did interview representatives of partner providers and in this way included their perspectives.

San Mateo County Economic Advancement Centers: Final Evaluation Report 11 44 IV. THE COMMUNITY CONTEXTS FOR EACH
OF THE THREE EACs
Why Community Context Matters
Taking community context into account when designing and evaluating workforce development and economic advancement programs is essential for ensuring that the programs are relevant and effective – and that any study of them is appropriate, equitable, and useful. Below are key reasons why community context matters for these EACs and this study evaluating services in three different San Mateo County communities, all sharing in common the need for supporting economic opportunity for local residents.

1. Context Shapes Barriers and Opportunities. Each community has distinct economic conditions, cultural norms, demographics, infrastructure, and social dynamics that influence how residents experience barriers to employment and economic mobility. For example, in communities with a high percentage of non-English speakers, standard outreach or training materials may fail to engage potential participants without translation or cultural adaptation.

2. Programs Must Be Responsive to Local Needs. Understanding the local context is crucial for ensuring the program is aligned with the actual needs and priorities of the target population.

3. Equity and Inclusion Require Contextual Understanding. Community context often includes historical and structural inequities, such as systemic racism, disinvestment, or discriminatory practices, that shape residents' economic opportunities.

4. Community Trust and Engagement Are Crucial. Programs often depend on community trust, partnerships, and local knowledge to reach and retain participants.

5. Sustainability and Scalability Depend on Fit. The local context of other available programs and services factors heavily into the determination of whether a unique need is being met, which can significantly impact program sustainability and scalability.

Given these factors, the following section describes the three communities in which the EACs operate.

San Mateo County Economic Advancement Centers: Final Evaluation Report 12 45 South San Francisco
South San Francisco is a diverse community in San Mateo County. The following provides an overview of the CIty’s local economic drivers and its demographic profile.
2 Local Economic Drivers
● Key Industries:
○ Biotechnology: South San Francisco is known as the "Birthplace of Biotechnology," housing over 250 biotech companies, including Genentech, Amgen, and Verily Life Sciences.
3 ○ Healthcare and Social Assistance: Employs approximately 5,696 residents. 4 ○ Professional, Scientific, and Technical Services: Employs around 4,550 residents.
5 ○ Retail Trade: Employs about 4,111 residents.
6 ● Top Employers:
○ Genentech: 8,632 employees
○ Kaiser Permanente: 1,000–4,999 employees
○ AbbVie: 1,000 employees
6 2023 American Community Survey 5-Year Estimate, as cited in Data USA. 5 2023 American Community Survey 5-Year Estimate, as cited in Data USA. 4 2023 American Community Survey 5-Year Estimate, as cited in Data USA. 3 Biotech in SSF - City of South San Francisco web page. 2 Many of the data points in this chapter are based on US Census data, which is the most comprehensive publicly available data source. It is important to note that Census data may be inaccurate due to inequities in the Census method which cause some groups to be undercounted. Advocates and policymakers alike recognize that President Trump’s restrictive immigration policies and attempts to “weaponize” the Census (including an unsuccessful push to include a citizenship question) might have had a “chilling effect,” discouraging Hispanic/Latinx people from completing surveys in 2020.

San Mateo County Economic Advancement Centers: Final Evaluation Report 13 46 Demographic Characteristics
● Population: Approximately 64,487 residents as of 2023. 7 ● Racial/Ethnic Composition: As shown in Chart 1 below, the largest racial group in South San Francisco is Asian alone (41%), followed by White alone (22%). Approximately one-third (33%) of South San Francisco residents identify as Hispanic or Latino. 8 Charts 1-2: South San Francisco Race and Ethnicity
(US Census Bureau, 2020 Census Demographic and Housing Characteristics File) South San Francisco Race South San Francisco Ethnicity
● Foreign-Born Residents: Approximately 40% of the population is foreign-born, significantly higher than the national average of 14%.
9 ● Highest Level of Education Achieved. According to the 2023 American Community Survey 5-year estimates (ACS), 86% of adults have at least a high school diploma or equivalent and 40% have a bachelor’s degree or higher.
10 ● Median Property Value: $1.16M in 2023, with 61% home ownership. 11 ● Median Household Income: $135,909, with a 7% poverty rate 12 and 3.3% unemployment
rate.
13 Note that the poverty rate is highest among Hispanic women (19%).14 ● Median Age: 42 years.
15 15 2023 American Community Survey 5-Year Estimates. US Census Bureau. 14 2023 American Community Survey 5-Year Estimate, as cited in Data USA. 13 Bureau of Labor Statistics, as cited in Y Charts.
12 2023 American Community Survey 5-Year Estimate, as cited in Data USA. 11 2023 American Community Survey 5-Year Estimate, as cited in Data USA. 10 U.S. Census Bureau (2023). American Community Survey 5-year estimates. Retrieved from Census Reporter Profile page for South San Francisco, CA <http://censusreporter.org/profiles/16000US0673262-south-san-francisco-ca/> 9 2023 American Community Survey 5-Year Estimate, as cited in Data USA. 8 See 2020 Decennial Census, P8 RACE file and P9 ETHNICITY file. 7 2023 American Community Survey, as cited in Point2Homes.

San Mateo County Economic Advancement Centers: Final Evaluation Report 14 47 In addition to the Economic Advancement Center (EAC), South San Francisco offers a range of programs and services to assist low-income residents with employment, entrepreneurship, and meeting basic needs.

Employment Assistance
● JobsNOW! Program. This free employment initiative matches job seekers with employers and subsidizes salaries for up to six months, facilitating quicker hiring and skill development.
● Mission Hiring Hall. A nonprofit offering free counseling, training, and placement services, including vocational training in construction trades, project administration, security services, and hospitality job readiness.

Small Business Support
● Small Business Support Programs. The city offers various programs, including the Commercial Storefront Vandalism Relief Grant, providing up to $1,000 per incident to businesses affected by vandalism.
16 ● Business Resources. South San Francisco collaborates with the Small Business Development Center (SBDC), hosted by Renaissance Entrepreneurship Center as part of their programmatic offerings, to offer no-cost expert advising and low-cost training for current and prospective small business owners.
17 ● Green Business Program. As articulated in the 2040 Shape South San Francisco Plan, SSF “encourages existing businesses and industries to participate in the San Mateo County Green Business Program,” which offers technical assistance and resources to small and medium-sized businesses aiming to become certified green businesses.

Benefits include cost savings through energy and water conservation and waste minimization.

Basic Needs Assistance
● YMCA Community Resource Center (CRC) offers emergency support services, including crisis intervention and referrals, to stabilize living situations. ● Rental Assistance. The YMCA CRC provides rental assistance to eligible residents. ● Core Service Agencies. San Mateo County's Core Service Agencies offer safety net services such as food, emergency housing assistance, and utility assistance to residents in need.
18 18 San Mateo County: Core Service Agencies - Emergency Safety Net Assistance 17 City of SSF: Business Resources
16 City of SSF: Small Business Support Programs
San Mateo County Economic Advancement Centers: Final Evaluation Report 15 48 North Fair Oaks
North Fair Oaks is a diverse and predominantly Hispanic/Latino community with a young median age. The economy is supported by various industries, including administrative services, professional sectors, and retail trade.

Local Economic Drivers
● Key Industries:
19 ○ Administrative & Support & Waste Management Services: 820 employees. ○ Professional, Scientific, & Technical Services: 670 employees. ○ Retail Trade: 613 employees.

Demographic Characteristics
● Population: Approximately 13,327 residents as of 2023. 20 ● Racial/Ethnic Composition: As shown in Chart 3 below, the largest racial group in North Fair Oaks is some other race (42%), followed by white alone (25%). Seventy percent (70%) of North Fair Oaks residents identify as Hispanic or Latino. 21 Charts 3-4: North Fair Oaks Race and Ethnicity
(US Census Bureau, 2020 Census Demographic and Housing Characteristics File) North Fair Oaks Race North Fair Oaks Ethnicity
● Foreign-Born Residents: Approximately 39% of residents were born outside the United States.
22 22 2023 American Community Survey 5-Year Estimate, as cited in Data USA. 21 See 2020 Decennial Census, P8 RACE file and P9 ETHNICITY file. 20 2023 American Community Survey 5-Year Estimate, as cited in Data USA. 19 2023 American Community Survey 5-Year Estimate, as cited in Data USA.

San Mateo County Economic Advancement Centers: Final Evaluation Report 16 49 ● Highest Level of Education Achieved. According to the 2023 American Community Survey 5-year estimates (ACS), 71% of adults have at least a high school diploma or equivalent and 27% have a bachelor’s degree or higher.
23 ● Median Property Value: $1.21M in 2023, with 52% home ownership. 24 ● Median Household Income: $106,690, with a 13% poverty rate. Note that the poverty rate is highest among Hispanic women (26%).
25 ● Median Age: 33 years, indicating a relatively young population.

In addition to the Economic and Employment Center (EEC), the following programs and services are available to low-income residents of North Fair Oaks with employment, entrepreneurship, and basic needs.

Employment Assistance
● San Mateo County Employment Services. The County offers specialized training, job search workshops, computer and fax access, and individual support to assist residents in finding employment.

Small Business Support
● San Mateo Small Business Development Center (SBDC). The SBDC, hosted by Renaissance Entrepreneurship Center as part of their programmatic offerings, supports local entrepreneurs and small businesses with tools and insights to start and grow their ventures. Services include business planning, financial management, and marketing strategies.
26 Middlefield Road Small Business Assistance Program. In response to the Middlefield Road Improvement Project, the County allocated $985,000 to fund a grant program for eligible small businesses in North Fair Oaks negatively impacted by the project.
27 ● Green Business Program. San Mateo County, which governs North Fair Oaks, supports and provides technical assistance and certification through the Green Business Program. Businesses and community-based organizations in North Fair Oaks are fully eligible and encouraged to participate.
27 See Board of Supervisors resolution about the Middlefield Road Small Business Assistance Program here. 26 Governor’s Office of Business and Economic Development: Place-based strategies. 25 2023 American Community Survey 5-Year Estimate, as cited in Data USA. 24 2023 American Community Survey 5-Year Estimate, as cited in Data USA. 23 U.S. Census Bureau (2023). American Community Survey 5-year estimates. Retrieved from Census Reporter Profile page for North Fair Oaks, CA <http://censusreporter.org/profiles/16000US0651840-north-fair-oaks-ca/> San Mateo County Economic Advancement Centers: Final Evaluation Report 17 50 Basic Needs Assistance
● Fair Oaks Community Center provides services including:
28 ○ Food assistance
○ Housing assistance
○ Emergency and social services
● San Mateo County Public Assistance Programs. The County offers programs to help residents obtain health care, shelter, food, and other resources through services like Medi-Cal, CalFresh, and CalWORKs. While these programs are available to all County residents, practically speaking, Center participants in Half Moon Bay and South San Francisco shared that the geographic distance to travel from their communities to the Core Service Agencies makes them inaccessible.
● El Concilio of San Mateo County provides a comprehensive range of programs, including safety net navigation, individual support services, consumer protection, outreach and education, and environmental advocacy.

Half Moon Bay / Coastside
Half Moon Bay and the Coastside communities present a unique blend of affluent demographics, high living costs, and a strong reliance on both traditional industries like agriculture and fishing, as well as modern sectors such as professional services and tourism. While the area boasts high median incomes, the elevated cost of living poses challenges, particularly for lower-income residents.

Local Economic Drivers
● Key Industries:
29 ○ Professional, Scientific, and Technical Services: Employs approximately 1,105 residents.
○ Educational Services: Employs around 706 residents.
○ Retail Trade: Employs about 551 residents.
● Traditional Sectors: Agriculture and fishing remain integral to the local economy, with local farms and the historic Pillar Point Harbor playing vital roles (as reported in Business View magazine).
● Tourism: A significant economic driver, bolstered by the region’s coastal vistas, redwood forests, and agricultural areas (as reported in Business View magazine). 29 2023 American Community Survey 5-Year Estimate, as cited in Data USA. 28 To learn more, refer to Fair Oaks Community Center Information and Referral Program:
https://www.redwoodcity.org/departments/parks-recreation-and-community-services/do-you-need-help/information-r eferral
San Mateo County Economic Advancement Centers: Final Evaluation Report 18 51 Demographic Characteristics
● Population: Approximately 11,454 residents as of 2023. 30 ● Racial/Ethnic Composition: As shown in Charts 5-6 below, the majority of Half Moon Bay residents identify their race as white alone (62%) and their ethnicity as “not Hispanic or Latino” (70%).
31 Charts 5-6: Half Moon Bay Race and Ethnicity
(US Census Bureau, 2020 Census Demographic and Housing Characteristics File) Half Moon Bay Race Half Moon Bay Ethnicity
● Foreign-Born Residents: Approximately 21% of Half Moon Bay's residents are foreign-born, according to the most recent U.S. Census Bureau estimates for 2019–2023.
32 ● Highest Level of Education Achieved: Per the 2023 American Community Survey 5-year estimates (ACS), 91% of adults have at least a high school diploma or equivalent and 53% have a bachelor’s degree or higher.
33 ● Median Property Value: $1.47M in 2023, with 73% home ownership. 34 ● Median Household Income: $153,199, with a 6% poverty rate. The largest demographic living in poverty are Females 55 - 64.
35 35 2023 American Community Survey 5-Year Estimate, as cited in Data USA. 34 2023 American Community Survey 5-Year Estimate, as cited in Data USA. 33 U.S. Census Bureau (2023). American Community Survey 5-year estimates. Retrieved from Census Reporter Profile page for Half Moon Bay, CA <http://censusreporter.org/profiles/16000US0631708-half-moon-bay-ca/> 32 2023 American Community Survey 5-Year Estimate, as cited in Data USA. 31 See 2020 Decennial Census, P8 RACE file and P9 ETHNICITY file. 30 2023 American Community Survey 5-Year Estimate, as cited in Data USA.

San Mateo County Economic Advancement Centers: Final Evaluation Report 19 52 ● Median Age: 47 years, which is notably higher than both the California state median (38 years) and the San Francisco Bay Area median (40 years). 36 In addition to the Opportunity Center of the Coastside (OCC), Half Moon Bay and the broader Coastside region in San Mateo County offer a variety of programs and services to assist low-income residents with employment, entrepreneurship, and basic needs.

Employment Assistance
● Abundant Grace Coastside Worker. This nonprofit offers job-readiness training programs for individuals experiencing homelessness, including: Farm Work Days, Farm Apprenticeship, and Conservation Crew.

Small Business Support
● Coastside Venture Studio (CSVS). Co-located at the OCC, and founded in 2024, CSVS is an incubator and accelerator program dedicated to supporting startups focused on resiliency technologies. It aims to foster scalable companies that contribute to an equitable and thriving Coastside community.
● San Mateo Small Business Development Center (SBDC). The SBDC, hosted by Renaissance Entrepreneurship Center as part of their programmatic offerings, supports local entrepreneurs and small businesses with tools and insights to start and grow their ventures. Services include business planning, financial management, and marketing strategies.
37 ● Green Business Program. The City of Half Moon Bay supports the San Mateo County Green Business Program, which offers technical assistance and resources to small and medium-sized businesses aiming to become certified green businesses. Benefits include cost savings through energy and water conservation and waste minimization.

Basic Needs Assistance
● Coastside Hope offers the following services:
○ Emergency & Supplemental Food Pantry
○ Rental & utility assistance
○ Shelter referrals
○ Immigration & citizenship services
○ Tax preparation assistance
○ Digital Navigator Program for technology skills
Coastside Hope also functions as a Core Service Agency for the County, providing emergency safety net assistance including food, housing, and utility assistance. 37 Governor’s Office of Business and Economic Development: Place-based strategies. 36 2023 American Community Survey 5-Year Estimate, as cited in Data USA.

San Mateo County Economic Advancement Centers: Final Evaluation Report 20 53 Importance of these Economic Advancement Centers in the Context of these Three Communities
As described above, these communities are racially / ethnically diverse and include some of the most economically stressed residents of San Mateo County whose earnings are far outpaced by the high cost of living. Moreover, prior to the opening of the EACs, these three communities had relatively limited social services readily available within them.

Community leaders and subject matter experts interviewed for this evaluation emphasized and lifted up these points as a means of underscoring the value of the EACs. Despite broader recovery trends, interviewees described the EAC communities as still economically vulnerable and at risk of being left behind:
● South San Francisco was described as lively and diverse, but still recovering from the pandemic with shuttered businesses and growing pressures from gentrification and industry shifts.
● Half Moon Bay / Coastside features a high degree of small, independent businesses and farmworker populations but is still challenged by a lack of formal business infrastructure and career pathways.
● North Fair Oaks was characterized by “pockets of low-income, historically underserved folks” and limited infrastructure, yet with the potential for revitalization through corridor improvements and local investment.

Within these communities’ contexts, interviewees consistently shared that the EACs fill deep and persistent gaps in the local workforce and economic development systems. Before the EACs were launched, all three communities faced significant structural barriers to accessing career development, small business support, and integrated services. Existing programs were described as fragmented, remote, inaccessible or non-existent—especially for low-income and immigrant residents. The EACs introduced walk-in, multilingual, culturally competent service hubs that address a range of needs — job placement, skills training, entrepreneurship support, housing and food access, and legal aid — under one roof.

Moreover, community leaders and subject matter experts consistently expressed that, from their perspective, the EACs contribute to broader economic and community development goals. The Centers play a visible role in revitalizing downtown corridors, countering commercial blight, and spurring microenterprise growth. In South San Francisco, the EAC turned an abandoned bank building into a vibrant community asset that has become a cornerstone of downtown redevelopment. Additionally, the Centers are positioned to contribute to emerging growth sectors such as biotech, hospitality, healthcare, and value-added agriculture — especially if workforce training programs evolve to align with these sectors.

San Mateo County Economic Advancement Centers: Final Evaluation Report 21 54 V. PROCESS AND IMPLEMENTATION

EVALUATION FINDINGS
This chapter summarizes program process and implementation-related findings, including the clients served at the EACs and the types of services they received from JobTrain and Renaissance Entrepreneurship Center. It also highlights the ways in which EAC providers have engaged in their communities to ensure services are promoted and accessible. The chapter concludes with a discussion of the factors contributing to early program success. Areas for program and service improvements are provided in the Recommendations chapter.

The client and business information highlighted in this section is based on data files provided by JobTrain and Renaissance Entrepreneurship Center. Note that the data file timeframes for each site (EAC-SSF, EEC-NFO, and OCC) differ based on how long each site has been open. ● EAC-SSF: 7/1/21 - 4/30/25
● EEC-NFO: 7/10/23 - 4/30/25
● OCC: 1/1/24 - 4/30/25
It is important to bear in mind that each of the three Centers first opened virtually to respond to community needs as promptly as possible during the COVID-19 lockdown. Services continued remotely while the Centers’ physical facilities were prepared for opening. The following provides the schedule of service roll-out for each Center:

EAC-South San Francisco
● Remote services began July 2021
● Physical site opened January 2022
EEC-North Fair Oaks
● Remote services began July 2023
● Physical site opened June 2024
OCC-Half Moon Bay / Coastside
● Remote services began January 2024
● Physical site opened late March 2024
The Theory of Change for these Centers leans heavily on the assumption that on-site in-center engagement will serve the most community members most effectively. It is indeed the case that, with the opening of the physical Center facilities, client volume, and thus opportunity for impact, increased with dedicated space for drop-in hours, on-site classes, cross-agency referrals, and one-on-one appointments.

San Mateo County Economic Advancement Centers: Final Evaluation Report 22 55 It is important to note that the tables below present data as shared by JobTrain and Renaissance Entrepreneurship Center; therefore, there may be inconsistencies in how some information is presented (e.g., “Latino/Hispanic” vs. “Hispanic or Latino”). Additionally, Tables 1 and 3 report the total number of clients served by JobTrain and Renaissance, based on demographic files prepared by each site. Note that subsequent tables might have a different “N” (sample size of clients) due to missing data.

Clients Served
JobTrain’s key services include: resume development, interview practice, job placement services, career exploration, job readiness workshops, supportive services, and onsite technology access.Table 1 summarizes the total number of clients served by service category at each site.

Table 1: JobTrain Clients Served
JobTrain Clients Served

EAC-SSF
(7/1/21-4/30/25)

EEC-NFO
(7/10/23-4/30/25)
OCC
(1/1/24-4/30/25)
TOTAL Clients
Served
(client list:Intake
Center)
1775 clients 612 clients 203 clients
Services Received
(subset of TOTAL
clients served)
(job readiness service
list)
1684 clients received
job readiness
services.

On average, clients
received 5.9 job
readiness services per
person
(range = 1-91)
521 clients received
job readiness
services.

On average, clients
received 5.6 job
readiness services per
person
(range = 1-27)
216 people received
job readiness
services.38
On average, clients
received 4 job
readiness services per
person
(range = 1-21)
Resume complete
(subset of clients in
Services Received
above) (indicates if
client is active job
seeker ready for hire)
857 clients 329 clients 50 clients
See below for JobTrain’s menu of job readiness services, which are organized into three phases.

Additionally, JobTrain connects clients with a range of supportive services to meet their basic needs and promote their ability to work towards career goals. 38 216 is the number of people who received job readiness services in Half Moon Bay (“Service Created Center”), based on Client ID. Above, 203 refers to the number of unique clients who completed their intake at Half Moon Bay.

San Mateo County Economic Advancement Centers: Final Evaluation Report 23 56 Table 2: JobTrain Job Readiness Services
39 JobTrain: Job Readiness Services by Phase
Phase 1 Phase 2 Phase 3
Supportive
Services

1. First Contact

2. Intake
Assessment

3. JobTrain Edge

4. Career Coaching

5. Resume Complete

6. Cover Letter

7. Job Search

8. Mock Interview

9. JobTrain Edge

10.Internal Upskill

11.Career Training
Referral

12.External Upskill

13. Placement
Support
✔ Food
✔ Housing
✔ Medical
✔ Mental Health
✔ Clothing
✔ Transportation
✔ Other
On the following page, Table 3 describes the total number of Renaissance clients who were served overall, in addition to the number of clients who accessed training and consultation services.

Training: Renaissance’s training program includes intensive training classes, such as Start Smart and Business Prep, in addition to skill-building workshops on topics such as marketing, finance, food business compliance, business plan development, tax preparation, QuickBooks, and early-stage childcare enterprise development.

Consulting: Renaissance clients can access customized 1:1 consulting sessions to receive guidance on a range of topics, such as: business models, registering for permits, branding, digital marketing, time management, setting growth strategies, finance and access to capital.

Clients leverage these individualized sessions to deepen their learning and apply knowledge from group settings to their specific business goals.
40 40 Q3 Coastside Renaissance Report April-June 2025
39 Source: Job Readiness Service Definitions. Revised 7/3/23.

San Mateo County Economic Advancement Centers: Final Evaluation Report 24 57 Table 3: Renaissance Entrepreneurship Center Clients Served Renaissance Entrepreneurship Center Clients Served

EAC-SSF
(7/1/21-4/30/25)

EEC-NFO
(7/10/23-4/30/25)
OCC
(1/1/24-4/30/25)
TOTAL
Clients
Served
416 clients 317 clients 142 clients
Training
Services
Received
347 clients received an
average of 18hrs of
training
(Range: 1-136 hrs)
239 clients received an
average of 18hrs of
training
(Range: 1-89 hrs)
135 clients received an
average of 16hrs of
training
(Range: 1-93 hrs)
Consultation
Services
Received
235 clients received an
average of 3.5
consultation sessions (or

4.4 hrs of consultation)
(Range = 1-28 sessions or

0.5-45 hrs)
100 clients received an
average of 2.2
consultation sessions (or

3.6 hrs of consultation)
(Range = 1-12 sessions
or 0.25-29 hrs)
40 clients received an
average of 2.6
consultation sessions (or

3.4 hrs of consultation)
(Range = 1-17 sessions
or 0.5-37 hrs)
Client Demographics
This section summarizes client demographic information, as provided by JobTrain and Renaissance Entrepreneurship Center. Where applicable, comparisons are noted between the EACs’ client demographics and the South San Francisco, North Fair Oaks, and Half Moon Bay community demographics as a whole.

Gender
As shown below (Table 4), JobTrain clients are roughly split between male and female (with a relatively greater percentage of males at OCC, compared to EAC-SSF and EEC-NFO). However, Renaissance Entrepreneurship Center clients predominantly identify as female – at all three sites, at least 70% of clients are female, which Renaissance Center leadership shared is common across all of the sites they operate within.

Table 4: EAC Clients’ Gender

EAC-SSF EEC-NFO OCC
JobTrain
(n=1526)
Ren Center
(n=405)
JobTrain
(n=587)
Ren Center
(n=308)
JobTrain
(n=192)
Ren Center
(n=138)
Female 50% 74% 51% 73% 44% 70%
Male 46% 25% 48% 26% 56% 28%
San Mateo County Economic Advancement Centers: Final Evaluation Report 25 58 Table 4: EAC Clients’ Gender

EAC-SSF EEC-NFO OCC
JobTrain
(n=1526)
Ren Center
(n=405)
JobTrain
(n=587)
Ren Center
(n=308)
JobTrain
(n=192)
Ren Center
(n=138)
Transgender – 0% – 0% – 1%
Decline to
Answer (JT);
Prefer Not to
Say (REC)
3% 0% 0% 0% 0% 1%
Gender
Non-Binary
0% – 0% – 0% –
Queer – 0% – 0% – 0%
Other – 0% – 0% – 0%
# MISSING: 249 11 25 9 11 4
Race and Ethnicity
Across all three JobTrain sites, the vast majority of clients describe their ethnicity as “Hispanic or Latino,” as shown in Table 5 below. Compared to other sites, JobTrain at EAC-SSF had a relatively greater proportion of Asian participants (10%), while OCC had a relatively greater proportion of white (non-Hispanic) participants (12%).

Within all three EAC sites, there is a much larger portion of Hispanic or Latino EAC clients. For example, EAC-SSF reports 76% of clients are Hispanic or Latino (vs. 33% of South San Francisco); EEC-NFO reports 91% of clients are Hispanic or Latino (vs. 70% of North Fair Oaks); and OCC reports 85% Hispanic or Latino (compared to 30% Half Moon Bay). 41 (Note that
JobTrain collects a single variable for race/ethnicity (see Table 5 below), while Renaissance reported race [Table 6] and ethnicity [Table 7] separately). 41 Demographic data for SSF, NFO, and HMB is drawn from 2020 Census data.

San Mateo County Economic Advancement Centers: Final Evaluation Report 26 59 Table 5: JobTrain Clients’ Ethnicity
JobTrain Clients’ Ethnicity

EAC-SSF
(n=1591)

EEC-NFO
(n=590)
OCC
(n=196)
Hispanic or Latino 76% 91% 85%
Asian 10% 1% 1%
White (non-Hispanic) 8% 4% 12%
Black - African-American 3% 1% 1%
Middle Eastern or North
African
1% 1% 0%
Multi-Racial 1% 1% 0%
Pacific Islander 1% 1% 0%
Decline to Answer 0% 0% 1%
American
Indian/Alaskan Native
0% 0% 0%
# MISSING: 184 22 7
As shown in Table 6 below, Renaissance Entrepreneurship Center clients most commonly report their race as “Other.” The majority of clients who report their race as “Other” also report their ethnicity as Latino/Hispanic. (Renaissance clients’ ethnicity is reported in Table 7.) As shown below, all three Renaissance EAC sites report 11% Black or African American clients, which is much higher than the Black or African American population reported by JobTrain sites (between 1-3%, see Table 5 above).

San Mateo County Economic Advancement Centers: Final Evaluation Report 27 60 Table 6: Renaissance Entrepreneurship Center Clients’ Race Renaissance Entrepreneurship Center Clients’ Race

EAC-SSF
(n=398)

EEC-NFO
(n=293)
OCC
(n=120)
Other 49% 61% 50%
White 20% 16% 23%
Asian 13% 8% 5%
Black or African
American 11% 11% 11%
Multiracial 3% 1% 4%
Native American or
Alaska Native
2% 1% 2%
Native Hawaiian / Other
Pacific Islander 1% 0% 1%
Middle Eastern 1% 0% 0%
Prefer Not to Say 1% 2% 4%
Prefer to Self-Describe 0% 0% 1%
# MISSING: 18 24 22
NOTES:
● The original question was “check-all-that-apply.” Data for participants who selected more than 2 races was recoded as “multiracial.”
● The vast majority (97%) of clients who described their race as “Other” also reported their ethnicity as “Latino/Hispanic.”
At all three sites, the majority of Renaissance clients identify as Latino/Hispanic (see Table 7 below). Among all Renaissance clients who identify their ethnicity as “Latino/Hispanic,” the vast majority identify their race as “Other” (79%), followed by white (14%), Native American or Alaska Native (2%), Black or African American (1%), Multiracial (1%), and “Prefer not to say” (1%).

As shown in Table 7 below, EEC-NFO has a relatively higher percentage of clients who identify as Latino/Hispanic than the other two sites. Over three-quarters (76%) of EEC-NFO clients identify as Latino/Hispanic, compared to 60% of EAC-SSF clients and 68% of OCC clients.

San Mateo County Economic Advancement Centers: Final Evaluation Report 28 61 Table 7: Renaissance Entrepreneurship Center Clients’ Ethnicity Renaissance Entrepreneurship Center Clients’ Ethnicity

EAC-SSF
(n=403)

EEC-NFO
(n=293)
OCC
(n=138)
Latino/Hispanic - “Yes” 60% 76% 68%
Latino/Hispanic - “No” 39% 24% 30%
Prefer Not to Say 0% 0% 1%
# MISSING: 13 24 4
Age
Table 8 below shows EAC clients’ average, minimum, and maximum age. It appears that OCC clients may be somewhat younger than clients at the EEC-NFO and EAC-SSF.

At the EAC-SSF and OCC, clients’ median ages (listed in Table 8 below) are somewhat comparable to the median ages in their larger communities: 42 years old in South San Francisco and 47 years old in Half Moon Bay (OCC). However, clients’ median age at the EEC-NFO is higher than the median age in North Fair Oaks (33 years old).

Table 8: EAC Clients’ Age

EAC-SSF EEC-NFO OCC
JobTrain
(n=1567)
Ren Center
(n=384)
JobTrain
(n=566)
Ren Center
(n=294)
JobTrain
(n=171)
Ren Center
(n=133)
Average Age 41 46 41 46 38 42
Minimum
Age 17 20 18 20 15 18
Maximum
Age 86 79 83 81 78 76
# MISSING: 208 32 46 23 32 9
Highest Level of Education Completed
Table 9 below describes JobTrain clients’ highest level of education completed. The majority of clients at all three sites have a high school education or less. When comparing community-level trends to JobTrain’s client demographics, it becomes clear that JobTrain explicitly focuses on supporting community members with limited formal education and high employment barriers.

San Mateo County Economic Advancement Centers: Final Evaluation Report 29 62 Table 9: JobTrain Clients’ Highest Level of Education Completed JobTrain Clients’ Highest Level of Education Completed

EAC-SSF
(n=1208)

EEC-NFO
(n=399)
OCC
(n=134)
Less than a high school
degree or HSE 24% 19% 41%
High School or HSE 38% 51% 31%
Some college or tech
school
17% 13% 11%
Two-year degree
(Associates) 6% 5% 5%
Four-year degree
(Bachelors) 12% 8% 8%
Graduate degree 3% 5% 4%
PhD 0% 0% 0%
# MISSING: 567 213 69
Income Level
Table 10 (on the following page) summarizes’ Renaissance clients’ U.S. Department of Housing and Urban Development (HUD) income level at intake. These income limits are relevant because they often determine eligibility for affordable housing programs for residents who meet other eligibility criteria. As shown below, the vast majority of EAC clients live below 50% of the AMI in their local communities.

For reference, a living wage for two adults and two children in San Mateo County is $46.95/hr, according to MIT’s 2025 living wage calculator. This calculates to $97,656 per year (assuming the standard full-time equivalent of 2,080 working hours per year).

Table 10: Renaissance Entrepreneurship Center Clients’ HUD Income Level Renaissance Entrepreneurship Center Clients’ HUD Income Level HUD Income Band
[How HUD Income Band Would
be Defined in San Mateo County
in 2024 for a Family of 4]

EAC-SSF
(n=362)

EEC-NFO
(n=284)
OCC
(n=134)
Extremely Low
[30% of AMI - $58,750] 47% 57% 57%
San Mateo County Economic Advancement Centers: Final Evaluation Report 30 63 Table 10: Renaissance Entrepreneurship Center Clients’ HUD Income Level Renaissance Entrepreneurship Center Clients’ HUD Income Level HUD Income Band
[How HUD Income Band Would
be Defined in San Mateo County
in 2024 for a Family of 4]

EAC-SSF
(n=362)

EEC-NFO
(n=284)
OCC
(n=134)
Very Low
[50% of AMI - $97,900]
23% 25% 16%
Low
[80% AMI - $156,650]
12% 11% 15%
Median
[AMI - $186,600]
7% 3% 6%
Moderate
[120% AMI - $223,900]
2% 0% 1%
Above Moderate 8% 5% 5%
# MISSING: 54 33 8
English Proficiency
As shown below, the majority of clients have limited English proficiency across all three JobTrain sites. According to 2023 American Community Survey data for San Mateo County overall, 17% of residents are Limited English Proficient (LEP). 42 While English proficiency data
was not available at the community level (SSF, NFO, and Half Moon Bay), it appears that JobTrain clients have much higher rates of limited English proficiency than their surrounding community populations.

Table 11: JobTrain Clients’ English Proficiency
JobTrain Clients’ English Proficiency

EAC-SSF
(n=1283)

EEC-NFO
(n=558)
OCC
(n=152)
Limited English
proficiency 65% 65% 58%
Does NOT have limited
English proficiency
35% 35% 42%
# MISSING: 492 54 51
Table 12 below describes the prevalence of monolingual Spanish speakers at each Renaissance site. However, it is important to note that the number of clients with missing data is high. Also 42 https://www.smcgov.org/ceo/san-mateo-county-demographics-0 San Mateo County Economic Advancement Centers: Final Evaluation Report 31 64 note that this table does not include Spanish-speaking clients who can speak and understand English, but prefer to receive services in Spanish.

Table 12: Renaissance Entrepreneurship Center Monolingual Spanish Speakers Renaissance Entrepreneurship Center:

Monolingual Spanish Speakers

EAC-SSF
(n=224)

EEC-NFO
(n=193)
OCC
(n=107)
Yes (Monolingual
Spanish speaker) 24% 43% 49%
No 76% 57% 51%
# MISSING: 192 124 35
A significant number of EAC clients (particularly those with language barriers) are immigrants.

In addition to language barriers, immigrant clients often face increased employment barriers due to language, cultural, educational, and/or legal barriers. EACs do not formally collect information on clients’ immigration status.

About JobTrain Clients’ Employment Status
As shown in Table 13 below, the majority of clients were unemployed at intake across all three sites, compared to just a 3% unemployment rate in San Mateo County overall in April 2025, reinforcing that the EACs are serving folks in need of their programming.

Table 13: JobTrain Clients’ Employment Status at Intake JobTrain Clients’ Employment Status at Intake

EAC-SSF
(n=888)

EEC-NFO
(n=532)
OCC
(n=111)
Unemployed 66% 68% 59%
Employed Full-Time 10% 8% 16%
Ineligible to Work 8% 0% 0%
Part-Time (20 hrs/week
or more) 8% 11% 11%
Part-Time (less than 20
hrs/week) 5% 10% 11%
Not in Labor Force 2% 0% 2%
Never Employed 1% 1% 1%
San Mateo County Economic Advancement Centers: Final Evaluation Report 32 65 Table 13: JobTrain Clients’ Employment Status at Intake JobTrain Clients’ Employment Status at Intake

EAC-SSF
(n=888)

EEC-NFO
(n=532)
OCC
(n=111)
Seasonal 1% 1% 1%
Employed (from ONE) 0% 0% 0%
Retired 0% 1% 0%
Self-Employed 0% 0% 0%
# MISSING: 887 80 92
See below for JobTrain clients’ most recent hourly wage (Table 14). Note that a significant portion of clients’ most recent hourly wage is missing (86% of EAC-SSF and 92% of OCC clients are missing hourly wage data, compared to 44% of EEC-NFO clients).

Table 14: JobTrain Clients’ Most Recent Hourly Wage
JobTrain Clients’ Most Recent Hourly Wage

EAC-SSF
(n=246)

EEC-NFO
(n=340)
OCC
(n=16)
Average Hourly Wage $22.17 $21.56 $23.76
Median Hourly Wage $20.00 $20.00 $20.50
Minimum Hourly Wage $4 $8 $17
Maximum Hourly Wage $75 $130 $42.69
# MISSING: 1529 272 187
During intake, JobTrain requested clients’ current or most recent job title. EEC-NFO was much more likely than the other two sites to record clients’ current or most recent job title: at EEC-NFO, 67% of clients (409 of 612) have their current or most recent job title listed, compared to 22% of clients at OCC and 14% of EAC-SSF clients. Overall, clients’ current or most recent job title is missing for 73% of clients (1883 of 2590 clients). Among clients who reported their current or most recent job titles, clients have worked in a wide range of sectors, such as: facilities and cleaning, food service, childcare and caregiving, retail and sales, transportation, healthcare, and construction.

San Mateo County Economic Advancement Centers: Final Evaluation Report 33 66 About Renaissance Entrepreneurship Center Clients’ Businesses Table 15 below shows Renaissance clients’ business status at intake. Clients are more likely to join Renaissance in the “idea” phase (“I have ideas and want to start one”) at the OCC site, compared to EAC-SSF and EEC-NFO. EAC-SSF has the highest percentage of clients who already own a business and want to grow it, perhaps because the SSF site has been in operation longer than the other two sites.

Table 15: Renaissance Clients’ Business Status
Renaissance Entrepreneurship Center Clients’ Business Status

EAC-SSF
(n=375)

EEC-NFO
(n=279)
OCC
(n=140)
I already own a
business and want
to grow it
37% 32% 18%
I have ideas and
want to start one 30% 34% 49%
I have taken
concrete steps and
am committed to
starting one
20% 17% 18%
I already own a
business and want
help sustaining it
11% 14% 11%
I already own a
business and I’m
here to start another
business
2% 0% 1%
I do not intend to
start or own a
business
0% 2% 3%
# MISSING: 41 38 2
Table 16 shows clients’ business stage at intake. Compared to other sites, EAC-SSF is more likely to serve clients with existing/ongoing businesses (48%) in this community with a relatively more diverse economy, while OCC is most likely to serve clients whose business is “pre-startup” in this community with a relatively narrower economy (64%).

San Mateo County Economic Advancement Centers: Final Evaluation Report 34 67 Table 16: Renaissance Center Clients’ Business Stage Renaissance Entrepreneurship Center Clients’ Business Stage

EAC-SSF
(n=257)

EEC-NFO
(n=182)
OCC
(n=72)
Pre-startup 39% 47% 64%
Existing/Ongoing 48% 37% 25%
Startup 13% 15% 11%
Closed Temporarily 0% 1% 0%
# MISSING: 159 135 70
Renaissance entrepreneurs operate businesses in a wide range of industries, such as food services, beauty, cleaning and maintenance, childcare, and professional services. Within Renaissance’s dataset, approximately one-third of businesses have been assigned a North American Industry Classification System (NAICS) code (286 of 875 listed businesses, or 33%).

Among these businesses (n=286), the most frequently reported NAICS codes are:
● Other Services (23%)
● Retail Trade (15%)
● Educational Services (14%)
● Accommodation and Food Services (12%)
● Health Care and Social Assistance (7%)
San Mateo County Economic Advancement Centers: Final Evaluation Report 35 68 Community Engagement and Outreach
EAC providers continually engage in a wide range of community engagement and outreach to make sure that potential clients and employer partners are aware of and can access their services. Within this section, Head and Heart summarizes a small selection of the outreach and engagement activities that EACs have engaged in.

Partnerships with Employers to Build Workforce Pipelines JobTrain seeks to build workforce pipelines for
clients by engaging with potential employers. For
example, JobTrain staff connected chip
manufacturers to certified graduates from their
advanced manufacturing training program.
43 Staff
also organize Employer Spotlight Events, where a
particular employer (e.g., Cintas, AbilityPath,
Stangenes Manufacturing) is showcased and all
Employment Specialists attend, in order to enhance
staff’s ability to place job seekers in suitable
positions.
44 Additionally, JobTrain has organized client field trips to potential employers and led interview practice workshops in collaboration with partners such as Meta Community Hub. 45 Career Fairs
JobTrain leads various career fairs throughout the County to help connect community members to employment opportunities. These career fairs often include employers ready to interview and/or hire onsite.
46 Community Outreach Events
The EACs also lead extensive networking and outreach events to make more potential clients aware of their services. Multiple EAC partners
47 described engaging with community members,
such as:
47 Sources: JobTrain April 2025 Progress Update, CSVS Q2 2025 Progress Report 46 JobTrain Progress Report - May 2025
45 Q4 FY25 North Fair Oaks Career Center Quarterly Performance 44 Q4 FY25 North Fair Oaks Career Center Quarterly Performance 43 JobTrain Progress Report - May 2025
San Mateo County Economic Advancement Centers: Final Evaluation Report 36 “Through ongoing networking and
outreach efforts, [JobTrain Employment
Specialists] are building strong
relationships with job seekers in South
San Francisco and establishing
meaningful connections within the
broader business community.”
– JobTrain April 2025 Progress Update
69 ● Local elected officials, including City
Council members and San Mateo County
Board of Supervisors
● Youth, including high school students
(e.g., Jefferson Union High School
District) and members of Boys & Girls
Clubs
● Adult schools (e.g., Sequoia Adult
School)
● Colleges, such as College of San Mateo
and Skyline College
● Attendees at large community cultural
events, such as SSF Lunar New Year
Night Market, NFO Festival Del Niño y la
Niña, a Cinco de Mayo parade, Arab
American Heritage Month celebrations, and a Día de Guadalupe Event at St. Anthony’s Catholic Church
● Community spaces, such as the Half Moon Bay public library, grocery stores, and food distribution centers
Additionally, Coastside Venture Studio led multiple outreach events with subject matter experts, startups, industry leaders, business incubators, and investors. 48 To expand and deepen their impact, JobTrain also engages with diverse partner organizations with expertise in a range of areas, such as:
● Life skills training for intellectually disabled adults ● Digital equity and accessibility
● Banking – Tri Counties bank has spoken with EAC participants about topics such as banking tools, loan readiness, and small business empowerment 49 EACs also lead ongoing marketing activities, such as tabling, distributing flyers, and hosting events, as part of their lasting commitment to building partnerships and increasing community engagement.
49 Q3 Coastside Renaissance Report April-June 2025
48 CSVS Q2 2025 Progress Report
San Mateo County Economic Advancement Centers: Final Evaluation Report 37 OCC Fair in May 2025
70 Accessible Facilities for the Community
Coastside Chamber makes their rooms (including a
meeting room, tech room, and classroom) available to
local businesses, groups, and nonprofits. Staff report
that word is spreading in the community about the
facility offerings – the Chamber has received increased inquiries to use the space.
50 Opportunities for Entrepreneurs to Increase their
Visibility
In collaboration with JobTrain and the Coastside Chamber, Renaissance co-hosted the Coastside Community Fair, which brought together over 80 attendees, five resource partners, and five employers. Two Renaissance entrepreneurs showcased their products.

In May 2025, the Mama Bonita Marketplace featured eight Renaissance businesses. The event was designed to give the community a space to shop for meaningful gifts ahead of Mother’s Day while supporting local entrepreneurs. Vendors offered a beautiful variety of products, including hair accessories, candles, flowers, personalized cups, and other handcrafted gifts. In preparation for the event, all participating vendors received marketing, pop-up, and sales training, which helped them build confidence, refine their displays, and improve their customer engagement.
51 Digital Engagement
EACs practice the digital engagement and social media marketing techniques which they teach their clients. For example, the Coastside Chamber promotes all classes, events, and services through various channels. In Q2 2025, they reported, “We are currently rebranding the Coastside365 social channels and website to Coastside411to better connect with locals.” 52 52 Coastside Chamber Q2 2025 Progress Report
51 SOUTH SMC-NFO_ APR-JUNE, 2025
50 Coastside Chamber Q2 2025 Progress Report
San Mateo County Economic Advancement Centers: Final Evaluation Report 38 “More than 75 people for various
reasons have toured the Tech
studio and have all been very
complimentary on the setup
and the professional quality of
the equipment.”
– Coastside Chamber Q2 2025 report
“Cuando hay ferias, ellos agarran a toda la gente que se graduó y los ponen ahí en la feria ya a presentar su negocio. Está muy lindo.”
…
Translation:
“When there are fairs, they reach out to the graduates and put them there to present their businesses. It's really nice."
– Renaissance Client
71 Clients as Ambassadors for EAC Programming
In addition to the robust outreach efforts by EAC staff, EAC clients are spreading the word about EACs’ services. Multiple Renaissance clients reported during interviews that: 1) they learned about the program from other participants, and 2) they continue to pay it forward by spreading the word and recommending classes to small business owners who could benefit from Renaissance services.

See below for a satisfied Renaissance client sharing how she spreads the word to fellow business owners in her community:

San Mateo County Economic Advancement Centers: Final Evaluation Report 39 “Es genial. Todo el que me encuentro que tiene el negocio pequeño le digo hey, ¿Tú ya conoces Renaissance? … Bueno, ahí te enseñan de tu negocio… ya mejor si tus habilidades...

Han llegado gente que hacen pasteles de su casa. Uno de ellos ya abrió la pastelería…. O la mujer de raspado de la esquina de la iglesia católica ahí en South San Francisco, que está ahí vendiendo su mangonada y le digo tú eres negocio pequeño, tú eres de buscar ayuda.

Aquí en esta ciudad hay ayuda para nosotros. Y así lo voy invocando a Renaissance porque la verdad es que sí es un lugar que le ayuda mucho a la ciudad.” …
Translation:
“It's great. Everyone I meet who has a small business, I say, "Hey, have you heard about Renaissance? Well, they teach you about your business... it's better if you can master your skills.” ... People have come here who make cakes from their homes. One of them even opened a bakery …. Or the woman who sells shaved ice on the corner of the Catholic church in South San Francisco, who's there selling her mangonada (frozen dessert), and I tell her, ‘You're a small business, you should look for help. There's help for us here in this city.’ And so I keep invoking Renaissance because the truth is, it's a place that helps the city a lot.” – Renaissance Client
72 What is Working Well and Facilitators of Success
The EACs fill systems-level gaps in that they
provide community members with a comprehensive
and coordinated range of services to support
economic advancement. Community leaders
universally recognize the EACs as vital innovations
that fill long standing service gaps in their respective communities. Furthermore, they offer integrated,
community-specific, and culturally competent
services not previously available. Prior to the
establishment of the EACs, services were described
as sparse, inconsistent, and often inaccessible —
particularly for low-income, immigrant, and
monolingual Spanish-speaking residents in addition
to clients who live far from Redwood City (the
County seat which has a greater concentration of social services than other areas of the County).

Community leaders also praised ways in which the EACs uphold best practices for workforce and economic development. Best practices reflected in the EACs’ model include: co-location with safety net services, in-person programming, community engagement, feedback loops, and alignment with broader policy and regulatory environments. In particular, interviewees uplift the following characteristics of the EACs:
● “One-stop shop”: The co-location of
services with organizations that share a
common purpose around economic
mobility for community members most in
need means people experience the EACs
like a “one-stop shop.”
● Linguistic and cultural responsiveness:

Bilingual staff hired from the local
communities are often able to build
trusting relationships with clients more
easily than staff who are not culturally congruent with clients.Emphasis on in-person San Mateo County Economic Advancement Centers: Final Evaluation Report 40 “The EAC really from the get-go
filled significant gaps in our
community… it delivered
immediately.”
– Community Leader
s
“There really is nothing on the South
Coast. People would take advantage
of the Chamber of Commerce once
in a while … but no consistent
services.”
– Community Leader
“The gap they [the three EACs] fill is being co-located, providing hot (not warm) handoffs directly to other community-based providers, operating with culturally competent staff, and providing a completely different type of support and environment that a City or the County of San Mateo can provide on its own.”
– Local Workforce Development System Expert
“The benefit has been … to have the
opportunity to have the range of
services we have access to for
clients through our partnerships. It
has been awesome to join forces and
do something together. We all make
sense together, help each other out,
and also can be our own entities.”
– Provider
73 services: While clients appreciate a mix of virtual and in-person services (e.g., the ability to complete business training through Zoom), we heard that in-person services are particularly important, due to many clients’ limited digital literacy and tech savviness. ● Coordination across programs: Communication and coordination across programs and services within each site makes for smooth operations.Visibility for entrepreneurs: EAC events create opportunities for entrepreneurs to sell their products and increase their visibility and engagement within their local communities.

Furthermore, these EACs uniquely offer a wide
range of comprehensive, walk-in supports that are
largely not available elsewhere. Multiple clients and
community leaders affirmed the importance of
centralized, walk-in access to a range of supports —
including workforce training, small business
advising, job placement, and wraparound services
such as housing and legal support. As one
community leader explained, “You lose people if
they can’t get everything they need in one place.”
Clients particularly benefit from being able to access personalized, individual support from EAC staff. Through the EACs, clients can access Employment Specialists (from JobTrain) and 1:1 consultation (through Renaissance) in order to navigate their own unique goals and challenges.
“Yo sé un montón de cosas nuevas que yo dije, ‘Wow, ¿Cuántos errores hubiera cometido si ellos no me hubieran orientado bien?’ Además, las profesoras son accesibles y todas las preguntas que tú haces ahí … si en el momento no te la contestan, en privado, te la contestan. Eso es muy importante. Y otra cosa es [que] te dan atención personal porque como un grupo que tal vez sean de de 18 a 20 personas, entonces les permite hacer citas para atenderte individualmente en dónde está tu problema para no sufrir, [para] mejorar en tu negocio.”
Translation: “I know a lot of new things, and I said, ‘Wow, how many mistakes would I have made if they hadn't guided me properly?’ Plus, the teachers are accessible, and if they don't answer any questions you ask at the moment, then they answer them privately [later]. That's very important. And another thing is that they give you personal attention because, as a group of maybe 18 to 20 people, it allows them to schedule appointments to see you individually, focusing on where your problem lies, so you don't suffer, so you can improve your business.” – Renaissance Client
San Mateo County Economic Advancement Centers: Final Evaluation Report 41 “The reason that the EAC was such
an intriguing model is that it included
everything from job seeking to
business supports, which is
extremely important – the whole
picture!”
– Community Leader
74 Trust is key. The EACs successfully build trust with clients by offering culturally and linguistically responsive services for immigrant communities.

Multiple clients and community leaders emphasized
the importance of culturally and linguistically
responsive services. In particular, multiple clients
voiced appreciation for Spanish-language classes –
and this appreciation was not limited to monolingual
Spanish speakers as some clients who fluidly joined
interviews or focus groups in English expressed that
they prefer to receive EACs’ training content in Spanish. See the client quote below:
“The good thing for us, it was like they have classes in Spanish and in English. And that was very interesting, because it was a little hard for us to understand in the English. So it was very good that they have classes in Spanish so we can understand much better the terms we are, small business owner, like I said before.”
– Renaissance Client
The EACs have done an excellent job in serving community members who are most vulnerable due to historic marginalization, and thus most are in need of economic advancement. This means that clients require a high-level of investment of staff support and a diverse array of services and programmatic interventions. Many clients face intersecting barriers and injustices which can prevent them from accessing employment. As described in the spotlight below, JobTrain staff helped a client who experienced multiple barriers (such as homelessness and incarceration) to secure a job placement.

JobTrain Client Spotlight: Mr. R from North Fair Oaks
53 “Mr. R came to us through a referral by Mrs. Lisa Moody. He has gone through a lot in the past couple of years. He is a formerly incarcerated individual who has experienced homelessness and gone through the lengthy and tedious expungement process. He struggled to find a job for over eight months after finishing a warehouse apprenticeship program in early 2023. Even with the help of a case manager, he found today’s job market daunting, and as a person who is older and not very tech-savvy, he found it hard to stay on top of communication involving job leads and applications. We met two times that week and created a new email for job searching and communications. We landed him a good-paying job at UPS that he was happy with within that same week. Allen is very happy to be working at UPS. He has been approached with the opportunity to eventually be full-time and receive benefits and is even excited to join the union when he has the chance.”
53 Q4 FY25 North Fair Oaks Career Center Quarterly Performance San Mateo County Economic Advancement Centers: Final Evaluation Report 42 “It is very important that people can
go to the Center in their community,
see people like themselves, and get
multiple services in one location.”
– Community Leader
75 The EACs respond to structural inequities by seeking to create opportunities for clients to not only generate income, but to increase their own sense of power, agency, and belonging and create assets for future generations. EACs emphasize the importance of choice, community-rooted wealth-building models, and long-term sustainability. For example, Renaissance’s Legacy Builders Initiative in SSF is empowering a new wave of entrepreneurs with the skills and knowledge needed to grow their businesses and build sustainable legacies for themselves, their families, and communities. This cohort-based program offers a comprehensive curriculum designed to support diverse business needs and help local entrepreneurs thrive in an ever-changing economic landscape. 54 Participants have gained
practical skills, such as integrating AI tools into their operations, strengthening their financial literacy, navigating government contracting
opportunities, and identifying new markets.

Additionally, Legacy Builders participants have
access to consulting sessions to dive deeper into
business-specific challenges, such as pricing
strategies, brand development, and funding
readiness.
55 “Gané mejor porque es la satisfacción que sientes de que es algo tuyo. Al final del día, [si] trabajaste igual cuando se le trabaja [para] otro jefe … pero es tuyo. Es tu resultado. Son tus ideas, son tus habilidades, las que se desarrollaron ahí. Y esa es la satisfacción más grande que uno puede tener. Cuando tiene un negocio y tiene una pasión por un negocio.” Translation:
“I earned more because it's the satisfaction you feel knowing it's yours. At the end of the day, you worked the same way when you work for another boss… but it's yours. It's your result. It's your ideas, it's your skills, the ones you developed there. And that's the greatest satisfaction you can have. When you have a business and you have a passion for it.” – Renaissance Client
Clients expressed gratitude for how “low barrier” and accessible EAC services are. Examples of a “low barrier” client experience include:
● Clients are able to talk to someone right away (with no appointment required). ● The intake process is fast.
● Clients can receive a Chromebook (if needed) to access virtual classes. ● Services are free of cost to clients.
55 Renaissance NSMC Quarter Reporting - Apr-Jun FY 24-25 54 Q2 Renaissance NSMC Quarter Report Jan-Mar 2025
San Mateo County Economic Advancement Centers: Final Evaluation Report 43 “Getting households and residents to be
in the position of developing
generational wealth… beyond traditional
workforce development.”
– Funder
76 ● Staff check in with clients frequently (e.g., through phone calls and messages) to share updates, such as new training offerings.
● The EACs are welcoming to multiple generations – one client described how the benefit of working with older and younger generations goes “hand in hand,” offering experience and inspiration.
“Tienen mucha comunicación con nosotros. Tienen un grupo de WhatsApp e incluso te hacen llamadas. Es realmente fácil [acceder a las clases].”
Translation:
“They communicate a lot with us. They have a WhatsApp group and even call you. It's really easy [to access classes].”
– Renaissance Client
Below, one client describes how valuable it was for JobTrain to remove financial barriers to her education:
“I'm a single mom, so school could be really expensive. I wasn't looking to go to school right now at the moment, but finding out the programs that they offer and how they're basically free, it helped me to go back. So I'm excited for that, [to do] something that I didn't think I was going to do.”
– JobTrain Client
Below, two providers explain ways in which EACs prioritize accessibility by offering a drop-in model and having more flexible, lower-barrier-to-access eligibility criteria, compared to the Workforce Innovation and Opportunity Act (WIOA) model.
“Prior to our site in SSF, which is charged with serving North County communities, there were other services, but it was a drop-in model. Our course facilitators would drop into partner sites and offer courses. The libraries in Daly City, community centers, etc. We would do outreach at different events, but there wasn’t a place to just drop in any time and ask questions. There also isn’t the same intentional partnership with JobTrain – the referrals and relationship with JobTrain were not the same numbers as they are now in North County. It was still on the clients to find us. Now, it is like, come to the EAC, we will be there, whenever it works for you.

We have never served the number of clients we are serving now in North County.” – Provider
San Mateo County Economic Advancement Centers: Final Evaluation Report 44 77 “It’s a great program and an excellent model. The use of funding to provide employment services to the community is very similar to the WIOA model, but they have criteria in a way that qualifies or disqualifies folks. This is more flexible. We say, ‘Come on in! We want to help you!’ We try to find what work they can do and where there are job openings that could meet their needs. The model is a good one. I worked under the WIOA contract for years and it was very restrictive, not allowing people to access services. JobTrain provides training at no cost and we can give supportive services to offset transportation costs, etc.” – Provider
Additionally, clients praised how caring and supportive EAC staff are – they greatly appreciate the ways in which staff help participants to learn and take things “step by step” with patience.

Clients described EAC staff as visible, well-known, and trusted among their local communities, which supports EACs’ ability to support and attract more clients. “And I feel like they really care about you. You know, you're not just like any other person. I feel like they really deeply care about everybody.”
– JobTrain Client
“[The teachers] were all so nice. And, you know, I'm not that kind of person that likes to talk… but they make you feel comfortable, and [it was a] really, really good class.” – Renaissance Client, Growing at Home class for childcare providers “JobTrain has encouraged me to work [as an older person]… to stop going out to pasture. I still have enough energy. I’m still lucid. I believe that I can go back to work for myself.” – JobTrain Client
“Entonces encontraste una familia … en Renaissance, sí encuentras la familia que necesitas para orientarte si quieres hacer un negocio.”
Translation:
“So you found a family… at Renaissance, you do find the family you need to guide you if you want to build a business.”
– Renaissance Client
Please see the Recommendations chapter for areas of opportunity for strengthening programming at the EACs.

San Mateo County Economic Advancement Centers: Final Evaluation Report 45 78 VI. CLIENT-LEVEL OUTCOMES EVALUATION

FINDINGS
This chapter summarizes outcome-related findings for clients served by the EACs (primarily JobTrain and Renaissance Entrepreneurship Center). Clients included job seekers, small business owners, and entrepreneurs.

Outcomes for Job Seekers
This section describes JobTrain clients’ participation in job readiness services, increased job readiness skills, and job placements.

Participation in Job Readiness Services
Table 18 summarizes JobTrain clients’ participation in job readiness services. The sample size (“n”) in the first row of the table refers to the number of unique clients (by “Service Created Center”) who received any job readiness services at all. The first row, “resume complete,” indicates whether clients have completed a resume and are considered active job seekers ready for hire. The following rows list the number of unique clients (by “service created center”) who received the job readiness service listed in the first column, such as “external upskill.” Table 18: JobTrain Clients’ Participation in Job Readiness Services JobTrain: Job Readiness Service Participation Count

EAC-SSF
(n=1684)

EEC-NFO
(n=521)
OCC
(n=215)
Resume Complete
(indicates if client is
active job seeker ready
for hire)
857
(51% of clients who
participated in any job
readiness services)
329
(63% of clients who
participated in any job
readiness services)
50 (23% of clients who
participated in any job
readiness services)
Job Search 740 304 92
Career Coaching 609 388 90
Internal Upskill 252 116 31
External Upskill 118 12 5
Placement Support 116 25 4
Career Training Referral 86 20 14
Mock Interview 62 45 4
Cover Letter 59 25 17
San Mateo County Economic Advancement Centers: Final Evaluation Report 46 79 Job Readiness Skills
During focus groups, clients shared deep appreciation for ways that JobTrain helped them gain skills and connections to gain employment. Below are key skills that focus group participants said they learned through JobTrain:
● Learning to be proactive and communicate
during job searches
● Interview preparation (e.g., learning to
“structure my answers better” instead of
rambling)
● Resume development
● Computer and technology training
● Job-specific training, such as advanced
manufacturing, building maintenance, and medical assisting ● Support with cover letters and reference
Additionally, JobTrain supported clients to:
● Transition to another field due to market
changes or temporary disability
● Access unemployment benefits
● Access practical support, like non-slip
shoes, Clipper cards, gift cards, or a used
bike for transportation to work
● Prepare for opportunities to acquire certifications
See below for a client’s testimonial about how finding a job has helped her increase her happiness and self-esteem:
“Estoy muy contenta porque me siento que estoy haciendo algo útil…. La verdad, me han ayudado mucho. Pues, finalmente encontré trabajo gracias al nuevo currículo que me ayudaron a hacer…. Se los agradezco mucho porque me salvaron mi forma de ser porque yo sentía que no servía para nada, que nunca iba a encontrar trabajo. Ahora siento bien importante que puedo hacer cualquier cosa.”
Translation:
“I'm very happy because I feel like I'm doing something useful... Honestly, they've helped me a lot. Well, I finally found a job thanks to the new resume they helped me create... I'm so grateful to them because they saved my way of being, because I felt like I was useless, like I'd never find a job. Now I feel really important and can do anything.”
– JobTrain Client
San Mateo County Economic Advancement Centers: Final Evaluation Report 47 “I worked very closely with [JobTrain
staff] – she was wonderful, helped me
prep for interviews and know what to
say and what not to say. We have to be
proactive, we have to be one on one, we
need to reach out – we need to be
there.”
– JobTrain Client
“I would not have been able to get my
unemployment benefits without the
assistance of [JobTrain staff]. I was
floored by the wonderful support I got
from both of them. It was very difficult
to do online.”
– JobTrain Client
80 During a focus group, a JobTrain participant shared his very positive experience in the Advanced Manufacturing course:

This two-week Advanced Manufacturing workshop (offered in partnership with the Semi Foundation) allowed students to gain skills and training in the semi-conductor field for Fabricator, Technician, and Machinist jobs. JobTrain provided breakfast and lunch while students received a $500 stipend upon completion.
56 See image below, which features 14 of the
17 participants from Spring 2025:

Job Placement
Across all three JobTrain sites, clients received a total of 778 job placements. See below for the number of placements and number of clients by site (note that some clients received multiple placements at different points in time).
● EAC-SSF: 533 job placements among 452 EAC-SSF clients who received placements ● EEC-NFO: 185 job placements among 159 EEC-NFO clients who received placements ● OCC: 60 job placements among 52 OCC clients who received placements The following three tables show clients’ job placement hourly wage (typically around $22/hr), their job placements’ average hours per week (typically around 35hrs/week), and job placement position type (the vast majority is “regular”). The sample sizes (“n’s”) in the three tables below 56 JobTrain Progress Report - April 2025
San Mateo County Economic Advancement Centers: Final Evaluation Report 48 “I recently took the Advanced Manufacturing course at JobTrain, and that was a very positive experience, in my opinion. It was two weeks of intense training; we came here from 9:30AM every morning for two weeks, and went until 4PM. They provided us with computers, with breakfast, with lunch, and … I got taught different skills in [different] ideas and topics. They even helped me with resume building. So it was a very comprehensive course.” – JobTrain Client
81 refer to the number of job placements, not the number of individuals who received job placements.

Table 19: JobTrain Clients’ Job Placement Hourly Wage
JobTrain Clients’ Job Placements: Hourly Wage

EAC-SSF
(n=530)

EEC-NFO
(n=182)
OCC
(n=55)
Average Hourly Wage $22.73 $21.84 $21.92
Median Hourly Wage $21.25 $20.13 $20.00
Minimum Hourly Wage $15 $16 $16
Maximum Hourly Wage $81.73 $64 $53.85
Table 20: JobTrain Clients’ Job Placement Average Hours Per Week JobTrain Clients’ Job Placements: Average Hours Per Week

EAC-SSF
(n=467)

EEC-NFO
(n=181)
OCC
(n=57)
Average Hours Per Week 36.2 34.4 35.1
Minimum Hours Per
Week
7 6 15
Maximum Hours Per
Week
45 80 48
Table 21: JobTrain Clients’ Job Placement Position Type JobTrain Clients’ Job Placements: Position Type

EAC-SSF
(n=469)

EEC-NFO
(n=174)
OCC
(n=58)
Regular 90% 80% 93%
Temporary 5% 16% 7%
Self-employed 4% 3% 0%
Internship 1% 0% 0%
Promotion 0% 1% 0%
San Mateo County Economic Advancement Centers: Final Evaluation Report 49 82 In the quotes below, JobTrain clients describe positive changes they’ve experienced since finding a job:

In Clients’ Own Words:

What difference has JobTrain made in clients’ lives by helping them find work? “Everything that I’ve accomplished is because of JobTrain…. [without them, I would] likely still be in the street. I wouldn’t have found this amazing job here at [employer] as [executive sous chef]. Transportation, clothing, vouchers for food, even counseling. Just them being friendly… receiving me with open arms and asking how’s my day going, how’s my child, things like that. It’s more than I could have asked for.” ….
“JobTrain helped me find this job… and I’m making double. Hell yeah, it’s greatly increased my salary, and I’m extremely thankful for that.” …
“Now, I’m working with the County. I have health insurance…. I have a steady job, a good salary, and I can provide to my family.”
Additionally, below are JobTrain client spotlights on job placement successes of two clients.

JobTrain Client Spotlight: Wallace from South San Francisco 57 “After being laid off from his job at a law firm and running out of his EDD benefits, Wallace found himself struggling to make ends meet, burdened by bills and growing credit card debt.

In desperate need, he made a commitment to meet with Edmund Lee by making weekly appointments, receiving career coaching, and diligently following up with employers after submitting job applications. Wallace’s perseverance paid off and just one month into his job search, Wallace landed a position as an office administrator at SFID Design Build, an interior design company.”
JobTrain Client Spotlight: Ms. M from North Fair Oaks
58 “Ms. M came to us initially interested in taking the IT class to further her earning potential.

She had been working as a case manager at a housing Nonprofit in Palo Alto but was looking for something closer to home to work and help the members of her community. She also wanted more flexibility to return to her studies at San Jose State University. We helped her edit and update her resume and supplied her with the new skills and tips that would be helpful for her to continue her job search and for future use. When we sent her the case manager lead at our partners at El Concilio, she was excited and hopeful. She applied for a cover letter for a 58 Q4 FY25 North Fair Oaks Career Center Quarterly Performance 57 JobTrain Progress Report - April 2025
San Mateo County Economic Advancement Centers: Final Evaluation Report 50 83 couple of different jobs. After several interviews, she received two offers, which she said had never happened before. Hence, she needed some placement support, so she sat with our team to go over her options and help her draft an acceptance email and a polite rejection email. She was ecstatic to start at El Concilio in early November and has hit the ground running! We have run into her in the community a couple of times at the local coffee shop, and when we have gone to drop off flyers and inform our partners of any new updates and workshops, she is still over the moon almost two months after starting. She loves that she gets to walk to work every morning and help her community. She also really enjoys the people she works with and their support.”
Outcomes for Small Business Owners and Entrepreneurs
Renaissance Entrepreneurship Center provides a cornerstone for entrepreneurial activity, delivering essential resources to help business owners start, stabilize, and scale their enterprises. As San Mateo County communities navigate the lasting impacts of the pandemic, Renaissance seeks to promote equitable access to knowledge, networks, and opportunities that foster long-term financial resilience.
59 The available quantitative data related to Renaissance’s outcomes is limited for multiple reasons. First, Head and Heart received minimal (and incomplete) information about Renaissance clients’ businesses’ finances and staffing. Renaissance administers quarterly surveys to clients asking about information such as gross revenue and staffing; however, clients’ quarterly survey response rates are low (around ~10%). Secondly, this formative evaluation happened early in the lifecycle of the EACs, and it can often take up to three years for small businesses to hit their stride. Thus, some of Renaissance’s potential impacts may not yet have occurred, particularly for clients served in the more recently opened EACs in North Fair Oaks (EEC-NFO) and Half Moon Bay (OCC).

The above notwithstanding, based on
the data from client interviews and
Renaissance’s quarterly reports, it is
clear that Renaissance is contributing
towards positive impacts for clients,
their businesses, their families, and their
larger communities. Through
Renaissance, clients successfully gained
access to myriad training and consulting
services to strengthen their businesses.
59 Renaissance NSMC Quarter Reporting - Apr-Jun FY 24-25 San Mateo County Economic Advancement Centers: Final Evaluation Report 51 Renaissance Business Prep Class (SSF),
Graduation 2024
84 Below is a selection of the types of training and workshops that they received:
● Small business intensive training classes, such as:
○ Start Smart
○ Business Prep
● Skill-building workshops on topics, such as:
○ Marketing (e.g. social networks, Canva, and digital marketing) ○ Business websites
○ Finance
○ Legal and regulations
○ “Soft” business skills
○ Business plan development
○ Starting a home kitchen business
○ Canva and graphic designPricing products and services ○ Building your business credit
○ Creating pop-up displays
○ Vision and mindset Industry-specific workshop for childcare businesses ● Customized one-on-one consulting
● Access to capital, markets, and networking
One of Renaissance’s signature programs is Start Smart/Comienza con Confianza, a four-week class which guides aspiring entrepreneurs through the foundational steps of launching a business. Participants define their vision, craft a clear mission statement, assess their skills and available resources, and develop a tailored business strategy. The program also includes practical exercises to test products and services, helping entrepreneurs validate their ideas and build a strong roadmap for success.
60 See below for a Client Spotlight about how one
Renaissance participant is using these learnings to turn her cooking talents into a business. 60 Q2 Renaissance NSMC Quarter Report Jan-Mar 2025
San Mateo County Economic Advancement Centers: Final Evaluation Report 52 85 Renaissance Client Spotlight: Sandra Zeledón
61 “Sandra Zeledón, a proud mother of three and keeper of her Nicaraguan household traditions, is embracing a new chapter as she turns her lifelong passion for cooking into a business. With her children now grown, Sandra feels ready to take on something that both challenges and enriches her life. After hearing about Renaissance from friends, she joined our orientation eager to learn. She quickly enrolled in Comienza con Confianza, our foundational Spanish-language course designed to help entrepreneurs bring their ideas to life through the Business Model Canvas. In this course, Sandra identified her target clients, value proposition, startup needs, and revenue streams, laying the groundwork for her future business.

Today, Sandra is continuing her journey alongside her two daughters in Plan de Negocios, our Spanish-language business planning course. Her daughters bring valuable experience from working in local restaurants, and together they make a passionate team committed to building a mission-driven business that enriches both their lives and their community.

Sandra’s vision is to add to North San Mateo County’s rich culinary landscape with food that tastes like home away from home, where the heart of Nicaragua comes through in every bite.

More than a business, it is her way of honoring her culture, sharing her story, and creating a table where everyone is welcome.”
Business Outcomes Reported by Clients in Quarterly Surveys To learn more about clients’ outcomes, Renaissance administers quarterly surveys to clients about their business growth, profit/loss, and number of employees. Overall, the volume of quarterly responses is low; still, responses received indicate that entrepreneurs have benefitted from Renaissance services.

Table 22 below summarizes the number of clients who grew their business in any quarter (by site) and the number of unique clients who launched their business in any quarter.

Table 22: Quarterly Survey Respondents’ Reported Business Growth and Business Launch Renaissance Entrepreneurship Center:

Business Growth and Business Launch

EAC-SSF
(n=34 unique
respondents)

EEC-NFO
(n=29 unique
respondents)
OCC
(n=11 unique
respondents)
Number of unique
clients who reported
they grew their
business (in any
quarterly survey)
13 19 2
61 Q2 Renaissance NSMC Quarter Report Jan-Mar 2025
San Mateo County Economic Advancement Centers: Final Evaluation Report 53 86 Table 22: Quarterly Survey Respondents’ Reported Business Growth and Business Launch Renaissance Entrepreneurship Center:

Business Growth and Business Launch

EAC-SSF
(n=34 unique
respondents)

EEC-NFO
(n=29 unique
respondents)
OCC
(n=11 unique
respondents)
Number of unique
clients who reported
they launched their
business (in any
quarterly survey)
9 3 5
Table 23 describes how many Renaissance clients 1) improved their pre-existing website and 2) launched a new website.

Table 23: Quarterly Survey Respondents’ Website Improvement and Website Launch Renaissance Entrepreneurship Center:

Website Improvement and Website Launch

EAC-SSF
(n=34 unique
respondents)

EEC-NFO
(n=29 unique
respondents)
OCC
(n=11 unique
respondents)
Number of unique
clients who reported
they improved their
pre-existing website (in
any quarterly survey)
12 9 2
Number of unique
clients who reported
they launched a new
website (in any
quarterly survey)
7 3 4
Table 24 summarizes several indicators of businesses’ overall health: their gross revenue/sales, profits/losses, number of employees, and level of personal investment. These indicators reflect some of these businesses’ contributions to their local economies and local communities.

San Mateo County Economic Advancement Centers: Final Evaluation Report 54 87 Table 24: Quarterly Survey Respondents’ Revenue, Profits, Employees, and Investments Renaissance Entrepreneurship Center:

Revenue, Profits, Employees, and Investments

EAC-SSF EEC-NFO OCC
Gross Revenue/Sales
(Quarterly)
Total gross revenue
reported: $539,181.
33 survey responses
(among 26 unique
clients) reported gross
revenue/sales > 0.

Among these 33
responses:

Average = $16,339
Range = $1-120,000
Median = $3000
Total gross revenue
reported: $437,521.
25 survey responses
(among 19 unique
clients) reported gross
revenue/sales > 0.

Among these 25
responses:

Average = $17,501
Range = $774-100,000
Median = $8000
Total gross revenue
reported: $15,935.
6 survey responses
(among 5 unique clients)
reported gross
revenue/sales > 0.

Among these 6
responses:

Average = $2,656
Range = $400-7000
Median = $975
Profit / Losses
Net profit: $97,720.
23 survey responses
reported profit > 0. Total
profit: $107,920.

Three survey responses
reported losses (profit <
0). Total losses: $10,200.

Among these 26 survey
responses reporting
profit or loss (not equal
to zero):

Average = $3758
Range = $8000 loss
(min) to $33,000 profit
Median = $1775
Net profit: $93,656.
19 survey responses
(among 17 unique
clients) reported profit >

0. Total profit: $94,856.

One client reported a
$1200 loss.

Among 20 survey
responses reporting
either a profit or loss (not
equal to zero):

Average = $4683
Range = $1200 loss
(min) to $27,000 profit
Median = $2250
Net profit: $3,371.

Four survey responses
(among 3 unique clients)
reported profit > 0. Total
profit: $3371. No clients
reported losses.

Among these 4
responses reporting a
profit:

Average = $843.

Range = $65-$2206
Median = $550
Number of Part-Time
Employees
7 responses (among 7
unique respondents)
indicated they have at
least 1 part-time
employee. Total: 10
part-time employees.

Average = 1.4 part-time
employees
Range = 1-3 part-time
employees
Median = 1
9 responses (among 8
unique respondents)
indicated they have at
least 1 part-time
employee. Total: 13
part-time employees.

Average = 1.4 part-time
employees
Range = 1-3
Median = 1
Two responses (among 2
unique respondents)
indicated they have at
least 1 part-time
employee. Total: 3
part-time employees.

Average = 1.5 part-time
employees
Range = 1-2
Median = 1.5
San Mateo County Economic Advancement Centers: Final Evaluation Report 55 88 Table 24: Quarterly Survey Respondents’ Revenue, Profits, Employees, and Investments Renaissance Entrepreneurship Center:

Revenue, Profits, Employees, and Investments

EAC-SSF EEC-NFO OCC
Number of Full-Time
Employees
9 responses (among 9
unique respondents)
indicated they have at
least 1 full-time employee
(FTE). Total: 10 full-time
employees.

Average = 1.1 full-time
employees
Range = 1-2
Median = 1
8 responses (among 8
unique respondents)
indicated they have at
least 1 full-time
employee (FTE). Total: 9
full-time employees.

Average = 1.1 full-time
employees
Range = 1-2
Median = 1
Two responses (among 2
unique respondents)
indicated they have 1
full-time employee. Total:
2 full-time employees.

Amount You Invested in
Your Business
Total invested: $340,311.
32 responses (among 26
unique respondents)
indicate that they have
invested (more than $0)
toward their business.

Among 32 responses:

Average = $10,635
Range = $200-$99,999
Median = $2750
Total invested:
$258,200.
28 responses (among 22
unique respondents)
indicate that they have
invested (more than $0)
toward their business.

Among 28 responses:

Average = $9221
Range = $200-99,999.99
Median = $1750
Total invested: $24,679.
13 responses (among 9
unique respondents)
indicate that they have
invested (more than $0)
toward their business.

Among 13 responses:

Average = $1898
Range = $140-5000
Median = $1500
Themes from Renaissance Client Interviews
As part of this formative evaluation, nine Renaissance clients were interviewed about their experiences with the program. Clients shared overwhelmingly positive feedback, and they reported that they made impactful changes to their business practices as a result of what they learned. Below are some key examples and highlights.

Multiple clients obtained business licenses thanks to working with Renaissance. Before Renaissance, many clients did not understand the process and steps needed to obtain a business license. Staff helped clients to resolve their questions and address challenges related to obtaining a license.

Renaissance helped many clients to expand their businesses through improved online and physical marketing.
● One client who owns a cleaning business described how Renaissance taught him to market his services in multiple ways – he learned to set up a Google page, create and distribute flyers, engage in social media marketing, and even how to take photos that San Mateo County Economic Advancement Centers: Final Evaluation Report 56 89 best showcase the quality of his work. This client emphasized that Renaissance staff “saben de lo que están hablando” (know what they are talking about) – “cuando uno lo implementa, sí ve un cambio” (when you implement it, you do see a change). Before, this client paid someone else to manage his social media pages, and now, the client manages his social media marketing himself with better results. ● Another client described how improved marketing has brought increased customers to her coffee shop – marketing was the “number one thing” where she “saw a difference” in helping attract more customers. The client shared that she learned how to look at her business “from the other side” (customers’ perspective) to improve her marketing – “Are the pictures clear to customers? Better quality pictures help the customer see the business as more attractive.” She estimates that her revenue increased by ~10% after working with Renaissance.
● According to an entrepreneur who owns a small jewelry business: her improved social media strategies helped increase her jewelry sales by about 40%. ● For entrepreneur Aracelly Picado, Renaissance staff helped her improve her marketing and create a Youtube video (Renaissance celebrates Aracelly Picado - Cacao Nicoya) which shares the story of her business. Cacao Nicoya’s unique value proposition includes selling meals to workers at construction sites – unlike fast food establishments, she offers a variety of hot, homemade foods, such as tilapia, Nicaraguan “gallo pinto” (red beans and rice), plantains, and champurrado (a hot beverage made with corn and chocolate).

See below for a Client Spotlight about how Renaissance helped one client to showcase her custom bridal and dress alteration business.

Renaissance Client Spotlight: Mary Obico Velasco
62 “Mary Obico Velasco is the creative force behind Mary O Maker, a custom bridal and dress alteration business dedicated to helping clients look and feel their best on their most special occasions. With a keen eye for detail and a passion for design, Mary transforms gowns and garments into perfectly tailored pieces, delivering craftsmanship and confidence to her clients.

After participating in a 10-week Business Prep course, Mary refined her vision for Mary O Maker and built a more precise roadmap for growth. She also participated in Renaissance’s Website Program, where she worked one-on-one with experts to develop a beautiful and functional website: www.maryomaker.com. The new site showcases her services, highlights her portfolio, and makes it easier for clients to connect with her directly. Additionally, Mary has participated in a wide range of ongoing learning opportunities to strengthen her visibility, protect her business, improve customer engagement, and promote client retention.” 62 Renaissance NSMC Quarter Reporting - Apr-Jun FY 24-25. NOTE: This spotlight is shortened – the success story in the quarterly report contains more detail.

San Mateo County Economic Advancement Centers: Final Evaluation Report 57 90 Renaissance supported clients to formalize their businesses in various ways, such as using contracts and paying payroll taxes. For example, one client who is a childcare provider shared that Renaissance taught her about the importance of formalizing her agreements with families via contracts. As a result of what she learned, she now uses contracts which articulate policies such as drop-off and pick-up times, sick policies (to avoid spreading illness among children), and holiday and vacation pay. Another client shared that, after working with Renaissance, he was able to increase his business revenue enough to take on the increased expenses of formalizing his business, such as paying for payroll taxes and insurance.

Renaissance clients learned how to improve their businesses’ financial health and organization.

Clients described how Renaissance helped them learn how to understand profit and loss, create a budget, and save money for taxes. As one client described, “everything you earn isn’t for you” – and Renaissance taught him to set aside money to meet his goals.

Additionally, some clients shared how they learned to adjust prices to increase the profitability of their businesses. For example, one client described raising her rates because she had been undercharging. However, another client talked about how he learned to lower his prices (during slower times) for his business’s financial health. In periods of lower demand, he learned to respond by offering “specials” or lower prices on the plants he sold – even if there wouldn’t be a profit, he could recoup some money so that there wouldn’t be a loss. Increasing his sales during the slower months helped increase his overall revenue. The owner of this plant business estimates he increased his revenue by ~5-10%.

See below for testimonies from two food-related entrepreneurs about how Renaissance helped them increase their businesses’ financial health. The first testimony below also explains how Renaissance helps entrepreneurs to learn about food safety.

San Mateo County Economic Advancement Centers: Final Evaluation Report 58 “Me ayudaron mucho a poner nombre a los platos, a los precios de los platos, porque como no sabes… tú tienes ganas de hacer un negocio, pero ¿Qué precio le pones al plato de comida? ¿Cuánto es lo que inviertes? ¿Cuánto es la ganancia?” “Otra cosa que aprendimos es lo que no debemos de vender en la calle. Por ejemplo, los mariscos, no puede vender cosas como leche que se pueden arruinar ya mientras no tuvo un refrigerador.”
Translation:
“They helped me a lot with naming and pricing dishes, because you don't know what you're looking for, and you want to make a business out of it. But what price do you put on a plate of food? How much do you invest? How much is the profit?”
“Another thing we learned is what we shouldn't sell on the street. For example, things like milk and seafood can’t be sold, which can spoil if you don't have a refrigerator.” – Renaissance Client
91 Clients gained value through networking and community-building in Renaissance programming.

They shared that it was beneficial to meet and learn from other business owners. See below for a testimony from a client who enjoyed learning from other entrepreneurs’ class presentations:

The group learning environment also helped clients feel accountable to make progress. As one client described: “When I was taking the class, they kept me accountable for the things. Like, it was a group of us each week, so I felt like the homework that they did give us, it made me make sure I did it. Like it held me accountable.”
Thanks to Renaissance, clients had support in navigating and bouncing back from challenges.

For example, Coastside staff supported a client who had fallen victim to a scam involving a fraudulent Small Business Administration (SBA) representative. With support from staff, the client reported the incident, regained confidence, and re-started her efforts to seek funding to enhance her daycare business. The client later applied for and was awarded a $1000 grant from Renaissance, which will support program improvement (e.g., expanding outdoor play options) while making her business more competitive among local childcare providers. 63 (Note that all
participants in the Growing at Home (Creciendo en el Hogar) for childcare business owners are eligible to apply for a $1000 grant to strengthen and grow their operations. 64 Through interviews
and EAC quarterly reports, Head and Heart also learned that Growing at Home clients received grants to purchase critical items such as a fridge and air conditioning for their businesses.) 64 Renaissance NSMC Quarter Reporting - Apr-Jun FY 24-25 63 Q3 Coastside Renaissance Report April-June 2025
San Mateo County Economic Advancement Centers: Final Evaluation Report 59 “To be honest, my experience with Renaissance was great. I learned a lot, and the way that some of the things I was doing in my business weren't exactly accurate. I did have to check my profits and losses. I made sure my website was up to date. I added different kinds of pictures. They also helped us out to get more people to come into the bakery.” – Renaissance Client
“Y después, al final de cada curso, tú tienes que presentar un ejemplo o un algo que tú aprendiste y cómo lo puedes interpretar a los demás. Eso es muy bonito porque entre todos vemos las cualidades, las habilidades diferentes que cada uno tiene, todos nos apoyamos.

Fue fantástico.”
…
Translation:
“And then, at the end of each course, you have to present an example or something you learned and how you can explain it to others. That's really nice because together we see the qualities, the different skills each of us has, and we all support each other. It was fantastic.” – Renaissance Client
92 As another example, the Beyond the Kitchen program supports clients in navigating a wide array of industry challenges, including kitchen operations, sustainability, compliance, licensing, and scaling from home kitchens to commercial spaces. Moving forward, the program will focus on strengthening partnerships and resources to help more food businesses formalize and scale, advancing Renaissance’s mission to create inclusive and sustainable economic opportunities through food entrepreneurship.
65 Finally, multiple clients shared ways that they created “ripple effects” within their local communities after completing Renaissance programs. Clients encouraged other small business owners to formalize their business and seek training and/or consultation from Renaissance.

And in fact, multiple clients interviewed shared that they learned about Renaissance from other entrepreneurs in their community.

Clients also inspired their loved ones (including their children and/or employees) to start their own small businesses, or in some cases, they took Renaissance classes together with their loved ones to work on their shared small business. One client shared how her young children were inspired by watching her entrepreneurship journey and started businesses themselves – her young daughter started selling products to young people (such as glitter slime which she makes herself), while her son started selling lemonade (which he labels and bottles himself) with a temporary food license.

Lastly, Renaissance also helped clients to form more relationships within their community.

Clients increased their visibility and engagement within the community by attending local events (such as pop-up markets) and meeting other entrepreneurs. One client (who creates custom artwork) shared happily that he had gained a local government client, which had been a long-time goal of his, as a result of his increased visibility. 65 Renaissance NSMC Quarter Reporting - Apr-Jun FY 24-25 San Mateo County Economic Advancement Centers: Final Evaluation Report 60 93 VII. COMMUNITY-LEVEL OUTCOMES AND
IMPACTS OF THE EACs
This chapter discusses community-level outcomes, implications of the service population for the Centers’ delivery model and the associated cost of serving the population effectively, and potential cost-savings to public agencies per client experiencing outcomes.

Community-Level Outcomes
Community leaders and subject matter experts described how the EACs are strengthening resilience and economic mobility among marginalized community members. They described tangible results from EAC programming, such as:
● Entrepreneurs launching food trucks and pop-up shops
● Job seekers receiving digital literacy and employment support ● Community members connecting to mental health, childcare, and legal servicesFurthermore, the EACs contribute to building a resilient and diverse business ecosystem by promoting equitable access to resources such as capital, mentorship, and technology.

Below are examples of ways that the OCC promotes local economic growth:
● The co-location of Coastside Venture Studio (CSVS) at the OCC is an intentional strategy to diversify the local economy, creating new industry and job opportunities harnessing the unique natural assets of the Coastside community. CSVS benefits the coastside economy by fostering startups dedicated to solving urgent resiliency challenges in a changing world. It is the only incubator-through-accelerator program in the nation dedicated entirely to resiliency tech or “res-tech.”
66 In mid-2025, CSVS reported that
multiple companies were considering and/or recently signed agreements to join CSVS; these companies bring expertise in a range of innovative areas such as: mushroom mycelium for building materials; low-cost seabed robotics for critical minerals; AI water assessment; and eDNA to monitor the impact of animals, fungi, plants and bacteria on land or in water.
67 It is hoped that some of the job opportunities created by businesses incubated by CSVS will provide meaningful employment for clients of the OCC. ● The Coastside Business Resource Center, a program of the Coastside Chamber, helps catalyze business growth with the Coastside by offering businesses a wide range of workshops, one-on-one consulting, and opportunities to participate in business cohorts.

Co-located with the OCC, the Chamber plays an important and central connective role at the Center – an aspect of the OCC that differentiates its model from that of the EAC-SSF and the EEC-NFO.
67 CSVS Q2 2025 Progress Report
66 https://csvs.energysociety.org/about-csvs.html
San Mateo County Economic Advancement Centers: Final Evaluation Report 61 94 Furthermore, the EACs fill historic gaps in services and challenges to access. Before the establishment of the EACs, residents in all three communities—South San Francisco, the Coastside, and North Fair Oaks—faced systemic challenges in accessing workforce and small business support services. Services were either non-existent or scattered, difficult to access without transportation, or not designed to support high-barrier, low-income and immigrant communities.

The EACs contribute uniquely to local
economies by offering co-located,
community-centered, and culturally competent
services. Their physical presence in
neighborhoods, emphasis on collaboration, and
client-centered models are distinct advantages.

Providers described ways in which the EACs
have helped families access multiple forms of support and develop a plan to reach their economic and career goals.

Implications of Service Population for the Delivery Model and Cost Associated with Effectively Serving the Population Fundamental to assessing the impact of the EACs is taking stock of the population that the Centers serve and considering the implications for the program model and associated expenses related to delivering the model effectively. By all measures, the EACs reach and engage the segments of San Mateo County with the highest barriers to employment and economic advancement opportunities. High percentages of job-seeking clients have limited English proficiency (between 58% of OCC clients and 65% of both EAC-SSF and EEC-NFO clients), are San Mateo County Economic Advancement Centers: Final Evaluation Report 62 “There is a clear recognition that this
was needed and it is a relief that it does
exist now because there is somewhere
to send folks who need this support.”
– Funder
“In August, we had a family come in that recently arrived from Mexico. They arrived documented with work
permits. A mom, father, and two teenagers who had
studied in their country and wanted to continue their
education, but didn’t realize it wouldn’t be exactly the same. They had to take some classes over and were OK
with taking jobs in the interim. One of them wants to be a doctor. They have met with the College of San Mateo
(CSM) to figure out what they need to do. We told them
when to come to talk to CSM and learn what classes
they need to take for Pre-med and 4-year college. We
hooked them up with a counselor and easily could make
the connections to the different needs they had.”
– Provider
CSM at OCC’s Fair in May 2025
95 unemployed at intake (59% of OCC clients, 66% of EAC-SFF clients, and 68% of EEC-NFO clients), and have only completed high school, high school equivalent, or less than high school high school education (62% of EAC-SFF clients, 70% of EEC-NFO clients, and 72% of OCC clients). Similarly, the vast majority (92% of EAC-SSF clients, 95% of EEC-NFO clients, and 95% of OCC clients) of entrepreneurs seeking assistance starting, sustaining, or building their small businesses report their household income as extremely low to moderate under the HUD income bands, meaning their income is 120% AMI or less. Reflective of the larger community, the residents of which primarily identify as people of color, the EACs serve primarily people of color clients with only 4-12% of JobTrain clients at the three EACs identifying as non-Hispanic white.

Effectively achieving economic-related outcomes – increasing personal and family income from jobs and small business entrepreneurship – with high-barrier clients requires the type of robust, wraparound, low-barrier program model that these Centers provide. Personal and family economic precarity can become a vicious cycle for community members struggling with meeting basic needs (including food and shelter) and access to the type of functioning technology that today’s job-search and business environments require. By offering the array of services that the EAC clients need to meet basic needs, build digital literacy and acquire access to technology, and upskill in employment and entrepreneurship capacities, these Centers give program participants a reasonable chance of economic advancement.

Of course, the more intensive the program model, the greater the expense is to deliver it. Serving this highest-barrier segment of the community with employment, entrepreneurship, and other economic opportunity services, together with wraparound services, indeed results in a costly model at face value. A rudimentary per-participant cost of running each of the three EACs, based on hard annual operating costs (excluding in-kind services) provided by each of the three Centers, results in the following:
● The per-participant cost of operating the EAC-SSF is around $2,500 per client; ● The per-participant cost of operating the EEC-NFO is around $3,600 per client; and ● The per-participant cost of operating the OCC is around $4,000 per client.

This analysis is based on dividing the annual operating costs of each Center by the average count of clients for a single 12-month period. Because the operating cost figures used for this calculation do not include in-kind services, these per-client costs estimates are likely slight over-estimates.

While the annual operating cost of each of the three Centers is quite comparable, variations in per-participant cost are accounted for by the number of clients served each year, with the EAC-SSF and EEC-NFO serving relatively larger numbers of clients per year than the OCC (as they are also relatively larger communities and have been in operation longer than the OCC).

San Mateo County Economic Advancement Centers: Final Evaluation Report 63 96 Comparing these per-participant costs to industry benchmarks is instructive. Pulling out relevant comparisons from the research and analysis conducted for this study (summarized here), the $2,500-$4,000 per-participant costs of these three Centers is on the low end of the typical range of $2,000 to $10,000 per-participant cost of federal WIOA (Workforce Innovation and Opportunity Act) workforce development programs as well as the typical range of $3,000 to $12,000 per participant for programs funded by local and national philanthropic organizations (with variations depending on the provision of wraparound services like career coaching, transportation, and childcare). Additionally, the per-participant cost of serving clients at these Centers is significantly less than the range of $10,000 to $30,000 per participant, depending on program intensity, reported as typical for community-based workforce programs by the California Workforce Development Board.

Potential Cost Savings to Public Agencies Per Client
Experiencing Outcome
Communities benefit greatly, in many ways, from
residents’ participation in the labor market and
economy through entrepreneurship.These benefits
include greater purchasing, local spending power, and
local economic multiplier effects; community members
employed; increased tax revenue; increased retail
vibrancy and service availability; reduced stress among community members and other community protective
factors including enhanced social cohesion, civic
participation, and potential community stabilization;
and reduced public expenditures. While the scope of
this formative evaluation was unable to explore all of
these benefits of the EACs, taking this first step on an impact evaluation journey positions these EACs to be
able to undertake a broader and deeper study that
could consider this range of potential impacts in 2-3
years from now, particularly if client-level data
collection is enhanced in ways discussed in the
Recommendations chapter below.

The above notwithstanding, Head and Heart conducted research in the categories of potential governmental cost savings that these EACs could be contributing to their communities and to federal funding sources. Specifically, this study explored potential savings in public benefits costs (CalFresh, Medi-Cal, General Assistance, housing assistance, and Unemployment Insurance) resulting from a client who was unemployed at the time of intake at the EAC-SSF and then got a job earning $22/hour. This study found a total estimated cost savings of $20,000 to $60,000 per year per person, depending on previous use of public assistance and experience San Mateo County Economic Advancement Centers: Final Evaluation Report 64 “Aumenté mis ingresos. Sí, pero
ahora pagamos payroll, ahora
pagamos aseguranzas, ahora
tenemos otros tipos de gastos. Yo
podría decir que pues sigo … sigo
igual, pero ahora con una con un
negocio establecido real.”
Translation: “Yes, I increased my
income. But now we pay payroll
[taxes], now we pay insurance, now
we have other types of expenses. I
could say that I'm still… still the
same [income-wise], but now with
a real, established business.”
– Renaissance Client
97 of risk factors. For a detailed explanation of how these cost-saving estimates were calculated, please refer to Appendix G. While the $20,000-$60,000 cost-savings range per person over-estimates cost savings to San Mateo County specifically, it does speak powerfully to the overall potential savings in public benefits costs at multiple levels of government from local to state to federal.

Moreover, the high-need, economically precarious population served by these three EACs could be, and very well could likely be, at high risk of homelessness given the extremely high cost of housing in San Mateo County coupled with the dearth of affordable housing. A single person experiencing homelessness imposes significant financial costs on local governments (often far exceeding the cost of providing housing). Based on national and regional research—and with extrapolations specific to San Mateo County—the implications can be summarized as follows:

Estimated Annual Cost per Person Experiencing Homelessness National and California-based studies provide a consistent range:
● $30,000–$50,000 per person annually
This includes:
○ Emergency room visits and hospital stays
○ Law enforcement and jail time
○ Emergency shelters
○ Outreach, case management, and social services
Additionally, a Central Florida study estimated ~$31,000 per year per homeless person in emergency public costs—while supportive housing cost ~$10,000 annually. Moreover, and much closer geographically to the community of these EACs, Destination: Home (in Santa Clara County, adjacent to the south of San Mateo County) found that $3 billion in services were provided to homeless residents in the six-year period of the study (from 2007 to 2012).

Annualized, the cost of homelessness-related services cost Santa Clara County $520 million each year and, more specifically, the population defined as “persistently homeless” cost the County $83,000 per person per year (and these figures very likely have gone up since the time of the study).

Implications for San Mateo County
While San Mateo County does not publish a public per-person estimate of the cost of homeless to public agencies and services, the following factors apply:

Healthcare & Emergency Services
● Unhoused individuals often rely on emergency care, which is the most expensive and least efficient form of medical service.

San Mateo County Economic Advancement Centers: Final Evaluation Report 65 98 ● San Mateo County’s Health System and local hospitals bear unreimbursed costs of treating uninsured, unhoused residents.

Law Enforcement & Public Safety
● Police often serve as frontline responders to homelessness. ● Arrests, incarceration (e.g., for trespassing or loitering), and legal processing add to the per-person cost.
● The San Mateo County Sheriff’s Office and correctional facilities see repeated interaction with the unhoused population, increasing operational costs.

Shelter & Outreach
● County-supported shelters cost thousands of dollars per person per month, especially for high-needs individuals.
● Outreach programs (often funded through Measure K) add caseworker and transportation costs.

Below is the story of Salvador, a JobTrain client on the verge of homelessness who persisted in the program until he found a job. He now works as a cook at Saint Dominic Church in San Francisco and as a prep cook for the Bon Appétit Company.

JobTrain Client Spotlight: Salvador from South San Francisco 68 “Salvador had been out of work for over three years and was on the verge of homelessness when he first started working with me back in January. He came with a strong background in cooking, including previous experience as a supervisor—but a criminal record made it difficult for him to get hired. Still, he was fully committed to the process, showing up to every appointment, staying in close contact, and working hard to apply to countless jobs and write tailored cover letters. With ongoing support, including transportation assistance during the first two weeks of his new job, Salvador is now employed as a cook at Saint Dominic Church in San Francisco and works as a prep cook for the Bon Appétit Company.”
Moving forward, it is imperative that data on income from all sources, including employment and public benefits, for individuals and their families served by the EACs be collected consistently in addition to other factors, such as history of homelessness and risk of housing instability, to ensure the necessary data are available for a future impact study of these three EACs.
68 JobTrain Progress Report - May 2025
San Mateo County Economic Advancement Centers: Final Evaluation Report 66 99 VIII. RECOMMENDATIONS
In this chapter, Head and Heart offers a few recommendations to further strengthen data practices, programming, and make the case for ongoing funding and support of the EACs.

These three domains are both foundational and inter-related. Strong data practices should drive ongoing program reflection and improvements, both of which are essential for securing ongoing funding to ensure sustainability.

Ongoing Data Collection
As stated earlier, there are opportunities to strengthen and bring consistency to JobTrain’s and Renaissance’s data collection and reporting in support of next steps on the evaluation journey.

For both providers, multiple data fields are incomplete and/or inconsistently tracked, which makes it difficult (if not impossible) to comprehensively answer foundational questions such as:
● At baseline (program intake), what barriers to employment and challenges to small business success are clients experiencing? Consider:
○ Housing stability
○ English language fluency
○ Highest level of education achieved
○ Digital literacy
○ Criminal / juvenile justice system involvement
○ Veteran status
○ Disability status
● At baseline (program intake), what is client’s current personal and family income from all sources, including employment, small business revenue, and public benefits? Public benefits on which data should be collected include:
○ CalFresh
○ Medi-Cal
○ General Assistance
○ Housing Assistance (Section 8 vouchers and emergency rental programs) ○ Unemployment Insurance
● How do clients’ personal and family income change (if at all) from all sources, including employment, business revenue, and public benefits after participating in JobTrain and/or Renaissance programs? To what extent are the EACs reducing reliance on public benefits and contributing financially to the tax base for these communities? San Mateo County Economic Advancement Centers: Final Evaluation Report 67 100
● To what extent are clients served by the EACs truly a unique service population that otherwise would fall through the cracks, as differentiated from clients eligible to receive public benefits provided by San Mateo County Core Services Agencies? Providers should review the data that is currently being collected with an eye for prioritizing collecting what is most important and remove fields that are not actionable nor contribute directly to the potential for an impact study. One example of fields to remove are “legacy fields” with information that programs either no longer collect (such as country of origin) or have switched to collecting in a different format (e.g., income eligibility limits). Moreover, to enhance the response rate to Renaissance’s client survey, it is strongly encouraged that every client receive an incentive for completion, such as a $100 gift card (rather than entering clients into a raffle for a single or a few larger dollar amount prizes).

It also appears that there is some variation in data collection processes across sites (e.g., supportive services tracking for JobTrain) that would benefit from cross-site training to elevate the consistency with which data-tracking happens across sites.

Additionally, improved data collection and reporting could help EAC providers to better understand and increase their impact. Examples of issues to address (some of which are mentioned above) include:
● JobTrain’s data fields which have very low response rates (disabled, veteran, justice involvement, food stamps, other public assistance, substance use, literacy challenge) ● JobTrain clients’ employment retention data (e.g., employment status at 6 months after the position start date). Many clients were lost to follow-up or refused to answer, according to JobTrain’s quarterly reports.
● Renaissance clients’ business revenue, profits, and other indicators of business health.

Quarterly survey responses were low (the Head and Heart evaluation team and members of the Renaissance team are discussing strategies to increase the response rate).

Furthermore, to the extent that Renaissance clients better understand their own businesses’ outlook (including revenue, expenses, profit), they will be better positioned to seek outside support and investment. One client requested more guidance from Renaissance on how to find grants and scholarships for their startup businesses – a “step by step on how to find grants or scholarships to win.” This client explains:

San Mateo County Economic Advancement Centers: Final Evaluation Report 68 “If there was something to elevate my business to where I would need to take a course, [then Renaissance] would have that money in place to allow me to even take that class…. they could maybe [make] it easier for us to feel comfortable, to go in those spaces, because, you know, when you don't have the funding, it's kind of intimidating to go to a class and it's like, ‘Well, you don't really belong here…”
– Renaissance Client
101
Services and Programming
This section summarizes potential ways that EACs can strengthen and improve their outcomes.

In addition to articulating successes of the EACs, several interviewees noted operational challenges and opportunities to strengthen EACs’ internal operations. These areas include:
● Staff turnover (an endemic issue in the nonprofit sector, particularly in high-cost-of-living areas)
● Staff desire for additional training on best practices in workforce development and entrepreneurship
● Inconsistencies in data collection and reporting, including the need for additional variables to be collected for an in-depth impact evaluation (as mentioned previously) In focus groups, JobTrain clients offered a few suggestions for program improvement, including:
● Promote offerings more widely to increase community awareness ● Offer different types of job placement options as part of job search services (e.g., restaurants instead of construction)
● Provide more basic needs supports to stabilize during transition (food, temporary rental assistance), especially when there are delays in the hiring process ● Increase transportation options for evening programs
● Consider offering monthly passes for the Clipper card, so that clients aren’t required to go into the JobTrain office for transit support
● Help clients connect to legal services if facing previous unfair labor practices ● Provide childcare so that parents can attend more easily (this could also create job opportunities for EAC clients who offer childcare)
Some participants recommended ways in which EAC staff
might help increase community engagement through
outreach. A Renaissance client explained how Latinos are “sometimes scared to ask City Hall,” so they don’t know about EAC services. However, she encourages
Renaissance to lean more on the capital and trust that
staff have already built locally – this client suggests that Renaissance staff should personally publish on their
Facebook or social media pages to encourage more to
come seek services, due to the trust they've established within their local communities.

Referring to an EAC staff person, this client said that the Director is known by everyone, gives a San Mateo County Economic Advancement Centers: Final Evaluation Report 69 “[A program on managing money] … how
to save, or the best place to save, or, you
know, just like a money program like to
help, like, younger audiences, save their
money, and maybe like buying a house or
buying a car. Like, what do you need?
How to build your credit score?”
– Renaissance Client
102
lot of “confianza” (trust) and is very “amable” (friendly). As the client explains, many people are very interested in having their own business, but they don’t know where or how to get started.

Another Renaissance client echoed the call for the EACs to help small businesses gain more access to capital. One client suggested that a grant in the range of $5,000-10,000 could help accelerate her business by helping to cover upfront costs needed to scale, such as renting a commercial kitchen with multiple burners, paying people to help her prepare products, and purchasing materials.

Ongoing Funding and Sustainability
ARPA dollars that became available in the early years of the COVID-19 pandemic provided the initial seed and launch funding for the EACs. ARPA funding was intended to support economic stability, opportunity, and advancement among the most vulnerable and at-risk community residents. The findings of this study certainly uphold that the funding has gone to serve and support the intended target population.

Now, the EACs are confronted with the question of ongoing funding for long-term sustainability.

Of course, in the current federal climate, in which vast swaths of public services are being defunded and dismantled, state and local budgets will become increasingly saddled with the cost of providing equitable opportunities for community members, particularly those who experience the disadvantages of systemic oppression. While the State of California will continue to have some level of funding for workforce development and small business entrepreneurship, overall dollars will likely be reduced as a result of increasing competition and need for state-level resources – a dynamic which then gets passed down, to some extent to the county and city levels.

Within this context, and while public funding sources absolutely should still be pursued at every opportunity, it is likely that there will be (and is now) an increasing responsibility for private philanthropy (institutional and individual) to step in to support economic advancement programs like these three EACs. Making the case for private – especially philanthropic – investment in community economic development and resident economic advancement is greatly aided by the following:
● Having a clearly articulated Theory of Change (see Appendix) ● Meeting a significant and unmet need
● Demonstration of meeting that need, with high demand for programming ● Capacity to measure and report on client-level outcomes ● Progress on the journey towards, and accomplishment of, an impact study ● Demonstration of program scalability
This formative evaluation supports all of these requirements and intentions, as described in more detail in the Conclusions chapter below. The core recommendation regarding ongoing funding and sustainability is that the EACs continue on the pathway of evidence-building that this study formally launched.

San Mateo County Economic Advancement Centers: Final Evaluation Report 70 103
IX. CONCLUSION
This chapter provides the head and Heart team’s conclusions based on the findings and learning from this formative evaluation.

A Crucial and Valuable First Step on the Journey to
Demonstrating Measurable Impact
This formative study was a crucial and immensely important first step on a longer-term evidence-building journey for these three EACs. The Spectrum of Impact Measurement graphic shown below (from “A Playbook for Designing Social Impact Measurement” published in Stanford Social Innovation Review in December 2018) highlights several key steps on the continuum of readiness for an
impact evaluation, which in the
case of the EACs, would most
likely entail a quasi-experimental
study using data on clients on
program wait lists. Other similar
paradigms depicting steps on
the pathway to impact
evaluation underscore the value
and importance of undertaking a
formative evaluation study, such
as this one, to prepare for and
guide building data capacity
strategically to enable an impact
study.

The previous chapter highlighted
specific questions around which
to organize data-related capacity-building. The foundational questions provided there can help drive a Learning Agenda and Evidence-Building Plan that help demonstrate the significant value of the EACs with greater rigor.

Creating Economic Opportunities for Marginalized Communities is Essential to Racial and Gender Equity
Creating economic opportunities for marginalized communities is not just an essential step toward racial and gender equity—it is foundational. Data consistently shows that systemic disparities in income, wealth, employment, and access to capital are core drivers of persistent racial and gender inequities. Advancing economic opportunity is a powerful lever for dismantling these structural barriers and addressing:

San Mateo County Economic Advancement Centers: Final Evaluation Report 71 104
● The vast and persistent income and wealth inequity grounded in race and gender; ● The prime driver of upward mobility as investments in skills training, entrepreneurship, infrastructure, and small business support in marginalized communities can yield outsized returns in employment and income mobility; and ● Poor health, education, and civic outcomes associated with economic inequity; Plainly, economic opportunity is not a downstream benefit of racial and gender equity—it is a prerequisite. Systemic barriers to employment, wealth-building, and entrepreneurship are central to the persistence of inequity. Data shows that strategic investments in marginalized communities not only advance justice—they also unlock economic growth, resilience, and innovation for the entire society.

In the context of challenging budgetary choices and tradeoffs, public agencies, foundations, corporations, and high-net-worth individuals who care about San Mateo County communities would do very well to invest in these Economic Advancement Centers.

Filling a Gap in Local Systems and Meeting Unmet Needs
While greater and more rigorous evidence can and should be collected to demonstrate the systemic gaps that the EACs are filling, Head and Heart firmly concludes that these Centers are filling a local systemic gap and they are meeting unmet needs among some of the most vulnerable members of some of the most diverse and disadvantaged communities in San Mateo County. Based on review of the vast array of data sources included in this study, the evaluation team is confident that the EACs fill systems-level gaps, particularly insomuch as they provide community members with a comprehensive and coordinated range of services to advance economically.

Moreover, the EACs uphold best practices for workforce and economic development, including co-location with safety net services, in-person programming, community engagement, feedback loops, and alignment with broader policy and regulatory environments. The EACs are indeed linguistically and culturally responsive “one-stop shops” providing in-person services with a high level of coordination across programs offering a wide range of comprehensive, walk-in supports that are largely not available elsewhere. Program participants enjoy personalized, individual support from EAC staff who build trust to effectively serve community members who are most vulnerable due to historic marginalization, and thus most are in need of economic advancement.

These EACs, located in highly diverse and high need communities in San Mateo County were not only an excellent idea emerging from the economic crisis of the COVID-19 pandemic, they remain, today, vital assets to the local workforce development and small business entrepreneurship ecosystems that deserve ongoing investment and study.

San Mateo County Economic Advancement Centers: Final Evaluation Report 72 105
X. APPENDICES
Contents (click hyperlinks to access):

A. Evaluation Plan
B. Theory of Change: San Mateo County Economic Advancement Centers C. Provider Interview Protocol
D. Funder and Community / Subject Matter Expert Interview Protocol E. Renaissance Entrepreneurship Center: Client Interview Protocol F. JobTrain Client Focus Group Protocol
San Mateo County Economic Advancement Centers: Final Evaluation Report 73 106
A. Evaluation Plan
Evaluation Plan:

San Mateo County Economic Advancement Centers
Introduction and Context
The following outlines the plan for conducting a formative evaluation of the economic advancement centers opened within the past three years – an epoch dominated by the tectonic effects of the absolute lockdown necessitated by the COVID-19 pandemic and public health crisis – in three San Mateo County communities: South San Francisco, Half Moon Bay, and North Fair Oaks. These economic advancement centers (collectively referred to as “the Centers”) were opened in response to identified needs for services and supports among job seekers, small businesses, and entrepreneurs. While the three Centers are in different stages of development and operation, each is interested in harnessing learning from their respective and collective experiences to date to inform their programmatic strategy and optimize their long-term financial sustainability by understanding and communicating the value they deliver to their communities and how they can be most effective and relevant moving forward. Thus, the core architects and implementers of the Centers engaged a professional third-party evaluation consultant, Steven LaFrance of Head and Heart Advisory, to design and conduct the evaluation study described herein.

The Economic Advancement Center in South San Francisco (EAC-SSF) was the first to open its doors (virtually in July 2021 and then officially in February 2022) in response to high unemployment rates at the peak of COVID and the growing divide between the city’s booming biotech sector and small family, immigrant-owned businesses. [1] Located in one of the city’s
lowest income census tracts, the EAC-SSF offers rapid job placement services and career pathway programs along with the city’s workforce development program as well as small business and entrepreneurship support services to residents and existing small business owners of South San Francisco and throughout North San Mateo County. The City of South San Francisco is partnering with Renaissance Entrepreneurship Center and JobTrain to deliver these services. The services have since been expanded to some social services system navigation staff provided under the City of South San Francisco's Promotores Program. Clients are referred to housing, food security, and health care services. The YMCA and County Health also have a presence in the space on a weekly basis. The EAC-SSF has grown to a more holistic collage of economic mobility services that were not initially envisioned. Moreover, early results exceeded initial goals in terms of clients served and there is ongoing high demand for services as reflected in wait lists for services and program offerings. Historically, South San Francisco and North San Mateo County have been described as resource deserts where people had to travel outside of the area for needed services and support, contributing to low engagement with services among residents in the past.

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In March 2021, the County entered into an MOU with SSF for $200,000 – half for operations and half for small business support services – framed at the time as a “pilot program.” Given the early successes of the EAC-SSF, the San Mateo County Board of Supervisors then allocated $5 million to develop two additional centers, one in Half Moon Bay and one in the unincorporated area of North Fair Oaks. In January 2024, the City of Half Moon Bay opened the Opportunity Center of the Coastside (OCC) as part of a larger comprehensive economic recovery effort to address COVID-19 recovery needs and pave the way for a more sustainable and resilient future, as laid out in the 2022 Coastside Recovery Report entitled, “Building a More Equitable, Vibrant, and Resilient Coastside Economy.” The Coastside region is uniquely vulnerable due its geographic isolation, lack of economic diversity and job growth, income inequality, high cost of housing, and lack of services and infrastructure. The OCC houses workforce development programming, small business support, and a business incubator to harness the Coastside’s unique industries and assets, build entrepreneurship capacity, and support business and job growth. The OCC brings together multiple nonprofits dedicated to helping the Coastside work, providing classes, programs, and mentoring services for entrepreneurs, business owners, and those looking for work or new skills.

In 2023, the Economic and Employment Center (EEC) opened in the unincorporated area of North Fair Oaks (NFO). One of the EEC’s core partners (also working with the EAC in South San Francisco and the OCC in Half Moon Bay), Renaissance Entrepreneurship Center, conducted a feasibility study in planning for the EEC that found strong interest among businesses, local leaders, and residents for an array of supports. Based on the study findings, the EEC provides employment support services to job seekers as well as entrepreneurship training and supports to small businesses including consulting, networking, workshops, training, and access to capital. Through its programming, the EEC aims to empower individuals in the NFO community and to transform lives through employment and entrepreneurship.

Evaluation and Learning Questions
The evaluation is designed to answer the following questions – organized by type – to the extent possible given the availability of relevant data. The evaluation methods to address these questions are described in the final section of this document.

Process and Implementation Evaluation and Learning Questions The evaluation will address these questions regarding how the Centers were designed and how they have been implemented to date:
● What were the implementation goals of each center and to what extent did each community reach these goals?
● What contextual factors facilitated or inhibited implementation? ● What services were offered at each center and to whom? What are the characteristics of program participants in each community?
San Mateo County Economic Advancement Centers: Final Evaluation Report 75 108
● What accommodations do the Centers offer to ensure that programs and services are accessible and relevant for the populations and communities they serve? ● How well do the array of programs and services at each Center function in concert with each other? Are there programs and services that are not working well in the mix? Are there programs and services that are missing?
● What are the key learnings to date regarding what it takes to design and operate effective economic advancement centers in these communities? What was common to each community and what was different?
● How well have the various partnerships in place for operating the Centers and delivering programs and services been functioning? What has been working well and what could be improved?
● What is the current state of the community contexts in South San Francisco, Half Moon Bay, and North Fair Oaks, particularly with respect to economic recovery from the effects of the COVID-19 lockdown years? What has transpired in these communities in the past three years that could either accelerate or slow recovery and future growth? ● What macroeconomic trends could affect the Centers and how do they, or how should they, best address arising shifts and new needs / issues? ● What are the potential implications of the current state of the community contexts for the programs and services the Centers offer, particularly with respect to small business supports?
● What are the emerging growth industries in each of the respective Centers’ local economies today and in the foreseeable future? What are the gaps and where are the opportunities?
● How have the centers been funded to date, what are the current funding constraints / realities today (as COVID relief funds dry up), and what efforts are underway and needed to ensure financial sustainability? What is a sustainable funding model moving forward?
● What are considered best practices and top priorities among funders and in the research for workforce development and community economic development centers and to what extent do the EAC-SFF, OCC, and EEC implement these best practices? Are there opportunities for the Centers to better align with and implement best practices? Outcome Evaluation and Learning Questions
The evaluation will address these questions regarding the extent to which the Centers have achieved outcomes at the levels of individual service recipients and program participants, the local workforce and economic development systems, and the local communities within which they operate:

San Mateo County Economic Advancement Centers: Final Evaluation Report 76 109
● What are the early outcomes and results of the services provided at the EAC-SFF, OCC, and EEC-NFO among program participants? How do outcomes differ among meaningful subgroups of the population reached by programs and services? ● What stories and testimonials speak to the value of the Centers for residents and the community as a whole?
● What factors facilitate or inhibit achievement of progress and outcomes for program participants?
● What was available for job seekers, small businesses, and entrepreneurs in the three communities before the Centers were opened? How did – and do – the landscape in these communities, in San Mateo County more broadly, and in other California Counties compare? What gaps did the Centers fill in each of the three communities? ● What unique contributions do the EAC-SFF, OCC, and EEC-NFO make to the local workforce development systems in their respective communities? ● How do the architects and implementers of the Centers view what economic development for a community means and entails, based on their experience and learning in the context of an evolving economy? How have their experiences with the Centers impacted these views?
● What, if any, have been the unanticipated benefits of the Centers? What, if any, have been the unanticipated negative consequences of the Centers? ● What is an estimate of programmatic costs per program participant and what do those costs return to those participants – and the community? How do these costs compare with known standards?
Evaluation Methods, Data Sources, and Levels of Analysis The evaluation design is multi-method including quantitative and qualitative measures to explore and examine the process- and outcome-related questions above. Quantitative data on service delivery and program participation collected by providers will be summarized for each of the three Centers based on the data they have been collecting since opening. To the extent possible, data will be aggregated across the three Centers. Process measures including number and type of services provided as well as the number and characteristics of service recipients and program participants will be analyzed. Qualitative data on satisfaction and experiences with the Centers’ programs and services, what served participants well and what could be improved, will be collected via interviews and focus groups.

Quantitative data on outcome measures at the individual service recipient and program participant level will be collected from the three Centers and summarized for the evaluation.

Indicators such as skills built, jobs attainment, and businesses launched will be analyzed.

Service and program delivery costs also will be summarized. Additionally, qualitative data on outcomes at the individual level will be collected via interviews and focus groups with sponsors of the Centers, service providers, and participants. Data on systems- and community-level San Mateo County Economic Advancement Centers: Final Evaluation Report 77 110
outcomes will be collected primarily via interviews with stakeholder who hold the broader perspective of how the economic advancement centers fit within the local workforce and economic development systems.

Given that funding and operating the Centers involves multi-stakeholder collaboration and partnerships, the evaluation will be implemented through an inclusive, learning-oriented approach. Stakeholders will be convened three times over the course of the evaluation at the following meaningful junctures in the process:
● Early Design and Pre-implementation Phase – Before data collection begins for the evaluation, Center stakeholders will be brought together to discuss the questions framing the study and the methods to answer these questions. Through the initial convening, stakeholder input will inform and shape the focus and approach to the evaluation. ● Mid-implementation Phase – With an initial round of quantitative data analysis conducted and a first of two planned rounds of interviews completed, Center stakeholders will be brought together once again to engage in collaborative meaning-making of the preliminary findings. Stakeholders also will have the opportunity to co-create the focus of the remainder of the data collection and analyses that will be conducted through the end of the study, including the second planned round of interviews.
● Final Reporting Phase – Once a final round of analysis of quantitative data is completed and content analysis procedures are conducted on all interview data, a final report will be prepared for review and input across all stakeholders, once again to engage in a collaborative meaning-making process. A third and final convening of stakeholders will be held for this purpose as the evaluation study comes to a close in May-June 2025.

Ultimately, the evaluation will summarize achievement of process and implementation-related goals, early progress and outcomes, and recommendations for strategy moving forward, including what data are needed at the local level to continue to track processes, outcomes, and learning on an ongoing basis.
[1] Source: Proposal to Evaluate Implementation of Economic Advancement Centers in Three San Mateo County communities submitted to Chan Zuckerberg Initiative on August 30, 2022.

San Mateo County Economic Advancement Centers: Final Evaluation Report 78 111
B. Theory of Change: San Mateo County Economic Advancement Centers San Mateo County Economic Advancement Centers: Final Evaluation Report 79 112
C. Provider Interview Protocol: Evaluation of Economic
Advancement Centers in Three San Mateo County Communities Interviewee: Date:

Organization: Position / Title:

Context and Introduction
Over the summer of 2024, the County and local lead sponsors of the three Economic Advancement Centers (EACs) that were opened over the past few years – in South San Francisco, on the Coastside, and in North Fair Oaks – engaged a third-party evaluator, Steven LaFrance of Head and Heart Advisory, to conduct an evaluation of the Centers. The evaluation is designed to both inform ongoing implementation improvements at the three EACs and to summarize what has been accomplished by the Centers to date, acknowledging that each of the three have different starting points and tenures in operation.

This interview conversation is your opportunity to share your perspective on how well the EACs have been achieving their implementation goals and core objectives to advance strategies that lead to more equitable, vibrant and resilient communities in high-need parts of San Mateo County.

Confidentiality
This interview conversation is confidential. Findings will be aggregated across interviewees to identify key themes to include in a report of results. Your comments will not be attributed to you by name. Moreover, there are no right or wrong answers – your honest perspective is what is most important and valued.

Do you have any questions for me before we begin? May I record the interview to back up my notetaking?
Discussion Questions

1. Please describe your role in your organization as well as your role in the EAC-SSF, EEC-NFO, and / or the OCC. How long have you been involved with the EAC(s)?

2. What specific programs and services has your organization been providing at the EAC(s)? What are the general characteristics of the people being served by your programs and services at the EAC(s)?
a. How do the services provided at each center compare with those provided at other types of career centers / other places served by your organization? b. What has facilitated the provision of these programs and services at the EAC(s)? c. What has been a challenge or barrier to providing programs and services at the EAC(s)?

3. What barriers do clients experience in accessing services at the EAC(s)? San Mateo County Economic Advancement Centers: Final Evaluation Report 80 113
a. What accommodations does your organization and others offer to ensure that programs and services at the EAC(s) are accessible and relevant for the populations and communities they serve? Consider staffing, location, language, immigration status, disability status, etc.

4. What is your assessment of how well the array of programs and services at each Center functions in concert with each other?
a. What programs and services, if any, work especially well together? b. What programs and services, if any, are not working well in the mix? c. What might be gaps in programs and services at the Center(s)?

5. Thinking about the various partnerships that running the EACs require – with the County / local leads, with other providers – how would you assess the effectiveness and functioning of these partnerships?
a. What is working well?
b. What could be improved or strengthened?
c. Are there any partners / partnerships missing that should be considered as additions to the mix?

6. From your perspective, to what extent has/have the EAC(s) been achieving the core goal and objectives around advancing strategies that lead to more equitable, vibrant and resilient communities in high-need parts of San Mateo County?
a. In what specific ways – such as client outcomes and impacts on the local workforce development system – have you observed or experienced the EAC(s) achieving the core goal and objectives?
b. What has facilitated success and progress for the EAC(s)? c. What has stood in the way or served as a barrier to success and progress for the EAC(s)?

7. From your perspective, what lessons have been learned to date regarding what it takes to design and operate effective economic advancement centers in these communities? a. What has been learned about how the community context of the EACs factors into their effectiveness – and the need for them?

8. From your perspective, what, if any, have been the unanticipated benefits and potential negative consequences of the Centers?

9. Are there any other positive stories or critical anecdotes about the achievements and operations of the EAC(s) that you would like to share as part of this evaluation process?

10. Do you have any other comments or feedback about the EAC(s) that you would like to share as part of this evaluation process?
Thank you for your time and insights!
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D. Funder and Community / Subject Matter Expert Interview Protocol: Evaluation of Economic Advancement Centers in Three San Mateo County Communities
Interviewee: Date:

Organization: Position / Title:

Context and Introduction
Over the summer of 2024, the County and local lead sponsors of the three Economic Advancement Centers (EACs) that were opened over the past few years – in South San Francisco, on the Coastside (in Half Moon Bay), and in North Fair Oaks – engaged a third-party evaluator, Steven LaFrance of Head and Heart Advisory, to conduct an evaluation of the Centers. The evaluation is designed to 1) inform ongoing implementation improvements at the three EACs, 2) to summarize what has been accomplished by the Centers to date (acknowledging that each has a different starting point and tenure in operation), and 3) to ascertain these Centers’ contributions to their respective local workforce and economic development systems.

Following a set of interviews with providers working at the Centers conducted in the Fall of 2024, and an analysis of client data, I am now conducting a round of interviews with people who are knowledgeable about workforce and economic development generally, and who are familiar with these San Mateo County communities specifically. The goal of these interviews is to place the three EACs in the context of broader workforce and economic development supports as well as to surface how they are situated as resources as parts of the larger workforce and economic development systems within these local communities. Ultimately, the goal of these Centers is to advance strategies that lead to more equitable, vibrant and resilient communities in high-need parts of San Mateo County.

Confidentiality
This interview conversation is confidential. Findings will be aggregated across interviewees to identify key themes to include in a report of results. Your comments will not be attributed to you by name. Moreover, there are no right or wrong answers – your honest perspective is what is most important and valued. Lastly, we can skip any question that you do not feel comfortable answering for any reason.

Do you have any questions for me before we begin? May I record the interview to back up my notetaking?
Discussion Questions

1. Please introduce yourself, describing your current professional role and, if relevant, your experience with workforce and economic development as well as your familiarity with the high-need San Mateo County communities of South San Francisco, the Coastside / Half Moon Bay, and North Fair Oaks.

San Mateo County Economic Advancement Centers: Final Evaluation Report 82 115
About the Local Economies and Community Landscapes

2. Prior to the opening of these Centers, to your knowledge, what was available for job seekers, small business owners, and entrepreneurs in any of these three communities (South San Francisco, the Coastside / Half Moon Bay, and North Fair Oaks) that you are familiar with?

3. What gap(s) have these Centers filled in each of the three communities? What unique contributions do they (depending on your familiarity: EAC-SFF, OCC, and EEC-NFO) make to the local workforce development systems in their respective communities?

4. How would you characterize the current state of the community contexts in ((depending on your familiarity: South San Francisco, Half Moon Bay, and North Fair Oaks), particularly with respect to economic recovery from the effects of the COVID-19 lockdown years?
a. How did – and do – the landscapes and economies in these communities, compared to San Mateo County and other California Counties more broadly?

5. What, to your knowledge, has transpired in these communities over the past 3-4 years that could either accelerate or slow economic recovery and future economic growth?

6. What macroeconomic trends could affect these Centers in the coming years? a. How could they best address arising shifts and new needs / issues?

7. What are the potential implications of the current state of the community contexts, and taking macroeconomic trends into account, for the programs and services the Centers offer (particularly with respect to workforce development and small business supports)?

8. What are the emerging growth industries in each of the respective Centers’ local economies today and in the foreseeable future?
a. What are the gaps and where are the opportunities?
About Workforce and Economic Development Centers and Programs Generally

9. Based on your knowledge and experience, what does “economic development” for a community mean and entail?

10. What do you consider to be best practices for workforce development and community economic development centers?

11. What do you know or believe to be high priorities among funders of workforce development and economic development centers?

12. To your knowledge, what is a typical (and ideally sustainable) funding model for workforce and economic development centers and programming?

13. To your knowledge, what is a typical per-participant cost for workforce development or economic development programming?
Closing

14. Given the topics we have discussed, is there anyone else you recommend I speak with?

15. Is there anything else you would like to share on the topics we’ve discussed? Thank you for your time and insights!
San Mateo County Economic Advancement Centers: Final Evaluation Report 83 116
E. Renaissance Entrepreneurship Center: Client Interview Protocol
Date:

Interviewee Name & Business:

RenCenter Location:

Context and Introduction
Hello! My name is ____. I’m calling to seek your feedback on services at Renaissance Entrepreneurship Center – their staff shared your phone number with my colleague Steven (at Head and Heart Advisory) a few weeks ago. They let us know that you gave permission for us to contact you.

Would you be willing to participate in a short interview by phone? It should take about 15-20 minutes.

As a thank you for your time, we are offering a $50 gift card to Walgreens, Amazon, or Safeway.

For additional context, Steven from Head and Heart Advisory is working with Renaissance Center to help them understand how well their programs and services are working for people like you. We are interested in knowing if the services you have received have been helpful, and if so in what ways, as well as what was most helpful and what could be improved or done differently to help you earn money.

Confidentiality
This conversation is confidential. Your comments will not be attributed to you by name, meaning that we will not share your name or your business's name in the report, unless we ask for and receive your explicit permission to do so. Your feedback will be included in a report that we'll share with RenCenter leaders and organizations that fund job training and small business programs in San Mateo County. Also, there are no right or wrong answers – your honest perspective is what is most important.

I would like to record our conversation (audio only) for note-taking purposes only. Do I have your permission to record?
Do you have any questions for me before we begin?
Discussion Questions

1. To start, I’d love to learn about how you became involved with Renaissance Entrepreneurship Center. How long have you participated (or did you participate) in their programs? What was your main reason (or purpose) for coming to RenCenter?

2. What types of services and supports did you receive at Renaissance Entrepreneurship Center?
San Mateo County Economic Advancement Centers: Final Evaluation Report 84 117
a. How easy or difficult has it been for you to get the services you needed and wanted from Renaissance Entrepreneurship Center?
b. What made it easy to get services? (Probe for accommodations such as language needs, education level, immigration status, disability status.) c. What made it difficult or what challenges did you experience? i. Did Renaissance Entrepreneurship Center do anything to address these difficulties or challenges?

3. Did Renaissance Entrepreneurship Center provide you with referrals to any other services or supports you, your family, or or your business may have needed? a. If yes, what other services and supports have you received? b. How easy or difficult was it for you to get those other services and supports? c. Are there other services and supports you need that you were not able to get?

4. In what ways, if any, have the services and supports you received from Renaissance Entrepreneurship Center helped you and your business?
a. What made it possible or easier for you to make progress on your goals in the program? What challenges did RenCenter help you address? b. If you would like, please share a story about what RenCenter’s supports/services have helped make possible for you and your business.

5. In particular, we want to learn whether Renaissance Center has supported you in any of the following ways. [NOTE: Adjust probing question below, based on their answers to the previous question]
● support with an existing small business or starting a small business ● increased sales revenue (and if yes, by how much?)
● job creation / hiring (and the number and types of jobs created) ● changes in personal / family income (and if yes, by how much?) ● access to technology

6. What is your vision of success for your business? Do you feel you are achieving these goals?
a. Do you plan to continue seeking support from RenCenter? If yes: What types of support do you plan to seek and why?

7. What suggestions do you have for how Renaissance Entrepreneurship Center could make their services and supports better?

8. Is there anything else you would like to share with me about your experience with Renaissance Entrepreneurship Center?
Thank you for your time!
San Mateo County Economic Advancement Centers: Final Evaluation Report 85 118
F. JobTrain Client Focus Group Protocol
Date: Site:

Context and Introduction
Hi everyone! Welcome. We’re so glad you’re here! Your feedback is so important to help JobTrain keep learning and improving.

My name is ____. I am with a group called Head and Heart Advisory and am partnering with JobTrain to understand how well their programs and services are working for people like you.

We are interested in knowing if the services you have received have been helpful, and if so in what ways, as well as what was most helpful and what could be improved or done differently to help you earn money.

As a thank you for your time, we’ll send each of you a $50 gift card to Walgreens, Amazon, or Safeway. At the end of today’s conversation at [TIME], we’ll ask you each to let us know which gift card you choose.

Confidentiality
This conversation is confidential. We will use direct quotes from today’s conversation, but your comments will not be attributed to you by name. If you do not want to answer a question you’re welcome to say “pass” or “skip.” We also ask that you protect each other’s privacy by NOT sharing other people’s answers outside of this group.

Also, there are no right or wrong answers – your honest perspective is what is most important. Please speak up if you have a different opinion than what someone else shares. We really ask you to be as honest and frank as possible - your honesty will help the program improve in the future.

Also, we plan to record today’s focus group conversation for note-taking purposes only. We will not share the recording with anyone.

Do you have any questions for me before we begin?
Discussion Questions

1. Let’s begin by having everyone introduce themselves. Please share your name, where you live now, how long you have been working with JobTrain, and the reason you came to JobTrain.

2. How easy or difficult has it been for you to get the services you needed and wanted from JobTrain?
a. What made it easy to get services? (Probe for accommodations such as language needs, education level, immigration status, disability status.) b. What made it difficult or what challenges did you experience? i. Did JobTrain do anything to address these difficulties or challenges? San Mateo County Economic Advancement Centers: Final Evaluation Report 86 119

3. Did you receive referrals from JobTrain to any other services or supports that you or your family may have needed (like for help getting any public assistance around housing and food, or any other kind of service from another organization)? a. If yes, what referrals for other services or supports did you receive? b. Did you get those services or supports? From what agency or providers? c. How easy or difficult was it for you to get those other services and supports? d. Are there other services and supports you need that you were not able to get at this Center?

4. In what ways, if any, have the services and supports you received from JobTrain helped you? What was the biggest change you experienced as a result of JobTrain? (Probe for improved job skills, getting placed in a job, increasing personal / family income, support with an existing small business, starting a small business, access to technology, etc.) a. What made it possible or easier for you to make progress on your goals in the program?
b. What did you like best about JobTrain?
c. Do you plan to continue seeking support from JobTrain? If yes: What types of support do you plan to seek and why?

5. If you would like, please share your story about how the services and supports from JobTrain helped you.

6. What suggestions do you have for how JobTrain could make their services and supports better?
a. What did you like least about JobTrain?

7. Is there anything else you would like to share with me about your experience with JobTrain ? Thank you so much for speaking with us today! As our final question, please write which gift card you’d like to receive via chat – Amazon, Safeway, or Walgreens. If you’re unable to use the chat, Sarah will follow up with you via email.

Thank you for your time!
San Mateo County Economic Advancement Centers: Final Evaluation Report 87 120
G. Summary of Research on Governmental Cost Savings for Job Placements
When a previously unemployed San Mateo County, CA resident starts earning $22.00 per hour, local and county governments experience cost savings in several key areas.

1. Reduced Public Assistance Costs. Many unemployed individuals rely on public benefits:
● CalFresh – Average monthly benefit in CA is about $180 per person. ● Medi-Cal – The state pays about **$7,500 per enrollee per year. ● General Assistance – Provides $400-$600 per month for eligible individuals. ● Housing Assistance – Section 8 vouchers and emergency rental programs. ● Unemployment Insurance – Typically provides **$450 per week** (if eligible).

If the individual was fully dependent on assistance before employment, the county and state could save:
● CalFresh: ~$2,160 per year
● Medi-Cal: ~$7,500 per year
● General Assistance: ~$6,000 per year
● Unemployment Insurance: ~$23,400 per year (if on max benefits for 52 weeks) Potential total savings: $10,000–$30,000+ per person per year, depending on benefits received.

2. Increased Tax Revenue. For residents that begin to earn $45,760 per year:
● State Income Tax: Estimated $2,500–$3,500 per year
● Local Sales Tax: Increased spending in the local economy means $1,500–$3,000 in additional sales tax revenue.
● Payroll Taxes: More contributions to Social Security, Medicare, and disability insurance, reducing state burden.

Estimated total additional tax revenue: $4,000–$7,000 per year.

3. Lower Crime and Public Safety Costs. Studies show unemployment correlates with higher rates of property crimes, homelessness-related policing and emergency services, and incarceration costs ($50,000+ per inmate per year in CA). Employment reduces reliance on law enforcement, social services, and emergency healthcare.

Estimated savings: $1,000–$5,000 per year per individual** in reduced public safety and emergency costs.

4. Reduced Homelessness Services Costs. San Mateo County spends $50,000–$100,000 per homeless person per year on shelters, emergency healthcare, and services. Stable income lowers the risk of eviction and homelessness, reducing these costs.

Estimated savings: $5,000–$20,000 per year per individual at risk.

Total Estimated Cost Savings to Local & County Governments Adding up all categories, the total estimated cost savings and revenue increase per person ranges from $20,000 to $60,000 per year, depending on previous public assistance and risk factors.

San Mateo County Economic Advancement Centers: Final Evaluation Report 88 121
Data Sources
This analysis is based on estimates from federal, state, and local government reports, academic studies, and economic models.

1. Public Assistance Programs (Cost Savings Estimates)
• CalFresh (SNAP in California)
o Data Source: California Department of Social Services (CDSS) o Average SNAP benefits in CA: ~$180/month per individual • Medi-Cal (California’s Medicaid Program)
o Data Source: California Department of Health Care Services (DHCS) o Annual cost per enrollee: $7,500–$10,000 (varies by demographic) • General Assistance (GA) in San Mateo County
o Data Source: San Mateo County Human Services Agency
o GA benefits: $400–$600/month
• Unemployment Insurance (UI) Benefits
o Data Source: California Employment Development Department (EDD) o Maximum UI benefit: $450/week (~$23,400/year if fully utilized) • Housing Assistance (Section 8, Homelessness Services) o Data Source: San Mateo County Department of Housing
o Estimated annual support per person: $10,000–$20,000+

2. Tax Revenue Estimates
• California State Income Tax
o Data Source: California Franchise Tax Board (FTB)
o Estimated tax rate for $45,760 income: ~6–8% ($2,500–$3,500 per year) • Sales Tax Revenue
o Data Source: California Department of Tax and Fee Administration (CDTFA) o San Mateo County sales tax: ~9.375%
o Estimated additional revenue per new worker: $1,500–$3,000/year • Payroll Tax (Social Security & Medicare)
o Data Source: IRS and Social Security Administration
o Employer + Employee FICA: 15.3% of wages ($7,000 in new contributions)

3. Crime & Public Safety Costs
• Crime & Unemployment Studies
o Data Source: Bureau of Justice Statistics (BJS) & Local Law Enforcement Data o Research: Unemployment correlates with a higher likelihood of property crimes and homelessness-related policing costs.
• Homelessness Services & Criminal Justice Costs
o Data Source: San Mateo County Continuum of Care (CoC) & CA Policy Lab o Cost of homelessness services: $50,000–$100,000 per unhoused person per year
• Jail/incarceration cost in California: $50,000+ per year per inmate (California Department of Corrections & Rehabilitation)

4. Economic Multiplier & Local Impact
• Multiplier Effect Estimates
o Data Source: U.S. Bureau of Economic Analysis & Regional Economic Studies o Economic multiplier for local spending: 1.5–2.0
• Spending patterns based on Consumer Expenditure Surveys (CES) from the U.S.

Bureau of Labor Statistics (BLS) (https://www.bls.gov/cex/) San Mateo County Economic Advancement Centers: Final Evaluation Report 89 122

BUSINESS OF THE COUNCIL OF THE CITY OF HALF MOON BAY

AGENDA REPORT
For meeting of: September 2, 2025
TO: Honorable Mayor and City Council
VIA: Matthew Chidester, City Manager
FROM: Leslie Lacko, Community Development Director
Ocoee Wilson, Associate Planner
TITLE: 2025 MEASURE D TRANSFERS
______________________________________________________________________________ RECOMMENDATION:

Adopt a resolution approving a transfer of the 20 remaining Downtown base Measure D allocations, to be used for new dwelling units proposed outside of the Downtown area, prioritized according to the scoring within the Measure D application checklist and as shown within Exhibit A to the Resolution (Attachment 1).

FISCAL IMPACT:

There is no fiscal impact anticipated.

STRATEGIC ELEMENT:

This action supports the Healthy Communities and Public Safety, Inclusive Governance, Fiscal Sustainability, and Infrastructure and Environment Elements of the Strategic Plan.

BACKGROUND:

Measure D
Measure D is a voter-approved residential growth management system for the City of Half Moon Bay, which was adopted by voters in 1999. Measure D went into effect in 2009 following California Coastal Commission certification. The purpose and intent of Measure D, as specified in Section 17.06.005 A and B of the Half Moon Bay Municipal Code, is to control the rate and quality of development in the City on an annual basis. Measure D provides that the City issue Measure D allocations based on the system set forth in Chapter 17.06 of the Municipal Code. All new residential dwelling units are required to have an approved Measure D allocation before other City permits may be applied for or issued.1
1 Due to the fact that each new residential dwelling unit requires an allocation, one application for a subject property may include multiple allocations.
123

Measure D accommodates 1% population growth annually, which is split between Downtown and Outside of Downtown. The Downtown Area is defined as the Half Moon Bay redevelopment survey area adopted in November 1998 by City Resolution No. C-91-98 and codified within Section 17.06.020. Council also has discretion to approve additional “bonus” allocations that would result in an additional 0.5% population growth within the Downtown area. Council has approved such bonus allocations for Downtown for each year that Measure D has been in place.

Determination of Allocations Available per Calendar Year The total number of allocations made available each year is determined according to Municipal Code Chapter 17.06 and authorized annually by City Council at the first meeting in December for the next calendar year. City Council approved the allocations available for 2025 on December 3, 20242, including 23 base allocations for Downtown, 22 bonus allocations for Downtown, and 22 allocations for outside Downtown, for a total of 67 allocations. Figure 1. below provides a visual of how these allocations are divided.
2025 Application Submittal Summary
The City received applications for three allocations downtown (two applicants) and 47 allocations (28 applicants) for outside of downtown.

At the March 25, 2025, Planning Commission meeting, the Commission ratified the scoring and ranking of applications based on the Measure D application checklist for the outside downtown applications. The 22 available allocations for outside downtown were awarded based on the application checklist scoring. This left 25 allocations (16 applicants) to be deferred. Applicants would need to either re-apply in 2026 or request transfers, if available. One applicant, 940 Main 2 December 3, 2025 Staff Report - Residential Dwelling Unit Determination for 2025 Total Allocations(1.5% Population Growth):
67 Downtown: 45
Base: 23 Bonus: 22
Outside
Downtown: 22
Figure 1. Diagram showing how Measure D Allocations are divided from the total number, which would accommodate 1.5% population growth, into allocations available for Downtown Base, Downtown Bonus, and Outside Downtown Allocations. 124

Street, applied for a total of five allocations. In an effort to distribute allocations equitably only three of the five (3 of 5) were awarded. The Commission recommended the applicant’s remaining two allocations be considered as a top priority if allocations remained available for transfers in September. The Commission also recommended the applicant at 490 Pine Avenue be prioritized as they barely scored below the last applicant to receive an allocation (Attachment 2).

Transfer Process
Municipal Code section 17.06.120.F (Distribution of residential dwelling unit allocations) provides for reallocation of Downtown base allocations in September as follows:

If the maximum number of residential dwelling unit allocations has not been applied for by September 1st, any unused base allocations granted for the downtown area as provided in Section 17.06.020 may be transferred to projects located outside of the downtown area.

Additional allocations granted for the downtown area as provided in Section 17.06.020 shall not be transferred to projects located outside the boundaries of the downtown area.

Transfers have only occurred a couple other times in the history of Measure D and the municipal code and original Measure D language provide minimal direction regarding the transfer process.

In 2019, City Council adopted some procedures by resolution that provide considerations to make for applicants that should receive transfers. This resolution can be found as Attachment 3 and these procedures are further discussed later in this staff report.

DISCUSSION:

As of September 1, 2025, there are 20 remaining downtown base allocations available for transfer. Transfers are at the discretion of City Council; therefore, Council is being asked to consider transferring the 20 remaining Downtown Based allocations to projects proposed on sites located outside Downtown. Staff has provided a recommendation to consider for prioritizing transfer allocations, however Council may also direct staff to utilize alternative criteria for prioritization.

At the March 25, 2025, Planning Commission meeting, the Commission recommended that the City Council elect that downtown allocations be transferred to applicants outside of downtown, as well as provided recommendations for a few applicants specifically to receive allocations, as previously described in the background section of this report. Additionally, the Commission recommended revisions to consider for the upcoming Measure D Application year, which staff intends to discuss at a later date. The resolution from that meeting is included as Attachment 2.

In June, Staff reached out to all applicants that did not receive one or more of the Measure D allocations they applied for in January and provided them with a form to request to be considered for a transfer. Thirteen (13) applicants responded, requesting a total of 21 allocations.

As mentioned in the background section of this report. In 2019 the City Council adopted some procedures relating to the Transfer process to guide future transfers. The procedures adopted include the following criteria:
125

1. That there are no known pending applications for a project(s) within Downtown needing Measure D Downtown base allocations.

2. That the transfers are prioritized for projects outside Downtown that include some form of more affordable housing, including but not limited to accessory dwelling units, duplexes, triplexes, or other multi-family units.

3. That the applicant applying for a Measure D allocation for outside Downtown demonstrates that the application(s) for the associated permit(s) have been prepared, including but not limited to a Coastal Development Permit or a Building Permit.

4. That transfers may be allocated to single-family homes that include a component of affordability including an accessory dwelling unit, or a City approved deed restriction.

5. That City Council consider any other criteria they deem to be applicable for allowing transfers for projects outside Downtown that meet stated City objectives.

Of these criteria, number 1 has been satisfied, and all applicants meet criteria 2 and 4, as applicable. Regarding criterion 3, while it could be readily met by any applicant, it was not required in this case. Typically, applicants cannot apply for a Coastal Development Permit or Building Permit until a Measure D allocation is secured. In recent years, some applicants have had to apply for Measure D allocations multiple times before receiving one, which was a circumstance that was not yet common in 2019 when these procedures were adopted. This leaves primarily criterion 5 for consideration.

Staff has provided a recommendation for the Council to assist with prioritizing any transfer allocations to be awarded. However, if Council wishes to consider other criteria to prioritize the transfers, they may also direct staff return with an alternative recommendation.

Staff is recommending the transfer allocations be prioritized and awarded based on the Measure D application checklist scoring criteria, and finalized scoring ratified by the Planning Commission.

In doing so most other criteria that could be considered will be included by default in the awarded allocations. Other criteria could include prioritizing allocations based on Planning Commission Recommendations, ADU only applications, applications waiting greater than a specified number of years, applications located within the Land Use Plan designated Town Center, etc. If Council would like this criterion to be used rather than just scoring, Staff would use a tiered ranking based on how these criteria are directed to be prioritized. This was how transfers were prioritized as directed during the process in 20213. Staff has taken this into consideration and given the number of transfer allocations available versus requested, and based on the above potential criteria, several scenarios would likely yield the same result.

The applicants requesting to be considered for Transfers and staff’s recommendation are summarized in the table below (the order does not represent a preference)4:
3 November 2, 2021 Staff Report – 2021 Measure D Allocations Transfers 4 Two of the initial Measure D applicants did not request to be considered for a Transfer, one of which had submitted multiple applications and did receive allocations for their property under the scoring of a separate application. One applicant also reduced their requested allocations from four allocations to three. 126

Table 1:

Project Type Number of Allocations
Requested for Transfer
Number of Allocations
Recommended per Ranking
Single-family Dwellings with
ADUs (two allocations)
8 8
ADUs/JADUs (with existing
single-family units)
7 7
Multi-Family 2 2
Other (Duplex with multiple
ADUs or Single-family with
more than one ADU/JADU)
3 3
Single-family Dwellings 1 0
Totals 21 20 of 20
Awarding the 20 remaining allocations will accommodate approximately 1% population growth, for a total of 45 allocations awarded in 2025. The approval of these transfers to award these allocations would align with the intent of Measure D. It would also be supported by a variety of land use plan policies including but not limited to:
• Policy 2-6. Housing Diversity and Affordability. Encourage a diversity of housing types, including housing at a range of affordability levels, densities, sizes, and ownership types with equitable access to environmental benefits. Meet the needs of Half Moon Bay’s diverse population, including young families, multi-generational families, students, young professionals, and seniors.
• Policy 2-8. Community Needs. Support the development of land uses desired by the community and which contribute to quality of life. Uses include affordable and diverse housing types such as farmworker housing and smaller homes; light industrial uses including live-work and artisan uses; adaptive reuse of heritage buildings; agriculture and agriculture-compatible uses along with supportive accessory uses; commercial including neighborhood and local-serving uses; quasipublic uses including childcare, healthcare, animal care, and assisted living; and public uses including parks and other community facilities. • Policy 2-73. Small Infill Lots. Update IP standards for substandard infill residential lots to encourage development of smaller homes that provide diverse and affordable housing options compatible with neighborhood character. 127

Lastly, approval of the Measure D Transfers would support policies within the City’s draft Cycle 6 Housing Element and would promote production of additional units which once developed would count toward Half Moon Bay’s Cycle 6 Regional Housing Needs Allocations (RHNAs).

NEXT STEPS:

If Council elects to adopt a resolution awarding the allocations, staff will inform the applicants and provide them with information on next steps for the permitting process. Staff will likely next come to City Council for the annual Measure D Determination meeting during the first meeting in December, where the number of allocations for 2026 will be determined and any other minor administrative proposed changes will be discussed, such as those based on the Commission’s scoring revision recommendations.

ATTACHMENT:

1. Resolution with Exhibit A, Scoring and Ranking

2. P-25-03 - Planning Commission Resolution for 2025 Measure D Outside of Downtown Allocations

3. C-2019-81 - City Council Resolution to Establish Transfer Procedure 128
Resolution No. C-2025-____

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HALF MOON BAY TO TRANSFER TWENTY MEASURE D ALLOCATIONS FROM THE 2025 DOWNTOWN BASE

ALLOCATIONS TO OUTSIDE DOWNTOWN FOR SPECIFIED PROJECTS
WHEREAS, Chapter 17.06 of the Half Moon Bay Municipal Code establishes a residential dwelling unit allocation system; and
WHEREAS, Section 17.06.120 establishes the distribution of residential dwelling unit allocations; and
WHEREAS, Section 17.06.120 further establishes that unused Downtown base allocations may be transferred to projects located outside the Downtown area after September 1st each year; and
WHEREAS, City Council has adopted procedures for approving such transfers by resolution based on findings; and
WHEREAS, City Council has followed the adopted procedures and made all of the required considerations; and
WHEREAS, for 2025, all 22 Measure D allocations for outside Downtown were issued on March 25, 2025; and
WHEREAS, for 2025, three of the 23 Measure D base Downtown allocations were issued; and
WHEREAS, the City was in receipt of additional applications for Measure D allocations for sites outside Downtown for 25 total allocations; and WHEREAS, 13 applicants requested to be considered for transfers for a total of 21 allocations requesting a Measure D Transfer; and
WHEREAS, it is established that there are no known pending applications for a project(s) within Downtown needing Measure D Downtown base allocations for the remainder of 2025; and
WHEREAS, the projects outside the Downtown area include a form of more affordable housing in that each of the projects include a multi-family dwelling, accessory dwelling unit, or junior accessory dwelling unit; and
129
WHEREAS, the projects located outside the Downtown area have demonstrated readiness to submit a permit application; and
WHEREAS, the City Council considered any other criteria they deemed to be applicable for allowing allocation transfers for projects outside Downtown that meet stated City objectives.

NOW, THEREFORE, BE IT RESOLVED THAT the City Council of the City of Half Moon Bay hereby transfers a total of twenty Measure D Downtown base allocations to specified projects located outside Downtown for dwelling units for which the City is in receipt of an application for a Measure D allocation, and the applicants requested to be considered for Transfer.

Measure D Certificates transferred pursuant to this resolution shall be allocated by staff to those projects specified within Exhibit A and approved herein. ***************************************************************** I, the undersigned, hereby certify that the foregoing Resolution was duly passed and adopted on the 2nd day of September 2025, by the City Council of Half Moon Bay by the following vote:

AYES, Councilmembers:

NOES, Councilmembers:

ABSENT, Councilmembers:

ABSTAIN, Councilmembers:

ATTEST: APPROVED:
_________________________________ _________________________________ Maggie Rodriguez, Assistant City Clerk Robert Brownstone, Mayor 130
1 23456789
1011121314151617181920212223242526272829303132333435363738

A B C D E F G H I JKL
MDA # Project Address Unit Type

1. Infill Sites
(max. 65
points)

2. Home Size, Scaling,
and Clustering (max.
30 points)

3. Design for Walking
and Bicycling
(max. 12 points)

4. Design for Safety and
Social Gathering (max.
10 points)

5. Design for Diverse
Households
(max. 15 points)

6. Landscaping
(max. 32 points)
Total
(max. 164
points)
Allocations
Requested
Allocations
Awarded/Reco
mmended
MDA-2025-003 424 Valdez Ave. ADU 65 21 10 10 15 29 150 11MDA-2025-018 1049 Railroad Ave. SFD/ADU/JADU 58.33 21.5 3 10 15 32 139.83 33MDA-2025-002 2781 Pullman Avenue SFD/ADU 63 17.5 1 10 15 29 135.5 22MDA-2025-014 1573 Mizzen Ave. SFD/ADU 63 19.5 0 5 15 32 134.5 22MDA-2025-025 614 Myrtle St. SFD/ADU 30 22 10 10 15 32 119 22*MDA-2025-022 940 Main St. MF 63.125 23 10 0 10 12 118.125 53MDA-2025-012 443 Miramontes ADU 30 20 11 10 15 32 118 11MDA-2025-007 484 Laurel Ave. ADU 30 22 12 10 15 29 118 11MDA-2025-013 640 Myrtle St. ADU 30 20 10 10 15 32 117 11MDA-2025-015 550 Terrace Ave. ADU 30 20 8 10 15 32 115 11MDA-2025-024 147 Kelly Ave. SFD/ADU 28.75 20 8 10 15 32 113.75 22MDA-2025-001 775 3rd Avenue SFD/ADU 28.75 17.5 10 10 15 32 113.25 22MDA-2025-020 460 Poplar St. ADU 30 20 9 10 15 29 113 11*MDA-2025-022 940 Main St. MF 63.125 23 10 0 10 12 118.125 22MDA-2025-005 490 Pine Ave. Duplex/ADU 30 23 12 0 15 32 112 33MDA-2025-016 525 Metzgar St. ADU 30 21 9 10 10 32 112 11MDA-2025-023 855 Alsace Lorraine Ave. ADU 30 20 9 10 15 27 111 11MDA-2025-028 310 Grove St. SFD/ADU 30 17.5 6 10 15 32 110.5 22MDA-2025-008 400 Kehoe Ave. ADU 30 20 3 10 15 32 110 11MDA-2025-011 2210 Cabrillo HWY S. ADU 30 20 3 10 15 32 110 11MDA-2025-010 135 Kelly Ave. SFD/ADU 27.5 17.5 8 10 15 32 110 22MDA-2025-004 59 Valencia St. ADU 30 20 2 10 15 32 109 11MDA-2025-027 67 San Pablo St. SFD/ADU 28.75 19.5 2 10 15 32 107.25 22MDA-2025-006 2170 S. Cabrillo HWY ADU 30 20 3 10 15 29 107 11MDA-2025-026 2815 Champs Elysee SFD/ADU 27.5 18.5 1 10 15 32 104 22MDA-2025-009 759 Correas ADU 25 20 11 10 5 32 103 11MDA-2025-017 1049 Railroad Ave. SFD/ADU 18.33 22 3 10 15 32 100.33 00MDA-2025-021 219 Pilarcitos Ave. JADU 30 22 12 10 10 15 99 00MDA-2025-019 32 Jenna Ln. SFD 22.14 15 11 5 15 29 97.14 10 No Request for Transfer Considertion
Exhibit A: 2025 Measure D Ranking Scoring Criteria Categories Allocations Awarded in March 2025
Not receiving allocations
*Indicates same submittal receiving portion of allocations Recommended for Transfer
131
PLANNING COMMISSION RESOLUTION P- 25- 03

A RESOLUTION OF THE PLANNING COMMISSION OF THE CITY OF HALF MOON BAY RATIFYING THE RANKING FOR 2025 MEASURE D APPLICATIONS FOR RESIDENTIAL UNIT ALLOCATIONS

OUTSIDE OF DOWNTOWN
WHEREAS, in 1999 the voters of Half Moon Bay adopted Measure D, the Residential Growth Initiative, which limits residential growth to no more than 1 to 1.5% per year; and WHEREAS, as a part of the implementation of Measure D, the City of Half Moon Bay adopted and the Coastal Commission Certified the Residential Dwelling Unit Building Permit Allocation System Ordinance, Chapter 17. 06 of the Half Moon Bay Municipal Code; and WHEREAS, Chapter 17. 06 established a process for ranking Measure D Certificate applications in the event that these applications exceed the number of residential allocations permitted in a given year; and
WHEREAS, on December 3, 2024, the City Council adopted Resolution C- 2024- 090, which established the maximum residential growth allocation for 2025 as 45 in the Downtown area and 22 outside of Downtown; and
WHEREAS, in January 2025, the City received requests for 2 Measure D allocations for Downtown and 47 Measure D allocations for outside; and
WHEREAS, staff reviewed all Measure D Certificate applications and supporting documents for outside of Downtown allocations and assigned points to each application according to the criteria stated in Chapter 17. 06; and WHEREAS, based on this review, the Community Development Director ranked all of the applications received for outside of Downtown prior to January 31, 2025; and WHEREAS, the Community Development Director forwarded this ranking together with staff' final determination of the points to the Planning Commission; and WHEREAS, the Planning Commission conducted a duly noticed public meeting on March 25, 2025, at which time all those desiring to be heard on the matter were given an opportunity to be heard; and
WHEREAS, the Planning Commission considered all written and oral public comment presented for their consideration; and
WHEREAS, the Planning Commission modified the Community Development Director' s determination of residential dwelling unit allocations in accordance with Section 17. 06. 275( C) of the Half Moon Bay Municipal Code; and
132
Attachment 1
WHEREAS, the Planning Commission determined, to distribute allocations equitably in accordance with Section 17. 06. 120( D) of the Half Moon Bay Municipal Code, only 3 of the 5 requested allocations shall be awarded to submittal MDA- 2025- 02 at this time, and recommended that the City Council consider awarding 2 Downtown transfer allocations to MDA2025- 022, if available, in September 2025.

NOW, THEREFORE BE IT RESOLVED, the Planning Commission ratifies the determination of the point allocations and ranking for the year 2025 Measure D Certificates set forth in Exhibit A to this resolution.

PASSED AND ADOPTED by the City of Half Moon Bay Planning Commission at the regularly scheduled meeting on March 25, 2025.

AYES, Gorn, Gossett, Hernandez, Ruddock
NOES, Rems

ABSENT,

ABSTAIN,
APPROVED:

Steve Ruddock, Chair Leslie Laco,
Community Development Director
Resolution P- 25- 03
133
A
B
C
D
E
F
G
H
I
1 xhibit E
A:
2025
M
DRanking easure
Scori
Criteria
Cat
ories
ngeg
2 MEAN
Project Address
Unit
Type

1. ntul I
Sites
max.
65 points)

2. Hum
e
S
Sealing,ue, and
Clustering ( max.
30nts) poi

3. Desig
n
fur
Walking
and
Bicycling
max.
12oints) p

4. Design
tor
Safety
and
Social
Gath ering ( max.10

5. points)
Design
for
Divers e
olds
H
ouseh
max .
15 points)

6. L
andscaping m
ax.
32 p
oints)
T
max.
p
3 M
DA- 2025- 003
424
Valdez
Ave.

ADU
65 21
10 10
15 29
4 MDA- 2025 018
1049
Railroad
Ave. SFD/ ADU JADU
58 .
33 21. 5
3 10
15 32
S
MDA- 2025- 002
2781
Pullman
Avenue

SFD/ ADU
63 17. 5
1 10
15 29
6 MDA- 2025- 014
1573
Mizzen Ave.

SFD/ ADU
63 19 .
5 0
5 15
32 7
MDA- 2025- 025
614
Myrtle
SI. SFD/ ADU
30 22
10 10
15 32
MDA - 8
2025. 022
940
M
ain
St
MF
63 .
125
23 10
0 10
12 9
M
DA- 2025- 012
443
Miramontes
ADU
30 20
11 10
IS
32 1U
MDA- 2025- 007
484
Laurel
Ave.

ADU
30 22
12 10
1S
29 11
MDA- 2025- 013
640
M
yrtle
St
ADU
30 20
10 10
15 32
12 MDA- 2025 015
550
Terrace
Av
e.

ADU
30 20
a
10 15
32 13
MDA- 2025. 024
147
Kelly
Ave.

SFD/ ADU

28. 75
20 8
10 15
32 MDA -14
2025- 001
775
3rd
Avenue

SFD/ ADU

28. 75

17. 5
10 10
15 32
15 MDA- 2025 020
Po
460
St.
plar
ADU
30 20
9 10
1S
29 16
M
DA- 2025 022
940
Main
St.

63. 125
23 10
0 10
12 17
M
DA- 2025- 005
Pin
490
Ave.e
Duplex/ ADUx2
30 23
12 0
15 32
MDA -18
2025- 016
525
M
etzger
SL
A
DU
30 21
9 10
10 32
19 M
DA- 2025 023
Alsa
855
Lorrainece
Ave.

ADU
30 20
9 10
15 27
20 MDA- 2025- 028
Gro ve
310
Sr.

SFD/ ADU
30 17. 5
6 10
15 32
MDA -21
2025- 008
400
Kehue
Ave.

ADU
30 20
3 10
15 32
22 MDA- 2025 011
Ca
2210
brillo
HWY
S.

ADU
30 20
3 10
1S
32 23
M
DA- 2U25- 010
135
Kelly
Ave

SFD/ ADU

27. 5

17. 5
8 10
1S
32 24
MDA- 2025- 004
Valen59
cia
St
ADU
30 20
2 10
1S
32 MD2S
A- 2025- 027
67 Pablo
San
S.

SFD/ A0U

28. 75

19. 5
2 10
15 32
26 M
DA- 2025- 006
2170
S.

Cabnllo
HWY
ADU
30 20
3 10
15 29
272025- 026 MDA2815
Champs
Etysee

SFD/ ADU

27. 5

18. 5
1 10
15 32
MO2s
A- 2025- 009
Co
759
rneas
ADU
25 20
11 10
5 32
29 MDA- 2025 017
Ra
1049
ilroad
Ave.

SFD/ ADU

18. 33
22 3
10 15
32 30
M
DA- 2025 021
219
Pdarcitos
A
ve.

IADD
30 22
12 10
10 15
MD31
A- 2025- 019
32 Jenne
Ln.
5FD
22 14
15 11
5 15
29 32
Total
K
Allocati
33 34
Receivin allocag
tions
35 Not
allo
receiving
cations
36 Indicates
same
submittal
receiving
portion
of allocatio
ns
134
Resolution No. C- 2019- 81

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HALF MOON BAY

TO ESTABLISH A PROCEDURE FOR TRANSFERRING MEASURE D ALLOCATIONS FROM

DOWNTOWN BASE ALLOCATIONS TO OUTSIDE DOWNTOWN
WHEREAS, Chapter 17. 06 of the Half Moon Bay Municipal Code establishes a residential dwelling unit allocation system; and
WHEREAS, Section 17. 06. 120. establishes the distribution of residential dwelling unit allocations; and
WHEREAS, Section 17. 06. 120. further establishes that unused Downtown base allocations may be transferred to projects located outside the Downtown area after September 1st; and
WHEREAS, Section 17. 06. 120 does not specify a procedure for approving such a transfer, nor has one every been administered; and
WHEREAS, on September 3, 2019 City Council determined that such a transfer should be approved through a resolution of the City Council based on findings; and WHEREAS, City Council and Chapter 17. 06 of the Municipal Code prioritize affordable housing;
NOW, THEREFORE, BE IT RESOLVED THAT the City Council of the City of Half Moon Bay hereby establishes a procedure for transferring a portion or all of the Measure D Downtown base allocations to projects located outside Downtown; that transfers be approved by a resolution of the City Council in September or October, and that transfers be approved subject to the following findings:

That it is established that there are no known pending applications for a project( s) within Downtown needing Measure D Downtown base allocations; and b. That allocation transfers are prioritized for projects outside Downtown that include some form of more affordable housing, including but not limited to accessory dwelling units, duplexes, triplexes, or other multi -family units; and
c. That the applicant applying for a transferred Measure D allocation for a project site outside Downtown demonstrates that the applications) for the associated permit( s) have been prepared, including but not limited to a Coastal Development Permit or a Building Permit; and
135
d. That transferred allocations may be allocated to single- family homes that include a component of affordability including an accessory dwelling unit or a City approved deed restriction; and
e. That City Council consider any other criteria they deem to be applicable for allowing allocation transfers for projects outside Downtown that meet stated City objectives.

I, the undersigned, hereby certify that the foregoing Resolution was duly passed and adopted on the 17th day of September, 2019 by the City Council of Half Moon Bay by the following vote:

AYES, Councilmembers: Brownstone, Penrose, Ruddock, Eisen, Rarback NOES, Councilmembers:

ABSENT, Councilmembers:

ABSTAIN, Councilmembers:

ATTEST: APPR D:

Kvr Jessica Blair, City Clerk Harvey Rarbid, Mayor
136

BUSINESS OF THE COUNCIL OF THE CITY OF HALF MOON BAY

AGENDA REPORT
For meeting of: September 2, 2025
TO: Honorable Mayor and City Council
VIA: Matthew Chidester, City Manager
FROM: Irma Acosta, Administrative Analyst
TITLE: AMENDMENT TO THE TOLEMI CONTRACT FOR SOFTWARE TO SUPPORT THE

RENTAL REGISTRATION AND RENT STABILIZATION PROGRAMS
____________________________________________________________________________ RECOMMENDATION:

Adopt a resolution authorizing the City Manager to approve an amendment to the Tolemi contract through February 2026 for $16,666.67, with an option to extend through June 2026 for a total of $25,000.

FISCAL IMPACT:

The cost of extending the Tolemi contract amendment through February 28, 2026, is $16,666.67, or a total of $25,000 if extended through June 30, 2026. These costs will be covered by revenue from per-unit registration fees and supplemented as needed by the Affordable Housing Fund.

STRATEGIC ELEMENT:

This action supports the Healthy Communities and Public Safety, and Inclusive Governance Elements of the Strategic Plan.

BACKGROUND:

The Rental Registration and Rent Stabilization programs were launched during the Summer of 2024 and are now in their second year of implementation. Both programs stem from policy direction provided by the City Council during the November 7, 2023, study session on tenant protections. That direction led to the creation and adoption of Title 6 Housing in the City’s Municipal Code, which provides the foundation for monitoring rental housing and protects tenants from excessive rent increases. Along with adopting the Rental Registration and Rent Stabilization Ordinances, the Council also authorized funding from the City’s Affordable Housing Fund to support the implementation and administration of these programs, which would then be reimbursed by collection of respective fees.

To administer the data collection, the City contracted with Tolemi (OpportunitySpace, Inc.), a vendor that specializes in housing-data management. Tolemi’s web-based platform supports 137

City staff and landlords. Through a portal developed for the City, landlords can register their rental units, pay registration fees, and submit required notices, including rent increase notices.

Staff use the platform to manage compliance and generate reports. In addition to supporting the day-to-day needs of the programs, Tolemi provides reliable data on the housing stock in Half Moon Bay. This information can be used to inform future housing policy, monitor compliance, and ensure that the City has the tools and accurate information needed to support tenant protection goals.

In the initial year of the programs, the City spent roughly $38,400 on implementation and utilization of the database, including data management, ongoing customer support, and maintenance.

DISCUSSION:

At the May 6, 2025, meeting, the City Council considered three potential options for the future of the Rental Registration and Rent Stabilization programs and ultimately decided to select Option 3: Retention of Programs with Modifications. This option allowed for both programs to remain in place while staff further evaluate the impact of these programs over time, particularly as more data is collected and tenant-landlord engagement continues. Council also directed staff to return in six months with an update on the pilot’s performance and fiscal impacts, at which time Council may provide further direction on the long-term future of the programs.

The Rental Registration and Rent Stabilization programs currently rely on Tolemi’s software platform to manage administrative functions. This includes facilitating landlord registrations, processing fee payments, submitting required notices, and supporting compliance and enforcement efforts. The platform also provides staff with the tools needed to organize and analyze rental housing information collected through the programs, ensuring accurate reporting.

Based on Council and community concerns and feedback, Staff researched data management practices, compared Tolemi’s policies and practices with vendors used by other municipalities, and worked with the City’s legal team to review findings. While the one comparison vendor addressed a broader range of issues, Tolemi’s policies were more detailed in areas such as account access and user management, and the platform is hosted on Amazon Web Services (AWS), a widely used and well-regarded cloud platform. The legal team also reviewed Tolemi’s privacy policy and found it to be more comprehensive than that of another leading vendor with respect to the California Online Privacy Protection Act (CalOPPA). Based on this information, staff came to the conclusion that Tolemi provides appropriate security for managing sensitive landlord and tenant information.

The City’s agreement with Tolemi expired on June 30, 2025. However, to maintain program continuity beyond that date, an additional contract amendment is necessary. Tolemi has prepared an amendment (Attachment A) that would extend services through February 28, 2026, with the option to extend through June 30, 2026. The cost of this extension is $16,666.67 through February 2026, and $25,000 if extended through June 2026. 138

Because the programs are still operating and will undergo an evaluation by the City Council in early 2026, the City needs to preserve continuity of services during this period. Extending the contract ensures that landlords, tenants, and staff experience no disruption in program operations, while also giving Council flexibility to determine the long-term direction of the programs in the future.

CONCLUSION:

Staff recommends an amendment extending the Tolemi contract through February 2026 with the option to extend through June 2026, providing the City with a platform to continue managing the Rent Registry and Rent Stabilization programs. This amendment allows continuity of services for landlords and staff and provides the City with reliable data and reporting tools that are essential for tracking the program's performance and informing future Council decisions on the programs.

ATTACHMENTS:

1. Resolution

2. Tolemi Agreement
139
RESOLUTION NO. C-2025-

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HALF MOON BAY AUTHORIZING THE

CITY MANAGER TO APPROVE AN AMENDMENT TO THE TOLEMI CONTRACT THROUGH FEBRUARY 2026, WITH AN OPTION TO EXTEND THROUGH JUNE 2026 WHEREAS, the City of Half Moon Bay launched the Rent Registry and Rent Stabilization programs in Summer 2024 following City Council’s adoption of Title 6, Housing, in the City’s Municipal Code; and
WHEREAS, these programs provide protections to tenants, ensure compliance with rent stabilization regulations, and require reliable data collection and management to track performance and inform policy decisions; and
WHEREAS, to help administer these programs, the City contracted with Tolemi (OpportunitySpace, Inc.), a vendor specializing in housing data management, whose web-based platform supports landlord registrations, fee collection, submission of required notices, compliance tracking, and reporting; and
WHEREAS, the City’s contract with Tolemi expired on June 30, 2025; and WHEREAS, the continuation of the Tolemi platform is necessary to ensure uninterrupted operation of the Rent Registry and Rent Stabilization programs during the ongoing pilot evaluation period, and to provide the City with reliable data for determining the long-term future of the programs; and
WHEREAS, Tolemi has prepared an amendment to extend services through February 28, 2026, at a cost of $16,666.67, with an option to extend through June 30, 2026, at a total cost of $25,000, to be funded through per-unit registration fees and, as needed, the Affordable Housing Fund.

NOW, THEREFORE, BE IT RESOLVED THAT the City Council of the City of Half Moon Bay hereby authorizes the City Manager to approve an amendment to the Tolemi contract through February 2026, with an option to extend through June 2026. ***************************************************************** I, the undersigned, hereby certify that the foregoing Resolution was duly passed and adopted on the 2nd day of September 2025, by the City Council of Half Moon Bay by the following vote:
140
AYES, Councilmembers:

NOES, Councilmembers:

ABSENT, Councilmembers:

ABSTAIN, Councilmembers:

ATTEST: APPROVED:
___________________________ _____________________________ Maggie Rodriguez, Assistant City Clerk Robert Brownstone, Mayor 141
Agreement #Half Moon BayCA250814
Agreement
This Agreement outlines the deployment of Tolemi’s mobile and web-based applications for City of Half Moon Bay ("Client") including associated roles, responsibilities, activities, and deliverables.

Tolemi Client
OpportunitySpace, Inc. (d.b.a "Tolemi")
295 Devonshire St. 4thFL
Boston, MA 02110
T: 800-535-2329
E: [email protected]
City of Half Moon Bay
501 Main Street
Half Moon Bay, CA 94019
T: [
I. Objectives
The Client is continuing use of Tolemi BuildingBlocks and Slate, but requires the ability to end the use of Tolemi products in February 2026.

II. Ongoing Support
Hosting & Support (Ongoing for Term of License)
• Tolemi to host the BuildingBlocks and Slate applications and the underlying database • Tolemi to provide ongoing customer support via channels including telephone, email, and online chat • Tolemi to load additional data sets, as specified by the Client, quarterly beginning no less than three months after conclusion of Launch
• Tolemi to deploy upgrades in concert with ongoing maintenance and improvements of the BuildingBlocks and Slate applications
Client agrees to the Terms of Services that govern the use of Tolemi products and services.

III. Term of Engagement
This Agreement is effective as of July 1, 2025 and will continue until February 28, 2026 with a Client option to extend until June 30, 2026. Either party may terminate if the other party materially breaches this Agreement 142
and, after receiving a written notice describing the circumstances of the default, fails to correct the breach within thirty calendar days. Upon any termination or expiration of this Agreement all rights granted to Client are cancelled and revert to Tolemi. Upon termination, Client shall cease all administrative use of software, shall surrender all access codes/keys, and destroy all copies of the platform (in whole or in part) in your possession or control.

Ongoing web hosting, support, data loading, system maintenance, and upgrades will extend through the period of the License Agreement. Continued access to BuildingBlocks and support beyond the expiration of these Terms is subject to a renewed license fee.

IV. Option Selection and Pricing
Optionality Start Date (Payment Due) End Date Amount
Required 7/1/2025 9/30/2025 $6,250.00
Required 10/1/2025 12/31/2025 $6,250.00
Required 1/1/2026 2/28/2026 $4,166.67
Client Option 3/1/2026 6/30/2026 $8,333.33
Tolemi Client
Signature:

Name: Daniel Marconi
Title: VP of Sales
Date:

Signature:

Name:

Title:

Date:
143

BUSINESS OF THE COUNCIL OF THE CITY OF HALF MOON BAY

AGENDA REPORT
For meeting of: September 02, 2025
TO: Honorable Mayor and City Council
VIA: Matthew Chidester, City Manager
FROM: Dale Leda, Associate Engineer
Maziar Bozorginia, Public Works Director/City Engineer
TITLE: FISCAL YEAR 2025-26 PAVEMENT MANAGEMENT PROJECT
______________________________________________________________________________ RECOMMENDATION:

Adopt a resolution authorizing the City Manager, or his designee, to advertise the Fiscal Year 2025-26 Pavement Management Project for construction.

FISCAL IMPACT:

The estimated cost for the FY 2025-26 Pavement Project is $965,000, with a total budget allocation of $1,000,000. Funding includes an estimated $635,000 in combined revenue from the Senate Bill 1 (SB-1) Road Maintenance and Rehabilitation Account (RMRA) and Highway Users Tax Account (HUTA). The remaining balance of funds ($365,000) is from the adopted FY 2025-26 Capital Improvement Program (CIP 1038).

STRATEGIC ELEMENT:

This action supports the Infrastructure and Environment, Healthy Communities and Public Safety, Fiscal Sustainability, and Inclusive Governance Elements of the Strategic Plan.

BACKGROUND:

The city maintains 27.9 miles of streets covering approximately 4.6 million square feet of pavement, representing a valuable $56.6 million infrastructure asset that serves residents, businesses, and visitors throughout Half Moon Bay. Proactive pavement maintenance is essential to preserve this critical transportation network and ensure safe, reliable travel for the community.

The Pavement Condition Index (PCI) is a nationally recognized system that scores street conditions on a scale of 0 to 100, with higher numbers indicating better pavement quality.

Different treatments affect PCI in different ways: preventive maintenance, such as slurry seal, extends pavement life and modestly improves PCI, while major rehabilitation, such as overlays or reconstruction, addresses structural issues and produces larger gains. Because PCI is 144

calculated as a citywide average, improving streets in fair to good condition often raises the overall PCI more than repairing streets in very poor condition. Maintenance and rehabilitation treatments can restore fair or good streets close to new condition. Very poor streets usually require costly reconstruction and, even after repair, contribute less to the citywide average.

As documented in the 2024/2025 Pavement Management Report prepared by AMS Consulting (Attachment 4), the City's overall network Pavement Condition Index (PCI) is 64, classified as "At Risk to Fair" under MTC standards. Notably, 46% of the City's roads are in "Good to Excellent" condition with a PCI of 70 and above, providing a solid foundation for strategic maintenance investments. The remaining network includes 29% in the "At Risk to Fair" category (PCI 50-69), 20% in "Poor" condition (PCI 25-49), and 5% requiring more intensive treatment.

The FY 2025-26 Pavement Project represents a deliberate first phase in a two-year plan for the City's pavement preservation program. While this year’s phase will consist of more substantial rehabilitation, the future FY 2026-27 phase will focus more on preventative maintenance.

Streets included in this plan were carefully selected through data-driven analysis and recommendations from the AMS Pavement Management Report, ensuring that maintenance investments are targeted to achieve maximum benefit and extend the useful life of our street network.

DISCUSSION:

The FY 2025-26 Pavement Management Project includes work on eight streets in the Arleta Park neighborhood: Miramontes Avenue, Alsace Lorraine Avenue, Potter Avenue, Myrtle Street, Filbert Street, Granelli Avenue, 2nd Avenue, and Valdez Avenue.

Strategic Treatment Approach: The project employs proven, cost-effective pavement treatments tailored to each street's specific conditions. This year’s project prioritizes streets requiring cold-plane and ac overlays to maximize the efficiency of project mobilization and in anticipation of the cooler, late season weather. Next year’s project will cover a larger area of streets and include treatments such as deep patch ac repairs, crack sealing, and slurry seal, and will be ready for construction earlier in the summer months.

As highlighted in the AMS analysis, a strategic approach to preventative maintenance delivers exceptional value by extending pavement life and maintaining safe driving conditions. Proactive investments in streets while they remain in good condition can prevent costly reconstruction and provide significant long-term savings to taxpayers.

Investment Strategy: This $965,000 investment represents a strategic enhancement to the City's typical annual pavement funding of approximately $830,000. This increased investment will help slow network deterioration and address priority maintenance needs more effectively than baseline funding levels. This approach demonstrates the City's commitment to responsible stewardship of community infrastructure assets.
145

Project Timeline: Staff has designed an efficient timeline that maximizes construction season opportunities. With Council’s approval, this year’s project will be advertised on September 5, 2025. Staff would bring a winning bid back to Council for award on October 7, with a tentative construction schedule from October 15 through December 31, 2025. This schedule ensures work completion within the year while taking advantage of weather conditions for pavement work. The concentrated effort on eight streets will also minimize disturbance to the surrounding neighborhood.

Community Coordination: Staff are committed to minimizing disruption during construction through careful coordination and communication. While temporary impacts such as traffic control, parking restrictions, and construction activity are necessary, the project team will work closely with residents, businesses, and schools to provide advance notice and limit inconvenience. Special attention will be given to school zones, with work restrictions during drop-off and pick-up hours to ensure student safety and to minimize traffic impacts.

Next Steps: Upon Council authorization, staff will promptly advertise the FY 2025-26 project to the construction community and return to Council with a competitive bid recommendation, enabling timely project implementation.

ATTACHMENTS:

1. Resolution Authorizing Advertisement of the FY 2025-26 Pavement Project

2. FY 2025-26 Pavement Management Project Plans

3. FY 2025-26 Engineer's Estimate

4. 2024-25 Pavement Management Report by AMS Consulting (document link)

5. FY 2025-26 Pavement Management Project CIP Project Page 146

RESOLUTION NO. C-2025-______

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF HALF MOON BAY AUTHORIZING THE CITY MANAGER OR HIS DESIGNEE TO ADVERTISE THE FISCAL YEAR 2025-26 PAVEMENT

MANAGEMENT PROJECT FOR CONSTRUCTION
WHEREAS, the City of Half Moon Bay owns and maintains 27.9 miles of streets covering approximately 4.6 million square feet of pavement, representing a valuable infrastructure asset with an estimated replacement value of over $56.6 million; and WHEREAS, the 2024/2025 Pavement Management Report prepared by AMS Consulting documents the City's overall network Pavement Condition Index (PCI) at 64; and WHEREAS, the Fiscal Year 2025-26 Pavement Management Project includes Miramontes Avenue, Alsace Lorraine Avenue, Myrtle Street, Filbert Street, Granelli Avenue, Potter Avenue, Valdez Avenue and 2nd Avenue; and
WHEREAS, these streets were strategically selected based on data-driven analysis and recommendations from the AMS Pavement Management Report to maximize the costeffectiveness of pavement maintenance investments; and WHEREAS, the estimated project cost is $965,000 with a total budget allocation of $1,000,000, funded through Senate Bill 1 revenues and the remainder from the FY 2025-26 Capital Improvement Program (CIP 1038); and
WHEREAS, advertising the project for construction bids will enable the City to secure competitive pricing and ensure timely construction from October 15, through December 31, 2025.

NOW, THEREFORE, BE IT RESOLVED THAT the City Council of the City of Half Moon Bay hereby authorizes the City Manager or his designee to advertise the Fiscal Year 2025-26 Pavement Management Project for construction.
******************************************************************** I, the undersigned, hereby certify that the foregoing Resolution was duly passed and adopted on the 2nd of September 2025, by the City Council of Half Moon Bay by the following vote:

AYES, Councilmembers:

NOES, Councilmembers:

ABSENT, Councilmembers:

ABSTAIN, Councilmembers:

ATTEST: APPROVED:
______________________________ _______________________________ 147

Maggie Rodriguez, Assistant City Clerk Robert Brownstone, Mayor 148
DATE DRAWN JOB NO. DWG SHEET SCALE REVISIONS OF SHEETS
C:\Users\MIKEBU~1\AppData\Local\Temp\AcPublish_31136\PTAP-SHEETS.dwg Aug 28,2025 - 1:41pm, MikeBurnfield MAZIAR BOZORGINIA APPROVED BY: CITY OF HALF MOON BAY CITY ENGINEER 501 MAIN STREET HALF MOON BAY CA 94019 650-726-7177 hmbcity.com DATE 09-02-2025 N/A MB CIP NO. 1038

PTAP PAVEMENT MANAGEMENT PROGRAM
HALF MOON BAY, CA 1 5 FY 25/26 PAVEMENT MANAGEMENT PROJECT IN SAN MATEO COUNTY IN THE CITY OF HALF MOON BAY C0.0

TITLE SHEET, NOTES, LEGEND AND
ABBREVIATIONS Know what'sbelow. Callbefore you dig. R SAN FRANCISCO BAY PACIFIC OCEAN CITY OF HALF MOON BAY 149
DATE DRAWN JOB NO. DWG SHEET SCALE REVISIONS OF SHEETS
C:\Users\MIKEBU~1\AppData\Local\Temp\AcPublish_31136\PTAP-SHEETS.dwg Aug 28,2025 - 1:41pm, MikeBurnfield MAZIAR BOZORGINIA APPROVED BY: CITY OF HALF MOON BAY CITY ENGINEER 501 MAIN STREET HALF MOON BAY CA 94019 650-726-7177 hmbcity.com DATE 09-02-2025 N/A MB CIP NO. 1038

PTAP PAVEMENT MANAGEMENT PROGRAM
HALF MOON BAY, CA 2 5 C1.0

SIGNING, STRIPING, AND PAVING PLAN
150
DATE DRAWN JOB NO. DWG SHEET SCALE REVISIONS OF SHEETS
C:\Users\MIKEBU~1\AppData\Local\Temp\AcPublish_31136\PTAP-SHEETS.dwg Aug 28,2025 - 1:41pm, MikeBurnfield MAZIAR BOZORGINIA APPROVED BY: CITY OF HALF MOON BAY CITY ENGINEER 501 MAIN STREET HALF MOON BAY CA 94019 650-726-7177 hmbcity.com DATE 09-02-2025 N/A MB CIP NO. 1038

PTAP PAVEMENT MANAGEMENT PROGRAM
HALF MOON BAY, CA 3 5 C1.1

SIGNING, STRIPING, AND PAVING PLAN
151
DATE DRAWN JOB NO. DWG SHEET SCALE REVISIONS OF SHEETS
C:\Users\MIKEBU~1\AppData\Local\Temp\AcPublish_31136\PTAP-SHEETS.dwg Aug 28,2025 - 1:42pm, MikeBurnfield MAZIAR BOZORGINIA APPROVED BY: CITY OF HALF MOON BAY CITY ENGINEER 501 MAIN STREET HALF MOON BAY CA 94019 650-726-7177 hmbcity.com DATE 09-02-2025 N/A MB CIP NO. 1038

PTAP PAVEMENT MANAGEMENT PROGRAM
HALF MOON BAY, CA 4 5 C2.0

CONSTRUCTION DETAILS
152
DATE DRAWN JOB NO. DWG SHEET SCALE REVISIONS OF SHEETS
C:\Users\MIKEBU~1\AppData\Local\Temp\AcPublish_31136\PTAP-SHEETS.dwg Aug 28,2025 - 1:42pm, MikeBurnfield MAZIAR BOZORGINIA APPROVED BY: CITY OF HALF MOON BAY CITY ENGINEER 501 MAIN STREET HALF MOON BAY CA 94019 650-726-7177 hmbcity.com DATE 09-02-2025 N/A MB CIP NO. 1038

PTAP PAVEMENT MANAGEMENT PROGRAM
HALF MOON BAY, CA 5 5 C3.0

COUNTY BMP FACT SHEET
153
FY 25/26 PTAP PAVEMENT MANAGEMENT PROJECT

ENGINEERS ESTIMATE
2025-09-02

UNIT PRICE ITEM TOTAL
1 Mobilization and Demobilization (5%) LS 1 $ 38,100.00 $ 38,100.00 2 Traffic Control and Construction Signs (5%) LS 1 $ 38,100.00 $ 38,100.00 3 Stormwater Pollution Prevention Control (5%) LS 1 $ 38,100.00 $ 38,100.00 $ 114,300.00
4 1.5" Cold Plane SY 5,056 $ 9.00 $ 45,500.00
5 3.0" Cold Plane SY 9,444 $ 9.00 $ 85,000.00
6 1.5" AC Overlay TON 1,172 $ 200.00 $ 234,375.00
7 3.0" AC Overlay TON 1,594 $ 200.00 $ 318,750.00
8 12" Thermoplastic (White or Yellow) LF 1,250 $ 20.00 $ 25,000.00 9 24" Thermoplastic (White or Yellow) LF 1,200 $ 30.00 $ 36,000.00 10 "Stop" Legend (22 SF) EA 22 $ 750.00 $ 16,500.00
$ 761,125.00
$ 875,425.00
10% Contingency $ 87,543.00
$ 962,968.00
Subtotal

STREET IMPROVEMENTS
Subtotal
Base Bid Subtotal
Base Bid Grand Total
NOTES

MOBILIZATION

ITEM ITEM DESCRIPTION UNIT QUANTITY

ENGINEERS ESTIMATE
154
Category: 1038
Project Location:

Type:

Duration: 123 Fund Name: Streets and Roads
X
X
X
FY 25-26 FY 26-27 FY 27-28 FY 28-29 FY 29-30
$ 1,000,000
$ 1,000,000 $ - $ - $ - $ -
FY 24-25 FY 25-26 FY 26-27 FY 27-28 FY 28-29
$ 365,000
$ 635,000
$ 1,000,000 $ - $ - $ - $ -
2025-26 PAVEMENT MAINTENANCE PROJECT
Streets Project Number:

Citywide Lead Department: Public Works
Capital Maintenance/Community Enhancement Status: Previously Approved 2025-26 Fund Number:

DESCRIPTION:

This project includes cold-plane and AC overlays to maximize the efficiency of project mobiliation and in anticiapation of the cooler, late season weather. The project scope includes eight (8) streets in the Arleta Park neighborhood: Miramontes Avenue, Alsace Lorraine Avenue, Myrtle Street, Granelli Avenue, Valdez Avenue, Filbert Street, and 2nd Avenue.

JUSTIFICATION:

The project represents a deliberate first phase in a two-year plan for the City's pavement preservation program to maintain and improve the City's Pavement Condition Index (PCI) score of 64. This year's phase will consist of more substantial rehabilitation.

STRATEGIC PLAN GOAL (please check all that apply)
Infrastructure
Healthy Community/Public Safety
Fiscal Sustainability ADDITIONAL DETAILS:

Inclusive Governance Next year's 26/27 project will focus more on preventative maintenance.

EXPENDITURES TOTAL ALL FY
Engineering & Design $ -
Prof.Serv/Env. $ -
Construction $ 1,000,000
PM-CM $ -
TOTAL $ 1,000,000
Gas Tax - Fund 122 $ 635,000
TOTAL $ 1,000,000

SOURCE(S) OF FUNDS TOTAL ALL FY
Measure A - Fund 124 $ 365,000
155

BUSINESS OF THE COUNCIL OF THE CITY OF HALF MOON BAY

AGENDA REPORT
For meeting of: September 2, 2025
TO: Honorable Mayor and City Council
VIA: Matthew Chidester, City Manager
FROM: Lisa Rossi, Administrative Services Director
Bryan Lopez, IT Program Manager
TITLE: ASSET DISPOSITION POLICY
______________________________________________________________________________ RECOMMENDATION:

Adopt a resolution authorizing the adoption of a new Asset Disposition Policy.

FISCAL IMPACT:

None
STRATEGIC ELEMENT:

This recommendation supports the Fiscal Sustainability and Infrastructure and Environment Elements of the Strategic Plan.

BACKGROUND:

Over time, City departments generate surplus assets that are no longer needed for municipal operations. Examples include but are not limited to: vehicles, computers, furniture, appliances, TVs, land, etc. Municipal code sections 3.98.300 & 3.98.320 provide general requirements for disposing of assets valued at under $1,000 and over $1,000, but the disposal process lacks a formalized, consistent approach, which can lead to inefficiencies, missed revenue opportunities, and concerns over transparency and accountability. To address this, an Asset Disposition Policy has been developed to clarify the code requirements, which will streamline procedures, ensure legal compliance, and maximize asset value.

DISCUSSION:

Implementing a formal Asset Disposition Policy is a strategic move that improves the City's asset management by establishing standardized procedures for handling surplus assets. This policy maximizes financial returns, minimizes legal risks, and maintains public trust. It also provides clear guidance to staff, reducing ambiguity and potential conflicts during disposal activities.
156

The policy ensures a transparent disposal process that supports good governance by documenting all asset transactions and providing oversight, which is essential for preventing misuse or misappropriation of City assets. Furthermore, it encourages environmentally responsible methods like recycling and salvage while also formalizing revenue collection to improve fiscal accountability. Ultimately, this policy enhances operational efficiency, optimizes asset value, and reinforces the city's commitment to transparent and responsible governance.

Key Components of the Proposed Policy
• Scope: Applies to all tangible assets owned by the city, including equipment, vehicles, furniture, and real property.
• Disposal Methods: Includes sale, donation, transfer, recycling, salvage, or destruction. • Procedures: Formal steps for identifying surplus assets, obtaining approval, executing disposal, and documenting transactions.
• Revenue Management: Proceeds from asset sales will be deposited into designated city funds.
• Reporting: Regular reporting to City Council to maintain transparency and oversight. • Compliance: Ensures adherence to applicable laws and regulations.

Benefits
• Transparency and Accountability: Clear procedures and documentation promote responsible disposal practices.
• Financial Optimization: Maximizes value from surplus assets and enhances revenue collection.
• Operational Efficiency: Streamlined processes reduce administrative delays and confusion.
• Legal and Regulatory Compliance: Ensures all disposals meet legal standards, reducing liability.

RECOMENDATION:

It is recommended that the City Council approve the attached Asset Disposition Policy.

Adoption of this policy will formalize our approach to asset management, improve transparency, and support fiscal responsibility.

ATTACHMENT:

Resolution
157
City of Half Moon Bay
Asset Disposition Policy
Adoption Date: September xx, 2025
Last Revision Date: September xx, 2025
I. Introduction & Purpose:

The purpose of this policy is to ensure the proper disposal of City property. Property that is no longer needed by the City for various reasons must be disposed of in accordance with this policy as well as any applicable laws and regulations.

II. Definitions
• The term Disposed and any variation of the word as used in this policy, refers to the relinquishing of ownership of any type of property by the City. This can take the form of a property sale, trashing, recycling, donating, lending, renting, and any other means of relinquishing ownership. • The term Property as used in this policy refers to anything that can be owned. This can be software, hardware, real property, or anything that can be bought or sold. • The term Obsolete as used in this policy refers to property that is no longer relevant, capable, efficient, compatible, or usable due to the age of the property and because of newer equivalent property available that is designed to take the place of the aging property. • The term Defective as used in this policy refers to property that no longer works or is no longer usable due to damage, failure, or wear, and where it is no longer reasonable to return the property to use.
• The term Useful Life as used in this policy refers to a planned period of time greater than 1 year where the property in question will be used and maintained and where it provides and ongoing benefit to the City. Useful Life may also be attached to a Depreciation Schedule. • The term Depreciation Schedule as used in this policy refers to a reduction in property (Asset) value tracked most often with the Finance Division/Department and ending in a salvage value or zero value. This schedule often coincides with disposal.

III. Policy
Disposition of City property is governed by the following provisions. This policy is subordinate to any legal requirements regarding disposition of property or any other policy specifying how certain types of property must be disposed of and not outlined here.

This policy seeks to clarify the process of disposition as is stated in the Half Moon Bay Municipal Code, sections

3.98.300 and 3.98.320.

IV. General Provisions

1. Property must be disposed of as outlined in the City municipal code. See Section V. 158
City of Half Moon Bay
Asset Disposition Policy

2. Property must not be disposed of unless it has been deemed to no longer serve a benefit to the City; where it is unlikely to serve benefit in the future; or where the cost of storing property would cause burden, including financial burden, greater than the value or benefit of the property.

3. Property may be considered ready to be disposed under the following general conditions:
i. Support for the property can no longer be feasibly maintained. ii. Manufacturer will no longer support or is ending support for the property in question. iii. Software provider will no longer support or is ending support for the property in question.
iv. City Staff and/or Contractor(s) are no longer or are unable to use, support, or maintain the property in question.
v. The property has met or exceeded the pre-established useful lifespan. vi. The property has become obsolete.
vii. The property has become defective.

4. Property must be disposed of in a way that will provide the most benefit to the City without causing undue burden in said disposal.

5. Property may be disposed of in the following general methods:
i. Trashed / e-wasted / recycled / etc.
ii. Donated/gifted.
iii. Sold / Auctioned.

6. Property may not be disposed of in a way that would cause financial gain to the employee disposing of the property and/or cause harm, financial or otherwise, to the City.

7. Property may be Donated/Gifted/Sold to a non-profit

8. Upon approval and if deemed appropriate, the City Manager may authorize the sale of individual property valued at less than $1,000 to City Staff, Contractor(s), or others working directly with or for the City. This method of disposal must not result in financial gain to the recipient.

9. Property may not be gifted/donated to City staff or any party working directly for or with the City. Property may not be gifted/donated to the relations of City staff or any party working directly for or with the City.

10. Property that is Sold or Auctioned should be Sold or Auctioned at a value appropriate for the property being disposed. Value of the property can be derived from the following methods:
i. Salvage Value
ii. Scrap Value
iii. 3rd party market value
iv. Value should also consider current wear and tear of the property, current overall condition, and future actual remaining life.
v. Value of the property may be reduced to allow for quick disposal where it will prevent, reduce, offset possible additional costs to dispose, or when time is of the essence, and it is imperative to prevent delays in disposal of the property in question. 159
City of Half Moon Bay
Asset Disposition Policy
The method of valuation should make sense for the item being disposed of and should take into account age, wear, methods of disposal available, and typical methods of disposal for the items being disposed. For example, you would not typically assign a scrap or salvage valuation to something purchased six months prior.

V. Valuation and Process
Items disposed will fall into two general categories as defined by the Half Moon Bay Municipal Codes:
• 3.98.300 Disposal of less than one thousand dollars:

Except as otherwise provided by state law or city ordinance, the purchasing agent shall be empowered to dispose of personal property of the city, which cannot be used by any department of the city, at public or private sale or by renting or destroying the same (all with or without notice, competitive bid or necessity of posting bid bonds, at the purchasing agent’s discretion, and upon such terms as he or she deems best), provided any single item of property involved does not exceed one thousand dollars in current market value; and provided, that disposal of property pursuant to this section shall be reported to the city council. (Ord. C-4-11 §9(part), 2011: Ord. 12- 95 §2(part), 1995).
• 3.98.320 Disposal of more than one thousand dollars:

In the event any single item of property exceeds one thousand dollars in current market value, the city council may empower the purchasing agent to dispose of it (in accordance with the same terms and conditions and subject to the same discretion and limitations as if it were under one thousand dollars in value). Alternatively, the city council may elect to sell, rent or destroy the same in accordance with whatever provision, terms and conditions the council may, in its discretion, decide. (Ord. C-4-11 §9(part), 2011: Ord. 12-95 §2(part), 1995).

VI. Data Removal
In cases where the property being disposed of is computing technology (Tablet, Phone, Disk, Tape, Computer, Hard Disk, Solid State Disk) or any related technology that stores, transmits, or processes data; the disposal will be handled by the Information Technology Division/Department.

Property will be sanitized of all data by the following methods or by methods deemed greater than the following methods:

1. DOD 3-pass zero or random wipe of HDD

2. Shredding of magnetic tape or equivalent

3. Burning or melting of magnetic tape or equivalent

4. Magnetic Erasure of magnetic tape or equivalent

5. Drilling at least 5 holes in star pattern through HDD data disks

6. Secure Erase of SSD equivalent to the standard of a 3-pass DOD wipe

7. Secure Erase of Tablet(s)/Phone(s)
160
City of Half Moon Bay
Asset Disposition Policy
If the data storing property in question cannot be securely erased or destroyed it must be retained and securely stored until a suitable means of data destruction can be conducted.

No property may be disposed of containing any City owned, Proprietary, Confidential, or other protected data. Data such as an Operating System, Bundled Software, or other data originally provided by the manufacturer or upgraded may be installed or retained on the property being disposed.

VII. Violations
Violations of this policy may result in disciplinary action, up to and including termination. Additionally, some actions may violate City, State, or Federal law and may pose personal and financial liability if found guilty of activity in violation of those laws.

VIII. Amendments
This policy may be amended and revised from time-to-time as needed.

Attachments:

NONE
Policy Revision History:

Date Actions
September xx, 2025 Originally Issued
Revised
Revised
______________________________________________
Matthew Chidester, City Manager
161